Human Resources Management

Third year

2024

Final Revision Part (1)

A.GH
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 Chapter one: Introduction to Human Resource Management

Terms

1. İs a strategic, integrated and coherent approach to the employment, development and well-
being of the people working in organizations. (Human resource management (HRM))

2. is the process through which an organization ensures that it always has the proper number of
employees with the appropriate skills in the right jobs, at the right time, to achieve
organizational objectives. (Staffing)

3. is the systematic process of determining the skills, duties, and the knowledge required for
performing jobs in an organization. (Job Analysis)

4. is the systematic process of matching the internal and external supply of people with job
openings anticipated in the organization over a specified period. (Human resource planning)

5. is the process of attracting individuals on a timely basis, in sufficient numbers, and with
appropriate qualifications to apply for jobs with an organization. (Recruitment)

6. is the process of choosing the individual best suited for a particular position and the
organization from a group of applicants. (Selection)

7. is a goal-oriented process that is directed toward ensuring that organizational processes are
in place to maximize the productivity of employees, teams, and ultimately, the organization
(Performance management)

8. is a formal system of review and evaluation of individual or team task performance.

(Performance appraisal)

9. is a major HRM function consisting not only of training and development but also of career
planning and development activities, organization development, and performance management
and appraisal. (Human Resource Development)

10. is designed to provide learners with the knowledge and skills needed for their present jobs.
(Training)

11. involves learning that goes beyond today's job and has a more long-term focus.
(Development)

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12. is planned and systematic attempts to change the organization (corporate culture), typically
to a more behavioral environment. OD applies to an entire system, such as a company or a
plant. (Organization development (OD))

13. is an ongoing process whereby an individual sets career goals and identifies the means to
achieve them. (Career planning)

14. includes the total of all rewards provided to employees in return for their services.
(Compensation)

15. Pay that a person receives in the form of wages, salaries, commissions, and bonuses. (Direct
Financial Compensation (Core Compensation))

16. All financial rewards that are not included in direct compensation, such as paid vacations,
sick leave, holidays, and medical insurance. (indirect Financial Compensation (employee
benefits))

17. Satisfaction that a person receives from the job itself or from the psychological or physical
environment in which the person works. (Nonfinancial Compensation)

18. Businesses are required by law to recognize a union and bargain with it in good faith if the
firm's employees want the union to represent them. When a labor union represents a firm's
employees, the human resource activity is often referred to as labor relations, which handles
the job of collective bargaining (Employee and Labor Relations)

19. comprise the HRM activities associated with the movement of employees within the
organization such as promotions, demotion, termination, and resignation
(Internal employee relations)

20. involves protecting employees from injuries caused by work -related accidents. (Safety)

21. refers to the employees' freedom from physical or emotional illness. (Health)

22. is an individual who normally acts in an advisory or staff capacity, working with other
managers to help them address human resource matters. HR Manager, Director of HR, HR
Director, Employee Benefits Manager, HR Vice President, Employee Relations Manager.
(Human Resource Management Professional)

23. Managers at every level naturally concern themselves with HRM, for example, making
decisions about which job candidates are likely to meet the needs of company, conducting
employee performance evaluations, and determining pay raise amounts (Line Managers)

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24. is the process of hiring external HR professionals to do the HR work that was previously
done internally. HRO is cost savings and focuses more on quality of service and saving time
(Human Resources Outsourcing (HRO))

25. involves one element of a business process or a single set of high-volume repetitive
functions to be outsourced. (Discrete services outsourcing)

26. is the transfer of most HR services to a third party. (Business process outsourcing (BPO))

27. is as a center of expertise, takes routine, transaction-based activities dispersed throughout

the organization and consolidates them in one place.
(Human Resources Shared Service Centers (SSC))

28. is a company that leases employees to other businesses.

