Summary Human Resource Management

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ISBN-13 9781544331317
197 Flashcards & Notes
1 Students
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This is the summary of the book "Human Resource Management". The author(s) of the book is/are Robert N Lussier, John R Hendon. The ISBN of the book is 9781544331317. This summary is written by students who study efficient with the Study Tool of Study Smart With Chris.

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Summary - Human Resource Management

  • 1 The new Human Resource Management Process

  • How do you call the failure of an employee to report to the workplace as scheduled?
    Absenteeism
  • How do you call the analytical and quantitative skills-including in-depth knowledge of how the business works and its budgeting and strategic-planning processes-that are necessary for a manager to understand and contribute to the profitability of the organisation?
    Business skills
  • How do you call the ability to evaluate a situation, identify alternatives, select a reasonable option, and make a decision to implement a solution to a problem?
    Conceptual and design skills
  • How do you call a division or department that brings in no revenue of profit for the organization-running this function only costs the organisation money?
    Cost center
  • How do you call a function of getting the job done whenever and however it must be done?
    Effectiveness
  • How do you call a function of how many organisational resources we used in getting the job done?
    Efficiency
  • How do you call the ability to put yourself in another person's place-to understand not only what that person is saying but why the individual is communicating that information to you?
    Empathy
  • How do you call a combination of job satisfaction, ability, and a willingness to perform for the organisation at a high level and over an extended period?
    Employee engagement
  • How do you call the people within an organisation?
    Human resources (HR)
  • How do you call the ability to understand, communicate, and work well with individuals and groups through developing effective relationships?
    Interpersonal skills
  • How do you call Workers who “use their head more than their hands” and who gather and interpret information to improve a product or process for their organisations?
    Knowledge workers
  • How do you call the individuals who create, manage, and maintain the people and organisational processes that create whatever it is that the business sells?
    Line managers
  • How do you call the amount of output that an organisation gets per unit of input, with personal information usually expressed in terms of units of time?
    Productivity
  • How do you call a revenue centre that enhances the profitability of the organisation through improving the productivity of the people within the organisation?
    Productivity centre
  • How do you call divisions or departments that generate monetary returns for the organisation?
    Revenue centres
  • How do you call the largest and most recognised of the HRM advocacy organisations in the United States?
    Society for Human Resource Management (SHRM)
  • How do you call individuals who advise line managers in some field of expertise?
    Staff managers
  • How do you call meeting the needs of today without sacrificing future generations' ability to meet their needs?
    Sustainability
  • How do you call a capability that creates value for customers that rivals can't copy quickly or easily, and that allows the organisation to differentiate its products or services from those of competitors?
    Sustainable competitive advantage
  • How do you call the ability to use methods and techniques to perform a task?
    Technical skills
  • How do you call the permanent loss of workers from the organisation?
    Turnover
  • What are the traditional and present views of HRM?
    • Cost centre
    • Productivity centre
  • What are the four significant challenges that HR managers face in a modern organisation?
    • Maintaining high levels of employee engagement
    • Developing next-generation organisation leaders
    • Maintaining competitive compensation and benefits offerings
    • Managing the loss of key workers and their skill sets
  • What are the four critical dependent variables that managers must control to compete in a 21st-century organisation?
    • Productivity
    • Employee engagement
    • Turnover
    • Absenteeism
  • What are the four major HRM skill sets?
    • Conceptual and design skills
    • Technical skills
    • Interpersonal skills
    • Business skills
  • What are the six responsibilities of line managers considering HRM?
    • Legal considerations
    • Labour cost controls
    • Leadership and motivation
    • Training and development
    • Appraisal and promotion
    • Employee safety and security
  • What are the eight major HRM disciplines?
    • The legal environment
    • Staffing
    • Training and development
    • Employee relations
    • Labour and industrial relations
    • Compensation and benefits
    • Safety and security
    • Ethics and sustainability
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