D351 WGU - FUNCTIONS IN HUMAN RESOURCES
Explain why relationship building and engagement are important in both human
resource management and your personal life. - Answers -The people within an
organization are one of the primary means of creating a competitive advantage for the
organization.
Identify the difference between the traditional view of human resource management
(HRM) and the present view. - Answers -HR is transforming from clerical support to a
strategic business partner that makes data-driven decisions.
Identify the major challenges that HR managers face in a modern organization -
Answers -Upskilling the workforce to manage the AI revolution and extracting value
from big data
Four critical dependent variables that managers must control in order to compete in a
modern organization: - Answers -productivity, employee engagement, turnover, and
absenteeism
Four major HRM skill sets: - Answers -technical, interpersonal, conceptual and design,
business
Line manager's six HRM responsibilities: - Answers -legal considerations, labor cost
controls, leadership & motivation, training & development, appraisal & promotion, and
employee safety & security
Eight major HRM discipline areas: - Answers -legal, staffing, training and development,
employee relations, compensation and benefits, safety, ethics, and analytics
Explain the five parts of the practitioner's model for HRM - Answers -On the first level
are the items that are absolutely critical to the organization.
The second level encompasses those things that are required to identify the kinds of
jobs that must be filled and then to recruit and select the right types of people.
As we get into the third tier, we concern ourselves with management of the human
resources.
In the fourth tier, we look at how to reward and maintain employees.
Finally, in the top tier, minimize unnecessary turnover and dissatisfaction.
,business skills - Answers -The analytical and quantitative skills—including in-depth
knowledge of how the business works and its budgeting and strategic-planning
processes—that are necessary for a manager to understand and contribute to the
profitability of the organization
conceptual and design skills - Answers -The ability to evaluate a situation, identify
alternatives, select a reasonable alternative, and make a decision to implement a
solution to a problem
cost center - Answers -A division or department that brings in no revenue or profit for
the organization—running this function only costs the organization money
effectiveness - Answers -A function of getting the job done whenever and however it
must be done
efficiency - Answers -A function of how many organizational resources were used in
getting the job done
employee engagement - Answers -A combination of job satisfaction, ability, and a
willingness to perform for the organization at a high level and over an extended period
of time
employee experience - Answers -Employee engagement as well as the totality of other
interactions between the individual and their workplace and whether those interactions
are positive or negative overall
human resources (hr) - Answers -The people within an organization
interpersonal skills - Answers -The ability to understand, communicate, and work well
with individuals and groups through developing effective relationships
knowledge workers - Answers -Workers who "use their head more than their hands"
and who gather and interpret information to improve a product or process for their
organizations
line managers - Answers -The individuals who create, manage, and maintain the
people and organizational processes that create whatever it is that the business sells
productivity - Answers -The amount of output that an organization gets per unit of
input, with human input usually expressed in terms of units of time
Productivity Center - Answers -A revenue center that enhances the profitability of the
organization through enhancing the productivity of the people within the organization
Revenue Centers - Answers -Divisions or departments that generate monetary returns
for the organization
, staff managers - Answers -Individuals who advise line managers in some field of
expertise
sustainable competitive advantage - Answers -an advantage that cannot be copied by
the competition
technical skill - Answers -The ability to use methods and techniques to perform a task
Identify the major components of the external environment. - Answers -Customers,
competition, suppliers, labor force, shareholders, society, technology, economy, and
government
The three types of strategy are: - Answers -(1) cost leadership (2) differentiation (3)
focus or niche
The two methods of strategic analysis are: - Answers -(1) the five-force analysis to
determine the external competitive situations, analyzing the rivalry among competitors,
threat of substitute products or services, potential new entrants, power of suppliers, and
power of buyers, and (2) the SWOT analysis to analyze the internal environment of
strengths, weaknesses, opportunities, and threats.
The writing objective model is: - Answers -To + action verb, + singular, specific,
measurable result + target date.
Major components of organizational structure - Answers -complexity, formalization,
centralization
Discuss how organizational culture affects the members of the organization. - Answers
-Because organizational culture is based at least partly on assumptions, values, and
beliefs, the culture can control how people act within its boundaries.
Identify areas of HRM where data analytics and other HR technologies can have an
effect on organizational success. - Answers -We can directly translate historical
patterns that we find into improved decision making and performance.
Describe human resource management systems (HRMS) - Answers -interacting
database systems that aim to generate and deliver HR information and allow us to
automate some HRM functions.
Identify the common measurement tools for strategic HRM - Answers -economic value
added (EVA) and return on investment (ROI)
Discuss the role of culture, technology, and globalization in HRM - Answers -Managers
and executives will need to foster a culture where individuals can adapt to workplace
Explain why relationship building and engagement are important in both human
resource management and your personal life. - Answers -The people within an
organization are one of the primary means of creating a competitive advantage for the
organization.