(Professional Employer Organizations (PEO))

29. A significant external force affecting HRM relates to federal, state, and local legislation and
the many court decisions interpreting this legislation. (Legal Considerations)

30. Potential employees located within the geographic area from which employees are normally
recruited comprise the labor market. (Labor Market)

31. To remain acceptable to the public, a firm must accomplish its purpose while complying
with societal norms. Ex: Ethics and CSR (Society)

32. The Democratic and Republican parties are the two major political parties in the United
States. These parties often have differing opinions on how HRM should be accomplished.
(Political Parties)

33. consists of employees who have joined together for the purpose of negotiating terms of
employment such as wages and work hours. (Wage level, benefits, and working conditions for
employees). (Unions)

34. Stockholders are wielding increasing influence, and management may be forced to justify
the merits of a particular program in terms of how it will affect future projects, costs, revenues,
profits, and even benefits to society. (Shareholders)

35. Firms may face intense global competition for both their product or service and labor
markets. A firm must also maintain a supply of competent employees if it is to succeed, grow,
and prosper. (Competition)

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36. a firm's workforce should be capable of providing top-quality goods and after-sale
customer support and it relates directly to the skills, qualifications, and motivations of the
organization's employees. (Customers)

37. which is any organized approach for obtaining relevant and timely information on which
to base HR decisions. (Human resources information system (HRIS))

38. a major factor contributing to HR mobility is and a means of providing software and data
via the Internet. (Cloud computing)

39. HR departments are leveraging the increasing popularity of social media, including
LinkedIn, Facebook, YouTube, and Twitter. (target recruiting and knowledge sharing)
(Social media)

40. when the economy is booming, it is more difficult to recruit qualified workers. when a
downturn is experienced, more applicants are typically available. (Economy)

41. Unanticipated events are occurrences in the environment that cannot be foreseen. Every
disaster-whether human-made or natural-likely requires a tremendous amount of adjustment
regarding HRM (Unanticipated Events)

42. refers to sets of collective skills, knowledge, and ability that employees can apply to create
economic value for their employers (Human Capital)

Notes

1. Human Resource Management Importance: Avoid Personnel Mistakes

 Employees not doing their best.
 Hire wrong person for the job
 Experience high turnover
 Being Courted for discriminatory actions
 Employee hurt due to unsafe practices.
 Lack of training and undermine effectiveness
 Protect the company from unfair practices committed by employees

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2. Human Resource Management Functions

3. Staffing

 Job Analysis
 Human resource planning
 Recruitment
 Selection

4. Performance management

 Performance appraisal
 It affords employees the opportunity to capitalize on their strengths and overcome
identified deficiencies, thereby helping them to become more satisfied and
productive employees.

5. Human Resource Development

 Training
 Development
 Organization development (OD)
 Career planning

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6. Compensation
 Direct Financial Compensation (Core Compensation)
 indirect Financial Compensation (employee benefits)
 Nonfinancial Compensation

7. Safety and Health

 These aspects of the job are important because employees who work in a safe
environment and enjoy good health are more likely to be productive and yield long-
term benefits to the organization.

8. Human Resource Research

 Although human resource research is not a distinct HRM function, it pervades all
functional areas, and the researcher's laboratory is the entire work environment.
 When problems occur, human resource research can often find the causes and offer
possible solutions.

9. Interrelationships of Human Resource Management Functions

 All HRM functional areas are highly interrelated. Management must recognize that
decisions in one area will affect other areas.
 Recruitment Vs Compensation
 Compensation Vs Safety and Healthy

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10. Who Performs Human Resource Management Activities?

 Human Resource Management Professional

 Line Managers
 Human Resources Outsourcing (HRO)
 Discrete services outsourcing
 Business process outsourcing (BPO)
 Human Resources Shared Service Centers (SSC)
 Professional Employer Organizations (PEO)

11. Human Resources Shared Service Centers (SSC)

 Shared service centers provide an alternative to HRO and can often provide the same cost
savings and customer service.
 Fewer HR professionals are needed when shared service centers are used, resulting in
significant cost savings.
 The most common HR functions that use SSCs are benefits and pension administration,
payroll, relocation assistance and recruitment support, global training and development,
succession planning, and talent retention.

