MHA 702 Exam 2
Study online at https://quizlet.com/_hsdi6h
1. HR tasks can divided into 3 categories: Common HR tasks
Less common HR tasks
Uncommon tasks for HR department
2. common HR tasks (typical): •Nearly universal HR tasks:
-Employment and recruitment
-Compensation and benefits administration (policy level more than logistics)
-Employee relations
Labor relations (unionized)
3. Less common HR tasks (frequent): •Employee health and safety (exceptions)
•Training and development (exceptions)
•Security
•Child care
•Award and recognition programs
•Equal Employment Opportunity / Affirmative Action
•** Risk management (malpractice)
•Executive compensation administration
•Organizational development
•** Employee assistance (EAPs)
•** Outplacement services
•*** Payroll
** Subject to Outsourcing
4. Alternative perspective of HR: •Employee (talent) acquisition
•Employee support or maintenance (internal)
•Employee retention (external)
•Employee separation
5. Managers and HR intersection: •Most routine HR activities: employee hiring, evaluation and dis-
charge
•Employee compensation and benefits administration (manager's role)
•When HR provides basic information to managers, future interactions and relations tend to be easier ("Communication
good!")
6. Employment: •HR sets up procedures
•HR provides guidance
1/9
, MHA 702 Exam 2
Study online at https://quizlet.com/_hsdi6h
•HR routinely acquires and screens applicants
•HR usually processes documents for the selected applicant
7. Benefits: •Minimal to no role for departmental managers in benefits administration
•Managers should have knowledge of basic policies
•Such knowledge will save HR time and reduce employee frustration
8. Compensation: •Line managers should know basic organizational policies and guidelines
•Managers should assist HR with writing or updating position descriptions
•HR should conduct wage and salary studies; deviations should be investigated only after discussion with manager and
permission has been granted
9. Employee Relations: •Line managers must know their limits and boundaries before becoming involved in
employee problems
•HR should help administer an employee appraisal program
•HR should coordinate discipline issues, but does NOT initiate them
10. Personnel records: •These must be maintained by HR and MUST be secure (access must be restricted(
•The exception are informal brief notes about recent activities or issues maintained by a supervisor
•These should be transferred to HR within a reasonable time (commonly each year)
11. Staff Managers: •Tend to rise from the ranks of the people that they supervise
•Begin with specific expertise
•As advance in an organization, employees supervised become diverse
•HR departments tend to be smaller, making supervision easier
12. Management style and approach: •Reflects the background and experiences of individuals as they
rose to supervisory and managerial positions. Some traits of a good manager are based in personality, BUT can also
be learned and sharpened
•Reflects organizational culture in which they have worked
13. Expectations: •Usually clear for line managers
•May be confusing for HR managers
•Individual expectations influence the responses that they anticipate receiving
14. Training: •Line managers think selecting the "right" worker, usually based on experience is key to a good hire
•HR managers tend to believe in potential for development of individuals
15. Participation: •Line managers value results and tend not to delegate responsibility
•HR managers value process and training, therefore tend to delegate and create learning opportunities
2/9
Study online at https://quizlet.com/_hsdi6h
1. HR tasks can divided into 3 categories: Common HR tasks
Less common HR tasks
Uncommon tasks for HR department
2. common HR tasks (typical): •Nearly universal HR tasks:
-Employment and recruitment
-Compensation and benefits administration (policy level more than logistics)
-Employee relations
Labor relations (unionized)
3. Less common HR tasks (frequent): •Employee health and safety (exceptions)
•Training and development (exceptions)
•Security
•Child care
•Award and recognition programs
•Equal Employment Opportunity / Affirmative Action
•** Risk management (malpractice)
•Executive compensation administration
•Organizational development
•** Employee assistance (EAPs)
•** Outplacement services
•*** Payroll
** Subject to Outsourcing
4. Alternative perspective of HR: •Employee (talent) acquisition
•Employee support or maintenance (internal)
•Employee retention (external)
•Employee separation
5. Managers and HR intersection: •Most routine HR activities: employee hiring, evaluation and dis-
charge
•Employee compensation and benefits administration (manager's role)
•When HR provides basic information to managers, future interactions and relations tend to be easier ("Communication
good!")
6. Employment: •HR sets up procedures
•HR provides guidance
1/9
, MHA 702 Exam 2
Study online at https://quizlet.com/_hsdi6h
•HR routinely acquires and screens applicants
•HR usually processes documents for the selected applicant
7. Benefits: •Minimal to no role for departmental managers in benefits administration
•Managers should have knowledge of basic policies
•Such knowledge will save HR time and reduce employee frustration
8. Compensation: •Line managers should know basic organizational policies and guidelines
•Managers should assist HR with writing or updating position descriptions
•HR should conduct wage and salary studies; deviations should be investigated only after discussion with manager and
permission has been granted
9. Employee Relations: •Line managers must know their limits and boundaries before becoming involved in
employee problems
•HR should help administer an employee appraisal program
•HR should coordinate discipline issues, but does NOT initiate them
10. Personnel records: •These must be maintained by HR and MUST be secure (access must be restricted(
•The exception are informal brief notes about recent activities or issues maintained by a supervisor
•These should be transferred to HR within a reasonable time (commonly each year)
11. Staff Managers: •Tend to rise from the ranks of the people that they supervise
•Begin with specific expertise
•As advance in an organization, employees supervised become diverse
•HR departments tend to be smaller, making supervision easier
12. Management style and approach: •Reflects the background and experiences of individuals as they
rose to supervisory and managerial positions. Some traits of a good manager are based in personality, BUT can also
be learned and sharpened
•Reflects organizational culture in which they have worked
13. Expectations: •Usually clear for line managers
•May be confusing for HR managers
•Individual expectations influence the responses that they anticipate receiving
14. Training: •Line managers think selecting the "right" worker, usually based on experience is key to a good hire
•HR managers tend to believe in potential for development of individuals
15. Participation: •Line managers value results and tend not to delegate responsibility
•HR managers value process and training, therefore tend to delegate and create learning opportunities
2/9