Identify the difference between the traditional view of human resource management
(HRM) and the present view. - Answers -HR is transforming from clerical support to a
strategic business partner that makes data-driven decisions.
Identify the major challenges that HR managers face in a modern organization -
Answers -Upskilling the workforce to manage the AI revolution and extracting value
from big data
Four critical dependent variables that managers must control in order to compete in a
modern organization: - Answers -productivity, employee engagement, turnover, and
absenteeism
Four major HRM skill sets: - Answers -technical, interpersonal, conceptual and design,
business
Line manager's six HRM responsibilities: - Answers -legal considerations, labor cost
controls, leadership & motivation, training & development, appraisal & promotion, and
employee safety & security
Eight major HRM discipline areas: - Answers -legal, staffing, training and development,
employee relations, compensation and benefits, safety, ethics, and analytics
Explain the five parts of the practitioner's model for HRM - Answers -On the first level
are the items that are absolutely critical to the organization.
The second level encompasses those things that are required to identify the kinds of
jobs that must be filled and then to recruit and select the right types of people.
As we get into the third tier, we concern ourselves with management of the human
resources.
In the fourth tier, we look at how to reward and maintain employees.
Finally, in the top tier, minimize unnecessary turnover and dissatisfaction.
,business skills - Answers -The analytical and quantitative skills—including in-depth
knowledge of how the business works and its budgeting and strategic-planning
processes—that are necessary for a manager to understand and contribute to the
profitability of the organization
conceptual and design skills - Answers -The ability to evaluate a situation, identify
alternatives, select a reasonable alternative, and make a decision to implement a
solution to a problem
cost center - Answers -A division or department that brings in no revenue or profit for
the organization—running this function only costs the organization money
effectiveness - Answers -A function of getting the job done whenever and however it
must be done
efficiency - Answers -A function of how many organizational resources were used in
getting the job done
employee engagement - Answers -A combination of job satisfaction, ability, and a
willingness to perform for the organization at a high level and over an extended period
of time
employee experience - Answers -Employee engagement as well as the totality of other
interactions between the individual and their workplace and whether those interactions
are positive or negative overall
human resources (hr) - Answers -The people within an organization
interpersonal skills - Answers -The ability to understand, communicate, and work well
with individuals and groups through developing effective relationships
knowledge workers - Answers -Workers who "use their head more than their hands"
and who gather and interpret information to improve a product or process for their
organizations
line managers - Answers -The individuals who create, manage, and maintain the
people and organizational processes that create whatever it is that the business sells
productivity - Answers -The amount of output that an organization gets per unit of
input, with human input usually expressed in terms of units of time
Productivity Center - Answers -A revenue center that enhances the profitability of the
organization through enhancing the productivity of the people within the organization
Revenue Centers - Answers -Divisions or departments that generate monetary returns
for the organization
, staff managers - Answers -Individuals who advise line managers in some field of
expertise
sustainable competitive advantage - Answers -an advantage that cannot be copied by
the competition
technical skill - Answers -The ability to use methods and techniques to perform a task
Identify the major components of the external environment. - Answers -Customers,
competition, suppliers, labor force, shareholders, society, technology, economy, and
government
The three types of strategy are: - Answers -(1) cost leadership (2) differentiation (3)
focus or niche
The two methods of strategic analysis are: - Answers -(1) the five-force analysis to
determine the external competitive situations, analyzing the rivalry among competitors,
threat of substitute products or services, potential new entrants, power of suppliers, and
power of buyers, and (2) the SWOT analysis to analyze the internal environment of
strengths, weaknesses, opportunities, and threats.
The writing objective model is: - Answers -To + action verb, + singular, specific,
measurable result + target date.
Major components of organizational structure - Answers -complexity, formalization,
centralization
Discuss how organizational culture affects the members of the organization. - Answers
-Because organizational culture is based at least partly on assumptions, values, and
beliefs, the culture can control how people act within its boundaries.
Identify areas of HRM where data analytics and other HR technologies can have an
effect on organizational success. - Answers -We can directly translate historical
patterns that we find into improved decision making and performance.
Describe human resource management systems (HRMS) - Answers -interacting
database systems that aim to generate and deliver HR information and allow us to
automate some HRM functions.
Identify the common measurement tools for strategic HRM - Answers -economic value
added (EVA) and return on investment (ROI)
Discuss the role of culture, technology, and globalization in HRM - Answers -Managers
and executives will need to foster a culture where individuals can adapt to workplace