12. Professional Employer Organizations (PEO)

 When a decision is made to use a PEO, the company releases its employees, who are
then hired by the PEO.
 The PEO then manages the administrative needs associated with employees.
 It is the PEO that pays the employees' salaries; it also pays workers' compensation
premiums, payroll-related taxes, and employee benefits.
 Because the PEO is the employees' legal employer it has the right to hire, fire,
discipline, and reassign an employee

13. Human Resources as a Strategic Business Partner

 HR professionals can focus on matters that are truly important to the company. (HR helps to
identify and develop the employees necessary for excellent performance, builds recruitment
systems, training programs for product distribution and interactions with customers,
constructs performance management, and structures compensation programs that will greatly
incentivize these employees to excel)
 HR professionals can change the way they work.

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  HR professionals can give the CEO and CFO a powerful understanding of the role that
employees play in the organization and the way it combines with business processes to
expand or shrink shareholder value.
 Human Capital: refers to sets of collective skills, knowledge, and ability that employees
can apply to create economic value for their employers.

14. Dynamic Human Resources Management Environment

 Many interrelated factors affect HRM practice within and outside the organization

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 Questions on chapter one

True or false

1. Human resource management (HRM) İs a strategic, integrated and coherent approach to the
employment, development and well-being of the people working in organizations. (T)

2. HRM covers all the managerial decisions and actions that influence the employee-employer
relationship; with the purpose of maximizing the organizational integration, employee
commitment, flexibility and quality of work (T)

3. HR should hire wrong person for the job (T)

4. Recruitment is the process through which an organization ensures that it always has the proper
number of employees with the appropriate skills in the right jobs, at the right time, to achieve
organizational objectives (F)

5. Human resource planning is the systematic process of determining the skills, duties, and the
knowledge required for performing jobs in an organization (F)

6. Recruitment is the process of choosing the individual best suited for a particular position and
the organization from a group of applicants. (F)

7. Successful accomplishment of the staffing function is vital if the organization is to effectively

accomplish its mission. (T)

8. Performance management is a goal-oriented process that is directed toward ensuring that

organizational processes are in place to maximize the productivity of employees, teams, and
ultimately, the organization (T)

9. career planning affords employees the opportunity to capitalize on their strengths and overcome
identified deficiencies, thereby helping them to become more satisfied and productive employees
(F)

10. Human Resource Development consisting not only of training and development but also of
career planning and development activities, organization development, and performance
management and appraisal (T)

11. development is designed to provide learners with the knowledge and skills needed for their
present jobs (F)

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12. Career planning is planned and systematic attempts to change the organization (corporate
culture), typically to a more behavioral environment. OD applies to an entire system, such as a
company or a plant (F)

13. Career planning is an ongoing process whereby an individual sets career goals and identifies
the means to achieve them. (T)

14. Compensation includes the total of all rewards provided to employees in return for their
services. (T)

15. employee benefits Pay that a person receives in the form of wages, salaries, commissions, and
bonuses (F)

16. Core Compensation refers to Satisfaction that a person receives from the job itself or from the
psychological or physical environment in which the person works. (F)

17. Businesses are required by law to recognize a union and bargain with it in good faith if the
firm's employees want the union to represent them. (T)

18. When a labor union represents a firm's employees, the human resource activity is often referred
to as labor relations, which handles the job of collective bargaining (T)

19. Safety refers to the employees' freedom from physical or emotional illness. (F)

20. Human Resource Research pervades all functional areas, and the researcher's laboratory is the
entire work environment. (T)

21. When problems occur, human resource research can often find the causes and offer possible
solutions (T)

22. All HRM functional areas are highly interrelated (T)

23. Line Managers is an individual who normally acts in an advisory or staff capacity, working
with other managers to help them address human resource matters (F)

24. Managers at every level naturally concern themselves with HRM (T)

25. HRO is cost savings and focuses more on quality of service and saving time. (T)

26. Human Resources Shared Service Centers is the process of hiring external HR professionals to
do the HR work that was previously done internally (F)

27. Shared service centers provide an alternative to HRO and can often provide the same cost
savings and customer service. (T)
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28. more HR professionals are needed when shared service centers are used (F)

29. Discrete services outsourcing is the transfer of most HR services to a third party. (F)

30. When a decision is made to use a PEO, the company releases its employees, who are then hired
by the PEO. (t)

31. the PEO that pays the employees' salaries; it also pays workers' compensation premiums,
payroll-related taxes, and employee benefits. (T)

