Term
| HRM preselection practices |
|
Definition
| HR planning and job analysis |
|
|
Term
|
Definition
| recruitment and selection |
|
|
Term
| HRM postselection practices |
|
Definition
| training, performance appraisal, compensation and productivity improvement programs |
|
|
Term
| external factors that impact HRM |
|
Definition
| factors include: legal and environmental issues, workplace justice laws, union influences, safety and health concerns and unintentional influences |
|
|
Term
|
Definition
| establish HRM procedures and methods, monitor/evaluate HRM practices, and advise/assist managers on HRM-related matters. |
|
|
Term
|
Definition
| implement HRM practices and provide input to HR professionals |
|
|
Term
|
Definition
| when a firm develops a superior marketplace position relative to its competition |
|
|
Term
| how to achieve competitive advantage |
|
Definition
| through cost leadership (lowering production costs relative to output) and product differentiation (providing a service or product that is preferred by buyers) |
|
|
Term
| how can a firm's HRM practices help gain competitive advantage DIRECTLY |
|
Definition
| by increasing ratio of the number of units produced to the total cost of production |
|
|
Term
| how can a firm's HRM practice help gain competitive advantage INDIRECTLY |
|
Definition
| by causing employee-centered outcomes that trigger organization-centered outcomes, which, in turn, create competitive advantage |
|
|
Term
| why is competitive advantage gained from HRM likely to be sustained over time |
|
Definition
- HRM practices are not visable to competitors
-even wehn visible, impact of HRM pracitce may not be as favorable wehn used in a diff organizational setting |
|
|
Term
|
Definition
| a form of compensation provided to employees in addition to their pay, such as health insurance or employee discounts |
|
|
Term
|
Definition
| the pay and benefits that employees receive from the company |
|
|
Term
|
Definition
| planned learning experiences that prepare workers to effectively perform possible future jobs |
|
|
Term
|
Definition
| organizational function that consists of practies that help the organization deal effectively w/its people during the various phases of the employment cycle |
|
|
Term
|
Definition
| process that helps companies identify their future HRM needs and how those needs can be met |
|
|
Term
|
Definition
| systematic procedure for gathering, analyzing and documenting info about particular jobs |
|
|
Term
|
Definition
| faborableness of employee attitudes toward their jobs |
|
|
Term
| organizational citizenship |
|
Definition
| willingness of employees to engage in behaviors that help the organization to achieve its goals |
|
|
Term
| organizational commitment |
|
Definition
| the relative strength of an individual's identification and involvement in a particular organization |
|
|
Term
|
Definition
| the wage or salary that employees earn |
|
|
Term
| performance appraisal process |
|
Definition
| a process used by companies to measure the adequacy of their employee's job performances and communicate these evaluations to them |
|
|
Term
| productivity improvement programs |
|
Definition
| organizational interventions designed to improve productivity by increasing employee motivation |
|
|
Term
|
Definition
| an HRM practice designed to locate and attract job applicants for particular positions |
|
|
Term
|
Definition
| an HRM practice in which companies assess and choose from among job candidates |
|
|
Term
|
Definition
| planned learning experiences that teach workers how to effectively perform their current jobs |
|
|
Term
|
Definition
| labor organizations in which employees, acting in concert, deal w/employers on work issues |
|
|
Term
|
Definition
| a concept that addresses the issue of treating employees in a fair, nondiscrimatory manner |
|
|
