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Mohammad G. Bajwa
201002545
Assignment 4
Summary list of HRM principles
Part 1: An Overview of Human Resource Management
Chapter 1: The Nature of Human Resource Management
1) Outsourcing: is the process of hiring outside firms to handle basic human resource
management functions, presumably more efficiently than the organization.
2) Scientific management: one of the earliest approaches to management was concerned
with how to structure individual jobs so as to maximize efficiency and productivity.
3) A psychological contract: is the overall set of expectations held by the employee with
regard to what he or she will contribute to the organization and that are held by the
organization with regard to what it will provide to the individual in return.
4) A human resource management system: is an integrated and interrelated approach to
managing human resources that fully recognizes the interdependence among the various
tasks and functions that must be performed.
5) Utility analysis: is the attempt to measure, in more objective terms, the impact and
effectiveness of human resource management practices in terms of such metrics as a
firm’s financial performance.
Chapter 2: The Legal Environment
1) Illegal discrimination: results from behaviors or actions by an organization or managers
within an organization that cause members of a protected class to be unfairly
differentiated from others.
2) Disparate treatment: discrimination exists when individuals in similar situations are
treated differently and when the differential treatment is based on the individual’s race,
color, religion, sex, national origin, age, or disability status.
3) The four-fifths rule: suggests that disparate impact exists if a selection criterion (such as
a test score) results in a selection rate for a protected class that is less than four-fifths (80
percent) of that for the majority group.
4) The McDonnell-Douglas test: is a test that is the basis for establishing a prima facie
case of disparate impact discrimination.
5) A utilization analysis: is a comparison of the racial, sex, and ethnic composition of the
employer’s workforce compared to that of the available labor supply.
Chapter 3: The Global Environment
1) The ethnocentric staffing model: primarily uses parent-country nationals to staff
higher-level foreign positions.
2) The polycentric staffing model: calls for heavy use of host-country nationals throughout
the organization.
3) The geocentric staffing model: puts parent-country nationals, host-country nationals,
and third-country nationals all in the same category, with the firm attempting to always
hire the best person available for a position.
4) Licensing: involves one company granting its permission to another company in a
foreign country to manufacture and/or market its products in its local market.
5) A joint venture (strategic alliance): refers to when two or more firms cooperate in the
ownership and/or management of an operation on an equity basis.
Chapter 4: The Competitive Environment
1) Related diversification: is used when a corporation believes it can achieve synergy
among the various businesses that it owns.
2) Unrelated diversification: is used when a firm attempts to operate several unique
businesses in different, unrelated markets. The basic logic behind unrelated
diversification is that a company can shield itself from the adverse impact of business
cycles, unexpected competition, and other economic fluctuations.
3) The adaptation model: is one popular approach to business strategy where a business
seeks ways to adapt to its environment.
4) Organization design: refers to the framework of jobs, positions, clusters of positions,
and reporting relationships among positions that are used to construct an organization.
5) A psychological contract: is the overall set of expectations held by an individual with
respect to what he or she will contribute to the organization and what the organization, in
turn, will provide to the individual.
Chapter 5: Information for Making Human Resource Decisions
1) Human resource planning: is the process of forecasting the supply and demand for
human resources within an organization and developing action plans for aligning the two.
2) A human resource information system: is an integrated and increasingly automated
system for maintaining a database regarding the employees in an organization.
3) Executive succession: involves systematically planning for future promotions into top
management positions.
4) Human capital investments: are investments a person makes in him or herself to
increase their value in the workplace. These investments might take the form of
additional education or training.
5) Subject matter expert: is an individual presumed to be highly knowledgeable about jobs
and who provides data for job analysis; SMEs may be existing job incumbents,
supervisors, or other knowledgeable employees.
Chapter 6: Organizational Form and Structure
1) Rightsizing: is the process of monitoring and adjusting the composition of the
organization’s workforce to its optimal size.
2) Employee leasing: involves an organization paying a fee to a leasing company that
provides a pool of employees who are available on a temporary basis. This pool of
employees usually constitutes a group or crew intended to handle all or most of the
organization’s work needs in a particular area.
3) Progressive disciplinary plans: are organizational disciplinary programs where the
severity of the punishment increases over time or across the problem.
4) Employment-at-will: states that an employer can terminate any employee, at any time,
for any reason (good or bad), or for no reason at all.
5) Realistic-job previews (RJPs): are pre-employment previews that provide accurate and
realistic information to the job applicant. They can also be used with new employees as a
means of socializing them in their new job roles, and they are effective in reducing
turnover.
Chapter 7: Recruitment and Selection
1) Internal recruiting: is the process of looking inside the organization for existing
qualified employees who might be promoted to higher-level positions.
2) Job posting: is a mechanism for internal recruiting in which vacancies in the
organization are publicized through various media such as company newsletters, bulletin
boards, internal memos, and the firm’s intranet.
3) External recruiting: is the process of looking to sources outside the organization for
prospective employees.
4) Word-of-mouth recruiting: is when the organization simply informs present employees
that positions are available and encourages them to refer friends, family members, or
neighbors for those jobs.
5) A headhunter: is an individual working for an executive search firm that seeks out
qualified individuals for higher-level positions.
Part 3: Managing the Existing Workforce
Chapter 8: Managing the Diverse Workforce
1) Equal employment opportunity: means treating people fairly and equitably and taking
actions that do not discriminate against people in protected classes on the basis of some
illegal criterion.
2) Diversity management: places a much heavier emphasis on recognizing and
appreciating differences among people at work and attempting to provide
accommodations for those differences to the extent that is feasible and possible.
3) The glass ceiling: describes a barrier that keeps many females from advancing to top
management positions in many organizations.
4) Diversity training: is specifically designed to enable members of an organization to
function better in a diverse workplace.
5) The multicultural organization: is the one that has achieved high levels of diversity,
one that can capitalize fully on the advantages of the diversity, and one that has few
diversity-related problems.
Chapter 9: Compensation and Benefits
1) Pay surveys: are surveys of compensation paid to employees by other employees in a
particular geographic area, industry, or occupational group.
2) A maturity curve: is a schedule specifying the amount of annual increase a person will
receive.
3) The classification system: for job evaluation attempts to group sets of jobs together into
clusters, often called grades.
4) The point system: for job evaluation requires managers to quantify, in objective terms,
the value of the various elements of specific jobs.
5) The point system: used to implement the point system of job evaluation, carefully and
specifically defines the degrees of points from first to fifth.
Chapter 10: Performance Appraisal and Career Management
1) Performance appraisal: is the specific and formal evaluation of an employee conducted
to determine the degree to which the employee is performing his or her job effectively.
2) Performance management: is the general set of activities carried out by the
organization to change (improve) employee performance.
3) 360-degree feedback: is an approach to performance appraisal that involves gathering
performance information from people on all sides of the manager-above, beside, below,
and so forth.
4) The simple ranking method: involves having the manger rank-order, from top to
bottom or from best to worst, each member of a particular work group or department.
5) The paired comparison method: of performance appraisal involves comparing each
individual employee with every other individual employee, one at a time.