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| overall set of expectations held by the employee with regard to what he or she will contribute to the organization and that are held by the organization with regard to what it will provide to the individual in return |
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| the people that an organization employes to carry out various jobs, tasks, and functions in exchange for wages, salaries, and other rewards |
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| comprehensive set of managerial activities and tasks concerned with developing and maintaining a qualified workforce- HR- in ways that contribute to organizational effectiveness |
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| developed during human relations era |
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| an integrated and interrelated approach to managing HR that fully recognizes the interdependence among the various tasks and functions that must be performed |
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| supplanted scientific management as the dominant apprach to management during the 1930's |
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| Human relations era was instigated by the Hawthorne studies |
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| employees whose jobs are primarily concerned with the aquisition of knowledge, and they contribute to an organization through what they know and how they can apply what they know |
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| those directly responsible for creating goods and services |
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| process of hiring outside firms to handle basic HRM functions presumably more efficiently than the organization |
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| specialized organizational units for hiring and administering HR, became popular during the 1930s and 1940s |
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| new type of management function- grew from the recognization that HR needed to be managed |
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| economic measure of efficiency that summarizes and reflects the value of the outputs created by an individual, organization, industry, or economic system relative to the value of the inputs used to create them |
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| manager who ran the personnel department |
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| tootal set of features and characteristics of a product or service that bears on its ability to satisfy stated or implied needs |
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| one of the earliest approaches to management- was concerned with structuring individual jobs to maximize efficiency and productivity |
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| those responsible for an indirect or support function that would have costs but whose bottom line contribution were less direct |
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| framework grew from the human relations movement (Douglas McGregor) |
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| attempt to measure in more objective terms, the impact and effectiveness of HRM practices in terms of such metrics as a firm's financial performance |
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