Managing Human Resources

Human Resource Management (HRM)
The process of managing human talent to achieve an orginzation’s objectives
The trend toward opening up foreign markets to international trade and investment
Corporate Social Responsibility
The responsibliliy of the firm to act in the best interests of the people and communities affected by its activity.
Knowledge workers
Workers whose responsibulities extend beyond the physical execution of work to include planning, decision-making, and problem-solving.
Human Resources information system (HRIS)
A computerized system that provides current and accurate data for purposes of control and decision-making
Reactive change
Change that occurs after external forces have already affected performance
Proactive change
Change intiated to take advance of targeted opportunities
Human Capital
The knowledge, skills, and capabilities of individuals that have economic value to an organization
Total quality management (TQM)
A set of principles and practices whose core iseas include understanding customer needs, doing things right the first time, and striving for continuos improvement
Six Sigma
A process used to translate customer needs into a set of optimal tasks that are performed in concert with one another.
Fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed
Planned elimination of jobs
Contracting outside the orgination to have work done that formerly was done by internal employees
The business practice of sending jobs to other countries
Employee leasing
The process of dismissing employees who are then hired by a leasing company (which handles all HR-related activities) and contracting with that company to lease back the employees
Managing diversity
Being aware of charateristics common to employees, while also managing employees as individuals
Strategic planning
Procedures for making decisions about the orginization’s long-term goals and strategies
Human resources planning (HRP)
The process of anticipating and providing for the movement of people into, within, and out of an organization
Strategic human resources management
The pattern of human resources deployments and activities that enable an orginazation to achieve its strategic goals
The basic purpose of the orginazation as well as its scope of operations
Strategic visions
A statement about where the company is going and what it can become in the future; clarifies the long-term direction of the company and its strategic intent
Core Values
The strong and enduring beliefs and principles that the comopany uses as a fondation for its decisions
Environmental scanning
Systematic monitoring of the major external forces influencing the organization
Cultural audits
Audits of the culture and quality of work life in an organization
Core capabilities
Integrated knowledge sets within an organization that distinguish it from its competitors and deliver value to customers
Trend analysis
A quantitve approach to forecasting labor demand based on an organizational index such as sales
Management forecasts
The opinions (judgements) of supervisors, department managers, experts, or others knowledgeable about the organization’s future employment needs
Staffing tables
Graphic representations of all orginzational jobs, along with the numbers of employees currently occupying those jobs and future (monthly or yearly) employment requirements
Markov Analysis
A method for tracking the pattern of employee movements through various jobs
Skill inventories
Files of personal education, experience, interests, skills, and so on that allow managers to quickly match job openings with employee backgrounds
Replacement charts
Listings of current jobholders and people who are potential replacements if an opening occurs
Succession planning
The process of identifying, developing, and tracking key individuals for execute positions
Human capital readiness
The process of evaluating the availability of critical talent in a company and comparing it to the firm’s supply
SWOT analysis
A comparison of strengths, weaknesses, opportunities, and threats for strategy formulation purposes
Value creation
What the firm adds to a product or service by virtue of making it; the amount of benedits provided by the product or service once the costs of making it are subtracted
The process of comparing the organization’s processes and oractices with those of other companies
Balanced Scorecard (BSC)
A measurement framework that helps managers translate strategic goals into operational objectives
Organizational Capability
The capacity of the organization to act and change in pursuit of substainable competitive advantage
Equal Employment Opportunity (EEO)
The treatment of individuals in all aspects of employment hiring, promotion, training, ect. in a fair and nonbiased manner
Protected classes
Individuals of a minority race, women, older people, and those with disabilites who are covered by federal laws on equal employment opportunity
Bona fide occupational qualification (BFOQ)
Suitable defense against a discrimination charge only when age, religion, sex, or national origin is an actual qualification for performing the job
Business necessity
A work-related practice that is necessary to the safe and efficient operation of an orginization
Reasonable accommodation
An attempt by employers to adjust, without undue hardship, the working conditions or schedules of employees with disabilities or religious preferences
Disabled individual
Any person who (1) has a physical or mental impairment that substantially limits one or more of the person’s major life activities, (2) has a record of such impairment, or (3) is regarded as having such an impairment
Fair employment practices (FEPs)
State and local laws governing equal employment opportunity that are often more comprehensive than federal laws and apply to small employers
Sexual harassment
Unwelcome advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature in the working environment
Uniform Guidelines on Employee Selection Procedures
A procedural document published in the Federal Register to help employers comply with federal regulations against discriminatory actions
Adverse impact
A concept that refers to the rejection of a significantly higher percentage of a protected class for employment, placement, or promotion when compared with the successful, nonprotected class
Four- fifths rule
A rule of thumb followed by the EEOC in determing adverse imoact for use in enforcement proceedings
Disparate treatment
A situation in which protected class members receive uequal treatment or are evaluated by different standards
Workforce utilization analysis
A process of classifying protected-class members by number and by the type of job they hold within the organization
EEO-1 report
An employer information report that must be filed annually by employers of 100 or more employees (except state and local government employers) and government contractors and subcontractors to determine an employer’s workforce composition
Change form
A discrimination complaint filed with the EEOC by employees or job applicants
Affirmative action
A policy that goes beyond equal employment opportunity by requiring organizations to comply with the law and correct past discriminatory practices by increaing the numbers of minorities and women in specific positions
Reverse discrimination
Theact of giving preference to members of protected classes to the extent that unprotected individuals believe they are suffering discrimination

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