the process of collecting hr metrics and presenting them to managers in a useful format. sometimes...

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.


Stratified random sample

Employees who are citizens of neither the home nor the host country.


Third-country national

The foundation beliefs that impact how people think about and respond to

organizational events, but which are mostly subconscious.


Shared assumptions

Companies that contract with employers to manage human resource functions and

employer liability by contractually assuming employer rights and

responsibilities.


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.


Participation rates

An organizational structure where jobs are assigned to units or departments by

product.


Product departmentalization

A human resource accounting measure that represents the costs of recruiting, selecting, and training the present

employees.


Outlay cost

Repeatability or consistency of measurement.


Reliability

A statistical technique for predicting the value of one dependent variable by a

weighted combination of other independent variables.


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.


Simple random sample

The quality of a measurement, referring to its ability to actually measure or predict what it intends to measure or predict.


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.


Autonomy

A set of rules that identifies the values that members of the organization, and

especially its leaders, consider to be important.


Code of ethics

An analysis of each organization with which a company directly competes.


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.


Conflict of interest

Unique skills or resources that give an organization a competitive edge.


Core competency

A strategy of bringing outside people into the organization and making them feel obligated to contribute because of their

organizational involvement.


Cooptation

The social values that are shared among the members of an organization and tend to regulate their individual behaviors and

induce collective conformity.


Cultural values

Examining the demographics and social forces influencing the long-term

composition of the labor force and the future availability of employees.


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.


Field experiment

An organizational structure where jobs are assigned to units or departments by

function.


Functional departmentalization

An agency in the Department of Labor that collects and publishes information about

the labor market.


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.


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.


Human resource generalist

The role of HR managers when they supervise or guide an organizational

development intervention.


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.


HR scorecard

The degree of predictability in an organization’s environment as determined by the complexity of the environment and

how rapidly it changes.


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.


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.


Balanced scorecard

A human resource accounting measure that estimates how much it would cost to replace a firm’s employees in current

dollars.


Replacement cost

The expected financial contributions to a firm’s net income for individuals at various

levels in the firm.


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.


Inducements-contributions balance

A research study in which variables in an actual organization are measured and

correlated; sometimes called a correlational study.


Field survey

A research study that is conducted in a controlled environment where outside

influences can be eliminated or controlled.


Laboratory experiment

The authority to make decisions and to direct the performance of subordinates in

production, sales, or finance-related activities.


Line authority

A combination of two different forms of departmentalization, usually functional and

product departmentalization.


Matrix structure

A global firm that has corporate units located in foreign countries.


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.


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.


Human resource audit

The shared beliefs and expectations among the members of an organization that are

relatively enduring and resistant to change.


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.


Sarbanes-Oxley Act (SOX)

A style of leadership that focuses on communicating an organizational vision,

building commitment, stimulating acceptance, and empowering followers.


Transformational leadership

A measure that precedes, anticipates, or predicts future performance.


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.


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.


Advisory role

A manager who is assigned to work in a foreign country.


Expatriate manager

Exists when the human resource department provides assistance to line managers according to their requests.


Service role

[Revenue - (Operating Expense - (Compensation cost + Benefit cost)] ÷

(Compensation cost + Benefit cost)


Human capital ROI

Specific indicators that are used to measure progress or achievement.


HR metrics

A style of leadership that focuses on accomplishing work by relying on

contingent rewards, task instructions, and corrective actions.


Transactional leadership

[Number of separations during the month ÷ Average number of employees during

the month] x 100


Turnover rate

A characteristic of organizations in which authority to make organizational decisions is delegated to lower-level managers and

supervisors.


Decentralized authority

Members of a department who specialize in a particular human resource function, such

as staffing, compensation, or employee relations.


Human resource specialists

The number of subordinates assigned to a supervisor.


Span of control

Total days elapsed to fill requisitionsNumber hired


Time to fill

Workers who are hired by a multinational company to work in their own country.


Local national

Measures the results of a process or a change, such as sales, profits, and

customer service levels.


Lagging indicator

The practice of contracting with outside specialists to perform selected human

resources functions.


Outsourcing

The characteristics describing an organization that are relatively visible and

stable, but amenable to change.


Organizational climate

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