Summary of all key words in the People Management course. The words correspond to the lesson, the powerpoints and the book.
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HR Management 15th Edition Dessler Chapter 1-3 questions with correct answers With Complete Solution
Samenvatting Human Resource Management, Global Edition, ISBN: 9781292152103 International Business - Human Resource Management Year 2
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People Management
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PEOPLE MANAGEMENT
KEY TERMS
Organization A group consisting of people with formally assigned
roles who work together to achieve the organization’s
goals.
Manager Someone who is responsible for accomplishing the
organization’s goals, and who does so by managing the
efforts of the organization’s people.
Managing To perform five basic functions: planning, organizing,
staffing, leading, and controlling.
Management Process The five basic functions of planning, organizing, staffing,
leading, and controlling.
Human Resource Management The process of acquiring, training, appraising, and
(HRM) compensating employees, and of attending to their
labor relations, health and safety, and fairness
concerns.
Authority The right to make decisions, to direct the work of others,
and to give orders.
Line Authority Traditionally gives managers the right to issue orders to
other managers or employees.
Staff Authority Gives a manager the right to advise other managers or
employees.
Line Manager A manager who is authorized to direct the work of
subordinates and is responsible for accomplishing the
organization’s tasks.
Staff Managers A manager who assists and advises line managers.
Strategic Human Resource Formulating and executing human resource policies and
Management practices that produce the employee competencies and
behaviors the company needs to achieve its strategic
aims.
Employee Engagement The extent to which an organization’s employees are
psychologically involved in, connected to, and
committed to getting their jobs done.
Employer versus employee employer executive & employee workforce
Strategic Human Resource Formulating and executing human resource policies and
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,Management practices that produce the employee competencies and
behaviors the company needs to achieve its strategic
aims.
Strategy Map A strategic planning tool that shows the “big picture” of
how each department’s performance contributes to
achieving the company’s overall strategic goal.
HR Scorecard A process for assigning financial and nonfinancial goals
or metrics to the human resource management related
chain of activities required for achieving the company’s
strategic aims and for monitoring results.
Digital Dashboard Presents the manager with desktop graphs and charts,
and a computerized picture of where the company
stands on all those metrics from the HR Scorecard
process.
Human Resource Metric The quantitative gauge of human resource
management activities, such as employee turnover,
hours of training per employee, or qualified applicants
per position.
Organizational Culture A system of shared meaning held by members that
distinguishes the organisation from other organisations.
Talent Management The goal-oriented and integrated process of planning,
recruiting, developing, managing, and compensating
employees.
Job analysis The procedure for determining the duties and skill
requirements of a job and the kind of person who
should be hired for it.
Job Description A list of a job's duties, responsibilities, reporting
relationships, working conditions, and supervisory
responsibilities – one product of a job analysis.
Job Specification A list of a job's "human requirements," that is, the
requisite education, skills, personality, and so on –
another product of a job analysis.
Organization Chart A chart that shows the organization-wide distribution of
work, with titles of each position and interconnecting
lines that show who reports to and communicates with
whom.
Job Enlargement Assigning workers additional same-level activities.
Job Rotation A management technique that involves moving an
employee from department to department to broaden
his or her experience.
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, Competency-Based Job Analysis Describing the job in terms of the measurable,
observable, behavioral competencies (knowledge,
skills, and/or behaviors) that an employee doing
that job must exhibit to do the job well.
Competency The skills & abilities (e.g. communication, problem-
solving), knowledge (e.g. degree, specific
knowledge), traits (e.g. personality) and
characteristics (e.g. attitude, motivation) that an
employee needs to do his/her job well, effectively,
successfully.
College recruiting Sending an employer’s representatives to college
campuses to prescreen applicants and create an
applicant pool from the graduating class.
Internal branding The internal promotion of your employer brand,
“Living the brand”, your brand becomes part of the
organisational culture and is felt and expressed by
your employees.
External branding The external promotion of your employer brand; to
market/share/promote your brand to the potential
applicants specifically and the general public in
general.
Recruiting yield pyramid The historical arithmetic relationships between
recruitment leads and invitees, invitees and
interviews, interviews and offers made, and offers
made and offers accepted.
Employee recruiting Finding and/or attracting applicants for the
employer’s open positions
Job posting Publicizing an open job to employees (often by
literally posting it on bulletin boards) and listing its
attributes, like qualifications, supervisors, working
schedule, and pay rate.
Value proposition The proposition that an employer makes about
what makes them different, about what they have
to offer as an employer and about why anyone
would want to work there.
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