Micheal Ford UA MGMT 300 Exam 3
1. human capital: PP: Employee individual capabilities, motives
B: "is the economic or productive potential of employee knowledge, experience, and
actions. Human capital stems from all of the employee competencies that are or
could be valuable to the organization."
(p.g. 397)
2. social capital: PP: relationships among employees
B: "is the economic or productive potential of strong, trusting, and cooperative
relationships. Social capital stems from the reciprocity, knowledge, and
capabilities that are embedded in both informal connections and close personal
relationships.
(p.g. 397)
3. human capital and Social capital different: O: Social capital and human
capital are two types of resources. The key difference between human capital
and social capital is that human capital refers to skills, knowledge, experience,
etc. possessed by different individuals whereas social capital refers to the
resources we gain from being a social network.
4. What are the major functions of human resource management?: B:
employee recruitment, compensation, onboarding, and performance
management
B: 1. Recruitment and selection
2. Compensation and Benifets
3. Onboarding and L&D
4. Performance Management
, Micheal Ford UA MGMT 300 Exam 3
5. Employee Relations (figure 9.1) p.g. 395
O: staffing, development, compensation, safety and health, and employee and
labor relations.
5. What is strategic HRM: B: is the process of designing and implementing
systems of policies and practices that align an organization's human capital with its
strategic objectives (p.g. 396)
O: Strategic HRM refers to HR that is coordinated and consistent with the overall
business objectives in order to improve business performance. ... Strategic HRM
emphasizes the importance of HR - and the people in the business - to the success
of an organization.
6. How does strategic HRM differ from more traditional HR administration?:
B: While HRM is about managing people, strategic HRM is about generating
competitive advantages through people. In other words, strategic HRM views
people as valuable strategic assets of any organization.(p.g. 396)
O: A strategic HR manager is focused on forming a long-term strategy. For example,
when they are looking to hire for a position, they are considering future growth
projections and the goals of the company. While traditional HR managers work
reactively, strategic HR managers work proactively.
PP: HR Administration-
•Operational, carrying out specific procedures (processing applications, benefits)
•Takes place in the "HR" department
Strategic HRM
•Focuses on the future of the organization, the role of human capital in value
creation and competitive advantage
, Micheal Ford UA MGMT 300 Exam 3
•Concerned with all people-related issues
•How different HR areas fit together toward the company's strategic goals
•Executed by HR department and by leaders and line managers (and sometimes
even front-line
7. Internal Fit HR: PP: Consistency across HR practices. (S #8 chapter 9)
B: Internal fit exists when all of the individual policies and practices within the HR
system reinforce one another. For example, an organization that hires employees
based on their performance potential rather than their previous experience needs
to provide extensive opportunities for learning and development and should use a
performance management system that rewards growth.(p.g. 397)
O: is when the organizational systems, structure and technology are aligned with
the Human Resource systems of the organization.
8. External Fit HR: PP: Alignment of HR practices with the company's desired
culture and strategy (S #8 chapter 9)
B: External fit exists when the HR system is aligned with the organization's culture
and structure in support of firm-level strategy. For example, a firm that competes
based on cost reductions and efficiency should reward objective job performance,
provide targeted skills training, and define job performance clearly. (p.g. 397)
O: External fit is the alignment between the organization and its environment. When
the strategies of the organization are aligned to the HR systems of the organization
to be in sync the external environment it is called external fit.
9. What are examples of internal and external recruiting?: PP: Internal æJob
postings æCan be open or targeted/closed
1. human capital: PP: Employee individual capabilities, motives
B: "is the economic or productive potential of employee knowledge, experience, and
actions. Human capital stems from all of the employee competencies that are or
could be valuable to the organization."
(p.g. 397)
2. social capital: PP: relationships among employees
B: "is the economic or productive potential of strong, trusting, and cooperative
relationships. Social capital stems from the reciprocity, knowledge, and
capabilities that are embedded in both informal connections and close personal
relationships.
(p.g. 397)
3. human capital and Social capital different: O: Social capital and human
capital are two types of resources. The key difference between human capital
and social capital is that human capital refers to skills, knowledge, experience,
etc. possessed by different individuals whereas social capital refers to the
resources we gain from being a social network.
4. What are the major functions of human resource management?: B:
employee recruitment, compensation, onboarding, and performance
management
B: 1. Recruitment and selection
2. Compensation and Benifets
3. Onboarding and L&D
4. Performance Management
, Micheal Ford UA MGMT 300 Exam 3
5. Employee Relations (figure 9.1) p.g. 395
O: staffing, development, compensation, safety and health, and employee and
labor relations.
5. What is strategic HRM: B: is the process of designing and implementing
systems of policies and practices that align an organization's human capital with its
strategic objectives (p.g. 396)
O: Strategic HRM refers to HR that is coordinated and consistent with the overall
business objectives in order to improve business performance. ... Strategic HRM
emphasizes the importance of HR - and the people in the business - to the success
of an organization.
6. How does strategic HRM differ from more traditional HR administration?:
B: While HRM is about managing people, strategic HRM is about generating
competitive advantages through people. In other words, strategic HRM views
people as valuable strategic assets of any organization.(p.g. 396)
O: A strategic HR manager is focused on forming a long-term strategy. For example,
when they are looking to hire for a position, they are considering future growth
projections and the goals of the company. While traditional HR managers work
reactively, strategic HR managers work proactively.
PP: HR Administration-
•Operational, carrying out specific procedures (processing applications, benefits)
•Takes place in the "HR" department
Strategic HRM
•Focuses on the future of the organization, the role of human capital in value
creation and competitive advantage
, Micheal Ford UA MGMT 300 Exam 3
•Concerned with all people-related issues
•How different HR areas fit together toward the company's strategic goals
•Executed by HR department and by leaders and line managers (and sometimes
even front-line
7. Internal Fit HR: PP: Consistency across HR practices. (S #8 chapter 9)
B: Internal fit exists when all of the individual policies and practices within the HR
system reinforce one another. For example, an organization that hires employees
based on their performance potential rather than their previous experience needs
to provide extensive opportunities for learning and development and should use a
performance management system that rewards growth.(p.g. 397)
O: is when the organizational systems, structure and technology are aligned with
the Human Resource systems of the organization.
8. External Fit HR: PP: Alignment of HR practices with the company's desired
culture and strategy (S #8 chapter 9)
B: External fit exists when the HR system is aligned with the organization's culture
and structure in support of firm-level strategy. For example, a firm that competes
based on cost reductions and efficiency should reward objective job performance,
provide targeted skills training, and define job performance clearly. (p.g. 397)
O: External fit is the alignment between the organization and its environment. When
the strategies of the organization are aligned to the HR systems of the organization
to be in sync the external environment it is called external fit.
9. What are examples of internal and external recruiting?: PP: Internal æJob
postings æCan be open or targeted/closed
