Global People Management > Progress test > Flashcards

Progress test Flashcards

(49 cards)

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1
Q

Employee engagement

A

A combination of job satisfaction, ability, and a willingness to perform for the organisation at a high level and over an extended period of time.

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2
Q

Technology in HR

A
  • Use of people analytics
  • Find commonalities in data that can help HR create new and more efficient processes, as well as more engaged employees
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3
Q

New HRM challenges

A
  • Upskilling the workforce to successfully manage the AI revolution
  • A shortage of skilled talent to clean, integrate, and extract value from big data and move beyond baby steps toward AI
  • Build critical skills and competencies for the organisation
  • Strengthen the current and future leadership bench
    Creating strategic agility –> analyse larger data sets
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4
Q

HR’s critical factors

A

= Things managers must control in order to compete, but they can’t directly manipulate because people have free will
* Productivity
* Employee engagement
* Turnover = permanent loss of workers from the organisation
*Absenteeism = temporary absence of employees from the workplace

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5
Q

SHRM competency model (skills)

A
  • Technical
  • Interpersonal
  • Conceptual and design skills
  • Business skills
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6
Q

Line managers

A

The individuals who create, manage, and maintain the people and organisational processes that create whatever it is that the business sells

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7
Q

Staff managers

A

Individuals who advise line managers in some field of employees

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8
Q

HR responsibilities of line managers

A
  • Legal considerations
  • Labour cost controls
  • Leadership and motivation
  • Training and development
  • Appraisal and promotion
  • Safety and security of employees
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9
Q

Employee experience

A

Employee engagement as well as the totality of other interactions between the individual and their workplace and whether those interactions are positive or negative overall

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10
Q

Major HR discipline areas

A
  • The legal environment (EEO, AA, DM)
  • Staffing
  • Training and development
  • Employee relations
  • Industrial and labour relations
  • Compensation and benefits
  • Safety and security
  • Ethics and sustainability
  • People analytics
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11
Q

The effect of employee turnover on hotel profits

A

The cost of a 1-point increase in turnover is greater for a hotel with a high ADR than for an economy-tier property

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12
Q

The employment cycle

A

Vacancy - Recruitment - Selection - Orientation - Training - Evaluation

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13
Q

Service profit relationship

A

internal service quality - employee satisfaction - employee retention/employee productivity - external service quality - customer satisfaction - customer loyalty - revenue growth/profitability

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14
Q

Internal service quality

A

The feelings that employees have toward their jobs, colleagues and companies

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15
Q

Strategic planning

A

The process of looking at our organisation and its environment and determining what our organisation decides to do to meet the requirements of that expected future.

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16
Q

External environment

A

Consists of a series of influences that originate outside the organisation and that the company cannot control. (macro and micro)
* Customers
* Competition
* Suppliers
* Labour force
* Shareholders (owners want return on
investment)
* Society
* Technology
* The economy
* Government

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17
Q

Internal environment

A

Critical organisational factors that we can control to decide what we want to do as an organisation as we move into the future.
* Structure
* Strategy
* Culture

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18
Q

Strategy

A

A plan of action designed to achieve a particular set of objectives (mission + vision)
Look at external and internal environment to create strategic advantage

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19
Q

Strategic types

A
  • Cost leadership
  • Focus or niche (specific portion of market)
  • Differentiation (impression of difference)
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20
Q

Strategic analysis

Study These Flashcards
A
  • SWOT analysis
  • Porter’s five forces
21
Q

Structural components of an organisation

Study These Flashcards
A
  • Complexity
  • Formalisation
  • Centralisation
22
Q

Organisational culture

Study These Flashcards
A

The values, beliefs, and assumptions about appropriate behaviour that members of an organisation share.
* How the firm achieves its vision and mission by living its values and belief on a daily basis

23
Q

Five artifacts of organisational culture that help employees learn the culture

Study These Flashcards
A
  • Heroes
  • Stories
  • Slogans
  • Symbols
  • Ceremonies
24
Q

Three levels of culture

Study These Flashcards
A
  • Values and beliefs
  • Assumptions
  • Behaviour
25
Data analytics
The process of accessing large amounts of data in order to analyse those data and gain insight into significant trends or patterns within organisations or industries.
26
Big data
The collection and analysis of large data sets.
27
HRMS
Database management systems that manage and manipulate data that influence organisational performance: * Attendance and leave tracking * Job and pay history * Job descriptions * Appraisal scores and review date tracking * Benefits enrolment and tracking
28
Economic Value Added
A measure of profits that remain after the cost of capital has been deducted from operating profits ○ How much money we made through our operations minus the amount of money we had to spend or borrow in order to perform those operations = Net operating profit after tax - (capital used x cost of capital)
29
Return on Investment
Measure of the financial return we receive because of something that we do to invest in our organisation or its people (gain - cost) / cost of investment
30
Porter's five forces
1. Rivalry among competitors 2. Power of buyers 3. Power of suppliers 4. Threat of substitute products and services 5. Potential new entrants
31
Balanced scorecard
Measures and aligns HR activities with organizational goals through a balanced approach across four perspectives: financial, customer, internal processes, and learning and growth.
32
Ulrich's four role model
- Strategic partner - Administrative partner - Employee champion - Change agent
33
Purpose Porter's five forces
To understand the structure of its industry and stake out a position that is more profitable and less vulnerable to attack.
34
Key areas for proactive HR
- Business strategy integration - Operational capabilities - Change management - Measurement and accountability
35
Discrimination
The act of making distinctions or choosing one thing over another; in HR, it is making distinctions among people.
36
Illegal discrimination
The act of making distinctions that harm people and that are based on those people's membership in a protected class.
37
Reverse discrimination
Discrimination against the majority employee group based on a legally protected factor
38
OUCH test
A rule of thumb used whenever you are contemplating any employment action, to maintain fairness and equity for all of your employees or applicants. - objective - uniform in application - consistent in effect - has job relatedness
39
disparate treatment
When individuals in similar situations are intentionally treated differently, and the different treatment is based on an individual's membership in a protected class
40
Disparate impact
When an officially neutral employment practice disproportionally excludes the members of a protected group; it is generally considered to be unintentional, but intent is irrelevant
41
Pattern of practice discrimination
When a person or a group engages in a sequence of actions over a significant period of time that is intended to deny the rights provided by Title VII of the 1964 CRA to a member of a protected class
42
Bona Fide Occupational Qualifications
A qualification that is absolutely required in order for an individual to be able to successfully do a particular job.
43
Business necessity
When a particular practice is necessary for the safe and efficient operation of the business and when there is a specific business purpose for applying a particular standard that may, in fact, be discriminatory (+job relatedness)
44
Reducing organisational risk from sexual harassment
1. Policy statement 2. Training and awareness 3. Reporting mechanism 4. Follow just cause procedures 5. Disciplinary action
45
EEO
Federal law Narrow, specific requirements and prohibitions
46
Affirmative Action
Executive orders, Court orders, voluntary Policies that broadly define situations in which actions should be taken to balance a workforce with its surroundings Initiated by an external force Past discrimination
47
Benefits of diversity
- innovation and creativity - broader skill sets - better decision-making - market insights - improved employee satisfaction
48
Challenges of diversity
- communication barriers - resistance to change - cultural misalignment - integration issues - conflict management
49
Diversity management approaches
- Top management support and commitment - Diversity training - Diversity policies and practices - Diversity leadership
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