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The process of collecting HR metrics and presenting them to managers in a useful format. Sometimes referred to as an HR
scorecard.
Unit 1: Business and Strategic Management
HR dashboard
This method involves categorizing employees into specified groups according
to relevant characteristics, such as job classification or organizational level.
Individuals are then selected randomly within each group according to the group
size.
Unit 1: Business and Strategic Management
Stratified random sample
Employees who are citizens of neither the home nor the host country.
Unit 1: Business and Strategic Management
Third-country national
The foundation beliefs that impact how people think about and respond to
organizational events, but which are mostly subconscious.
Unit 1: Business and Strategic Management
Shared assumptions
Companies that contract with employers to manage human resource functions and
employer liability by contractually assuming employer rights and
responsibilities.
Unit 1: Business and Strategic Management
Professional Employer Organization (PEO)
The percentage of a particular group, such as males or females, who are taking part as
employees in the labor force.
Unit 1: Business and Strategic Management
Participation rates
An organizational structure where jobs are assigned to units or departments by
product.
Unit 1: Business and Strategic Management
Product departmentalization
A human resource accounting measure that represents the costs of recruiting, selecting, and training the present
employees.
Unit 1: Business and Strategic Management
Outlay cost
Repeatability or consistency of measurement.
Unit 1: Business and Strategic Management
Reliability
A statistical technique for predicting the value of one dependent variable by a
weighted combination of other independent variables.
Unit 1: Business and Strategic Management
Regression analysis
This method involves placing all employees in the sample population and drawing the sample at random. The probability of any one person being selected is exactly the
same as for every other person.
Unit 1: Business and Strategic Management
Simple random sample
The quality of a measurement, referring to its ability to actually measure or predict what it intends to measure or predict.
Unit 1: Business and Strategic Management
Validity
The degree to which workers are free of the direct influence of a supervisor and can
exercise discretion in scheduling their work and in deciding how it will be done.
Unit 1: Business and Strategic Management
Autonomy
A set of rules that identifies the values that members of the organization, and
especially its leaders, consider to be important.
Unit 1: Business and Strategic Management
Code of ethics
An analysis of each organization with which a company directly competes.
Unit 1: Business and Strategic Management
Competitor analysis
A situation where a person who has a responsibility to act in the best interests of
a company may receive direct personal benefit from his or her actions at the expense of or to the detriment of the
company.
Unit 1: Business and Strategic Management
Conflict of interest
Unique skills or resources that give an organization a competitive edge.
Unit 1: Business and Strategic Management
Core competency
A strategy of bringing outside people into the organization and making them feel obligated to contribute because of their
organizational involvement.
Unit 1: Business and Strategic Management
Cooptation
The social values that are shared among the members of an organization and tend to regulate their individual behaviors and
induce collective conformity.
Unit 1: Business and Strategic Management
Cultural values
Examining the demographics and social forces influencing the long-term
composition of the labor force and the future availability of employees.
Unit 1: Business and Strategic Management
Environmental scanning
A research study that occurs in a natural setting of an organization and where an independent variable is manipulated to
determine its effects on dependent variables.
Unit 1: Business and Strategic Management
Field experiment
An organizational structure where jobs are assigned to units or departments by
function.
Unit 1: Business and Strategic Management
Functional departmentalization
An agency in the Department of Labor that collects and publishes information about
the labor market.
Unit 1: Business and Strategic Management
Bureau of Labor Statistics (BLS)
Skills and abilities that all human resource managers ought to possess, including
strategic contributions, personal credibility, HR delivery, business knowledge, and
mastery of HR technology.
Unit 1: Business and Strategic Management
HR competencies
A human resource manager who is required to understand all of the major
personnel functions and how they interact with other business functions.
Unit 1: Business and Strategic Management
Human resource generalist
The role of HR managers when they supervise or guide an organizational
development intervention.
Unit 1: Business and Strategic Management
Change agent role
The process of collecting HR metrics and presenting them to managers in a useful format. Sometimes referred to as an HR
dashboard.
Unit 1: Business and Strategic Management
HR scorecard
The degree of predictability in an organization’s environment as determined by the complexity of the environment and
how rapidly it changes.
Unit 1: Business and Strategic Management
Environmental uncertainty
A strategic concept showing the relationships between organizations. Each firm receives inputs from suppliers, adds
value to them, and passes them on to buyers.
Unit 1: Business and Strategic Management
Value chain
Refers to the idea that there are three important stakeholders for every company - the stockholders, the customers, and the employees - and that the expectations of
all three stakeholders need to be simultaneously satisfied, and the interests of all three stakeholders are interrelated.
