WGU C232: Introduction to Human Resource Management All with complete solution
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WGU C232
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WGU C232
WGU C232: Introduction to Human Resource Management All with complete solution
Managerial Estimates
The most common method of estimating HR demand. These are typically made by top management (a top-down approach).
Multiple Linear Regression
An extension of simple linear regression analysis. H...
wgu c232 introduction to human resource management all with complete solution managerial estimates the most common method of estimating hr demand these are typically made by top management a top d
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WGU C232: Introduction to Human Resource
Management All with complete solution
Managerial Estimates
The most common method of estimating HR demand. These are typically made by top
management (a top-down approach).
Multiple Linear Regression
An extension of simple linear regression analysis. However, instead of relating
employment to just one variable, multiple variables are used.
Nominal Grouping Technique
A group process involving problem identification, solution generation, and decision-
making.
Redundancy Planning
HR planning associated with the process of laying off employees who are no longer
needed.
Replacement Planning
This type of planning uses charts that show the names of the current occupants of
positions in the organization and the names of likely replacements.
Simple Linear Regression
A projection of future demand is based on a past relationship between the
organization's employment level and a variable related to employment, such as sales
and shows how these measures are connected.
Succession Planning
This type of planning tends to be long-term, developmental, and flexible. Although this
type of planning is widely practiced, many employers who use it tend to emphasize
characteristics of the managers and downplay characteristics of the positions to which
the managers may eventually be promoted.
Deontological Theories
These theories of ethics evaluate the rightness or wrongness of an action based on how
well that action conforms to some rule or principle, regardless of the consequences.
External Environment
The factors that organizations and their managers have no control over, such as
legislation, changes in technology, competition, and so on.
HR
Often referring to the department charged with overseeing an organization's personnel
or human resources.
Human Resource Management (HRM)
Is responsible for the recruitment, selection, training, and motivation of the
organization's employees and is therefore concerned with the fundamental task of
defining and analyzing jobs in organizations.
Internal Environment
Factors that organizations control as they interact in the global marketplace, such as
culture, product development, and strategy.
Quality of Work Life
The quality of life experienced by employees in their work environments.
, SWOT Analysis
An acronym for strengths, weaknesses, opportunities, and threats. This analysis
provides the firm actionable direction for competing in the marketplace.
Strategy
The plan an organization has to compete in a marketplace. A strategy can consist of
products and services, employees, and the organization's goals, among other things.
Strengths
A company's core competencies, abilities, and capacities that give it an advantage
when meeting the needs of target customers.
Technology
The equipment and knowledge used to produce goods and services. The exact
meaning varies widely among industries and fields.
Threats
Conditions, trends, or barriers in the external environment that hinder firm performance.
Utilitarian Theories
A theory of ethics that evaluates the rightness or wrongness of an action based on the
consequences of that action.
Define internal factors impacting business strategies.
Internal business strategies are:
* company strategy & culture
* company structure
* company size
* top management
* company HR perceptions
* internal technology available
Define external factors impacting business strategies.
* changing technology
* economy
* competition
* Globalization
* Legislation
Peer Appraisal
Performance Assessment of an employee's performance or future success by his or her
work colleagues. Often considered an effective tool when teamwork and participation
are part of the organizational culture.
List the Administrative use of Performance Appraisals (PA)/Evaluations.
1. Salary in-/de-creases
2. Demotions
3. Layoff
4. Promotions/transfers
5. Terminations
List the Development use of Performance Appraisals (PA)/Evaluations.
1. Identify training needs
2. Motivate employee improvement
3. Provide feedback
4. Counsel employees
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