32. PEO is the employees' legal employer it has the right to hire, fire, discipline, and reassign an
employee (T)

33. HR helps to identify and develop the employees necessary for excellent performance (T)

34. HR professionals can change the way they work (T)

35. HR professionals can give the CEO and CFO a powerful understanding of the role that
employees play in the organization and the way it combines with business processes to expand or
shrink shareholder value. (T)

36. Human resource planning refers to sets of collective skills, knowledge, and ability that
employees can apply to create economic value for their employers. (F)

37. Many interrelated factors affect HRM practice within and outside the organization (T)

38. A significant external force affecting HRM relates to federal, state, and local legislation and
the many court decisions interpreting this legislation. (T)

39. Labor Market is Potential employees located within the geographic area from which employees
are normally recruited comprise the labor market (T)

40. To remain acceptable to the public, a firm must accomplish its purpose while complying with
societal norms (T)

41. Stockholders are wielding increasing influence, and management may be forced to justify the
merits of a particular program in terms of how it will affect future projects, costs, revenues, profits,
and even benefits to society. (T)

42. Human recourse planning is any organized approach for obtaining relevant and timely
information on which to base HR decisions. (F)

43. a major factor contributing to HR mobility is and a means of providing software and data via
the Internet. (T)
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44. HR departments are leveraging the increasing popularity of social media, including LinkedIn,
Facebook, YouTube, and Twitter (T)

45. Unanticipated events are occurrences in the environment that cannot be foreseen (T)

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 Chapter two: staffing

Terms

1. A list of a job's duties, responsibilities, reporting relationships, working conditions, and

supervisory responsibilities. (Job descriptions)

2. A list of a job's human requirements, " that is, the requisite education, skills, personality, and
So on-another product of a job analysis. (Job (person) specifications)

3. Information about the job's actual work activities, such as cleaning, selling. teaching, or
painting. This list may also include how, why, and when the worker performs each activity.
(Work activities)

4. Information about human behaviors the job requires, like sensing, communicating, lifting
weights, or walking long distances. (Human behaviors)

5. Information regarding tools used, materials processed, knowledge dealt with or applied (such
as finance or law), and services rendered (such as counseling or repairing).
(Machines, tools, equipment, and work aids)

6. Information about the job's performance standards (in terms of quantity or quality levels for
each job duty, for instance). (Performance standards)

7. Information about such matters as physical working conditions, work schedule, incentives,
and, for instance, the number of people with whom the employee would normally interact.
(Job context)

8. Information such as knowledge or skills (education, training, work experience) and required
personal attributes (aptitudes, personality, interests) (Human requirements)

9. range from unstructured ("Tell me about your job") to highly structured ones with hundreds
of specific items to check of (Interviewing the employee)

10. Having employees fill out questionnaires to describe their job duties and responsibilities is
another popular job analysis (Questionnaires)

11. Direct observation is especially useful when jobs consist of observable physical activities-
assembly-line worker and accounting clerk are examples (Observation)

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 12. Daily listings made by workers of every activity in which they engage along with the time
each activity takes (Participant Diary/logs)

13. is 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.
(Organization chart)

14. is a workflow chart that shows the flow of inputs to and outputs from a particular job.
(A process chart)

15. a detailed study of the flow of work from job in a work process. (Workflow analysis)

16. Redesigning business processes, usually by combining steps, so that small multifunction
process teams using information technology do the jobs formerly done by a sequence of
departments (Business Process Reengineering)

17. means assigning workers additional same-level activities. (Job enlargement)

18. means systematically moving workers from one job to another. (Job rotation)

19. Redesigning jobs in a way that increases the opportunities for the worker to experience
feelings of responsibility, achievement, growth, and recognition. (Job enrichment)

20. lists the duties, activities, and responsibilities of the job, as well as its important features,
such as working conditions. (The job description)

21. summarizes the personal qualities, traits, skills, and background required for getting the
job done. (The job specification)