Unit 1: Business and Strategic Management
Balanced scorecard
A human resource accounting measure that estimates how much it would cost to replace a firm’s employees in current
dollars.
Unit 1: Business and Strategic Management
Replacement cost
The expected financial contributions to a firm’s net income for individuals at various
levels in the firm.
Unit 1: Business and Strategic Management
Human resource value
The balance achieved in an employment exchange where the rewards offered by an organization are roughly equivalent to the contributions that an employee is required
to make.
Unit 1: Business and Strategic Management
Inducements-contributions balance
A research study in which variables in an actual organization are measured and
correlated; sometimes called a correlational study.
Unit 1: Business and Strategic Management
Field survey
A research study that is conducted in a controlled environment where outside
influences can be eliminated or controlled.
Unit 1: Business and Strategic Management
Laboratory experiment
The authority to make decisions and to direct the performance of subordinates in
production, sales, or finance-related activities.
Unit 1: Business and Strategic Management
Line authority
A combination of two different forms of departmentalization, usually functional and
product departmentalization.
Unit 1: Business and Strategic Management
Matrix structure
A global firm that has corporate units located in foreign countries.
Unit 1: Business and Strategic Management
Multinational enterprise
This refers to what the organization is able to do with the collection of skills, talents,
technology, training, and experience possessed by the members of a firm.
Unit 1: Business and Strategic Management
Organizational capabilities
An evaluation by members of a firm, especially supervisors and managers,
regarding how well the human resource department is performing its
responsibilities and objectives.
Unit 1: Business and Strategic Management
Human resource audit
The shared beliefs and expectations among the members of an organization that are
relatively enduring and resistant to change.
Unit 1: Business and Strategic Management
Organizational culture
This law requires publicly traded companies and their independent auditors to
demonstrate that their numbers are accurate and that they have processes in
place to ensure accurate reporting. Several sections of the law have important
implications for human resource activities.
Unit 1: Business and Strategic Management
Sarbanes-Oxley Act (SOX)
A style of leadership that focuses on communicating an organizational vision,
building commitment, stimulating acceptance, and empowering followers.
Unit 1: Business and Strategic Management
Transformational leadership
A measure that precedes, anticipates, or predicts future performance.
Unit 1: Business and Strategic Management
Leading indicator
Exists when the human resource department has the authority to make
decisions regarding personnel policies and procedures that line managers are required
to follow.
Unit 1: Business and Strategic Management
Control role
Exists when the relationship between the human resource department and the line managers is one of providing advice and
counsel and when the authority for deciding what to do is shared.
Unit 1: Business and Strategic Management
Advisory role
A manager who is assigned to work in a foreign country.
Unit 1: Business and Strategic Management
Expatriate manager
Exists when the human resource department provides assistance to line managers according to their requests.
Unit 1: Business and Strategic Management
Service role
[Revenue - (Operating Expense - (Compensation cost + Benefit cost)] ÷
(Compensation cost + Benefit cost)
Unit 1: Business and Strategic Management
Human capital ROI
Specific indicators that are used to measure progress or achievement.
Unit 1: Business and Strategic Management
HR metrics
A style of leadership that focuses on accomplishing work by relying on
contingent rewards, task instructions, and corrective actions.
Unit 1: Business and Strategic Management
Transactional leadership
[Number of separations during the month ÷ Average number of employees during
the month] x 100
Unit 1: Business and Strategic Management
Turnover rate
A characteristic of organizations in which authority to make organizational decisions is delegated to lower-level managers and
supervisors.
Unit 1: Business and Strategic Management
Decentralized authority
Members of a department who specialize in a particular human resource function, such
as staffing, compensation, or employee relations.
Unit 1: Business and Strategic Management
Human resource specialists
The number of subordinates assigned to a supervisor.
Unit 1: Business and Strategic Management
Span of control
Total days elapsed to fill requisitionsNumber hired
Unit 1: Business and Strategic Management
Time to fill
Workers who are hired by a multinational company to work in their own country.
Unit 1: Business and Strategic Management
Local national
Measures the results of a process or a change, such as sales, profits, and
customer service levels.
Unit 1: Business and Strategic Management
Lagging indicator
The practice of contracting with outside specialists to perform selected human
resources functions.
Unit 1: Business and Strategic Management
Outsourcing
The characteristics describing an organization that are relatively visible and
stable, but amenable to change.
Unit 1: Business and Strategic Management
Organizational climate
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