Karteikarten
Evolution of Human Resource Management: W2
Karten in diesem Stapel (18)
- 1What are the three kinds of resources that all organisations rely on the availability and effectiveness of?1. finances
2.technology
3. people - 2Stages in the development of HRm1. Welfare & administration (1900-1940s)
2. Welfare, administration, staffing & training (1940s-mid 1970s)
3. HRM & SHRM (mid 1970s-late 1990s)
4. SHRM into the future (2000 onwards) - 3Issues impacting SHRM- Globalisation
- New technology
-Changes in the nature of work & jobs - 4HR Professionals are perceived to add value to 4 Hrm, namely:1. employees
2. line managers
3. key customers
4. investors - 5The employment relationship comprises a set of overlapping contracts, what are they and explain?- legal: terms and conditions of work
- social: 'the mutual expectations and obligations that employers, employees, and society at large have for work and employment relationships.'
-Psychological: reciprocal expectations of individual employees and their individual managers...includes the whole pattern of rights, privileges, and obligations between employees and their organisations.... beliefs about fairness, trust and the delivery of worthwhile employment relationships' - 6Unitarist assumes:- common interests between employers and employees
-commitment by both parties - 7Pluralist assumes:-inevitable conflicts of interest
-negotiation and resolution to achieve common goals - 8'Hard' HRM focuses on:-strategic, managerial issues
-effective utilisation of HR towards broad goals and objectives - 9'Soft' HRM focuses on:-involvement of employees through consultation, empowerment, commitment, and communication
- 10Business strategy & HRM-Accommodative: HRM strategies follow organisational strategies
-Interactive: HRM contributes and reacts to overall strategies
- Full integrated: total involvement in overall strategic process in both formal and informal interactions - 11What is strategic human resource management (SHRM)?emphasises the need for HR plans and strategies to be formulated within the context of overall organisational strategies and objectives, and to be responsive to the changing nature of the organisational's external environment
- 12What are the characteristics of SHRM?- a longer-term focus
-new linkages between HRM and strategic planning
-proposed linkages between HRM and organizational performance
-the inclusion of line managers in the HRM policy-making processes - 13Critics of SHRM?-concerned primarily with contributing to the 'bottom line' success of organizations
-ethical questions are raised about its emphasis on employees as 'resources'
- may infer a 'hard' HRM focus
- managers may lack appropriate managerial capacity to implement the SHRM agenda - 14Key issues of HRM functions- quantity and quality
-most effective strategies in attracting, choosing and efficiently incorporating employees into the organization
-keeping employees productive, satisfied and motivated
-maintaining relationships
-strategies for linking all HR activities
-Systems for administering and evaluating - 15Global Financial CrisisUnethical management practices contributed to this crisis and many organizations have adopted a 'full-spectrum' performance review process in response
- 16The stakeholder theoryemphasises the responsibility that organisations have towards all associated stakeholders
- 17What is the main ethical concern for HRM?the way in which people are managed for the achievement of organisational goals and objectives
- 18HRM Professional's code of ethics- integrity: high levels of honesty, integrity, and fairness
-legality: respecting individual rights and obeying all laws
-proficiency: maintaining and improving professional competence
-professional loyalty: supporting the profession and not misusing affiliations for personal gains
-confidentiality: respecting the confidentiality of privileged information
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- Beschreibung
- BUSM 4095 Evolution of Human Resource Management
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- Dilek Senturk
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