Notes

1. Job analysis produces information for writing:

 Job descriptions
 Job (person) specifications

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2. The supervisor or human resources specialist normally collects one or more of the
following types of information Via the job analysis:
 Work activities
 Human behaviors
 Machines, tools, equipment, and work aids
 Performance standards
 Job context
 Human requirements

3. CONDUCTING A JOBANALYSIS

Step1: identify the Use

Step 2: Review Relevant Background Information about the Job

Step 3: Select Representative Positions

Step4: Actually, Analyze the Job

Step 5: Verify the Job Analysis Information with the Worker Performing the Job and with
Immediate Supervisor

Step 6: Develop a Job Description and Job Specification

4. identify the Use: Data collection techniques:

 Interviewing the employee
 Questionnaire
 Observation
 Participant Diary/logs

5. Review Relevant Background Information About the Job

 It is important to understand the job's context.

 Organization chart

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 A process chart
 Workflow analysis

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6. Business Process Reengineering

 Identify a business process to be redesigned.

 Measure the performance of the existing processes.
 identify opportunities to improve these processes.
 Redesign and implement a new way of doing the work.
 Assign ownership of sets of formerly separate tasks to an individual or a team who
use new computerized systems to support the new arrangement.

7. Job Redesign

 Job enlargement
 Job rotation
 Job enrichment

8. Select Representative Positions

 With a job analysis, the manager generally selects a sample of positions to focus on.
 For example, it is usually unnecessary to analyze the jobs of all the firm's 200
assembly workers, instead a sample of 10 jobs will do.

9. Actually, Analyze the Job

 The actual job analysis involves greeting each job holder:

 Briefly explaining the job analysis process and the participants' roles in this process;
 Spending about 15 minutes interviewing the employee to get agreement on a basic
summary of the job;
 identifying the job's broad areas of responsibility, such as "calling on potential
clients"; and then interactively identifying specific duties/tasks.

10. Verify the Job Analysis Information with the Worker Performing the Job and the
Immediate Supervisor

 This will help confirm that the information (for instance, on the job's duties) is correct and
complete and help to gain their acceptance.

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11. Product of Job Analysis

 Job description is a written statement of what the worker does, how he or she does it, and
what the job's working conditions are. You use this information to write a job specification;
this lists the knowledge, abilities, and skills required to perform the job satisfactorily.
 Job identification.
 Job summary.
 Responsibilities and duties.
 Authority.
 Standards of performance
 Working conditions.
 Job specifications
 Sample Report Based on Department of Labor Job Analysis Technique

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 Questions

True or false
1. Job (person) specifications is list of a job's duties, responsibilities, reporting relationships, working
conditions, and supervisory responsibilities (F)

2. Every personnel- related action requires knowing what the job entails and what human traits one
needs to do the job well (T)

3. Information about human behaviors the job requires, like sensing, communicating, lifting weights,
or walking long distances (T)

4. Review Relevant Background Information about the Job is the first step in Job analysis (F)

5. Direct observation is especially useful when jobs consist of observable physical activities (T)

6. Direct observation is especially useful when jobs consist of mental activities (F)

7. Questionnaires are daily listings made by workers of every activity in which they engage along with
the time each activity takes (F)

8. Information about such matters as physical working conditions, work schedule, incentives, and, for
instance, the number of people with whom the employee would normally interact ae called job content
(F)
9. It is important to understand the job's context (T)
10. process chart is 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 (F)
11. Process chart a detailed study of the flow of work from job in a work process (F)
12. Business Process Reengineering starts by Measure the performance of the existing processes. (F)
13. Job enlargement means systematically moving workers from one job to another (F)
14. Job enlargement Redesigning jobs in a way that increases the opportunities for the worker to
experience feelings of responsibility, achievement, growth, and recognition. (F)
15. job specification lists the duties, activities, and responsibilities of the job, as well as its important
features, such as working conditions (F)
16. Job description is a written statement of what the worker does, how he or she does it, and what the
job's working conditions are. (T)
17. Select Representative Positions is the last step in job analysis (F)
18. Interviewing the employee: range from unstructured ("Tell me about your job") to highly structured
ones with hundreds of specific items to check of (T)

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