Deze samenvatting is gebaseerd op het studiejaar 2013-2014.

Chapter A: An introduction to HRM

Human Resource Management: Policies, practices and systems that influence employees’ behaviour, attitudes and performance. HRM is also called ‘’people practices”.

Competitiveness:  a company’s ability to maintain and gain market share in its industry.

Shared service model: a way to organize the HR function that includes; centers of expertise, service centers and business partners.

Self-Service:  giving employees online access to HR information

Outsourcing: the practice of having another company provide services.

Evidence based HR: demonstrating that human resource practices have a positive influence on the company’s bottom line or key stakeholders (employees, customers, community, shareholders).

Sustainability is the ability of a company to survive in a dynamic competitive environment. Based on an approach to organizational decision making that considers company’s ability to make a profit without sacrificing the resources of its employees, the community or the environment.

Stakeholders are the various interest groups who have relationships with and consequently whose interests are tied to the organisation. These are for example employees, suppliers, customers, shareholders and the community.

Learning organizations: it enables all employees to continually acquire and share knowledge.

Intangible assets: a type of company asset including human capital, customer capital and intellectual capital.

Knowledge workers: employees who own the means of producing a product or a service.

Empowerment: which means giving employees responsibility and authority to make decisions

Psychological contract describes what an employee expects to contribute and what the company will provide in return.

Alternative work arrangements: independent contractors, on-call workers, temporary workers, and contract company workers who are not employed full-time by the company.

The balanced scorecard is a means of performance measurement that gives managers a chance to look at their company from the perspective of internal and external customers, employees and shareholders.

Total quality management (TQM): a cooperative form of doing business that relies on the talents and capabilities of both labour and management to continually improve quality and productivity.

The Malcolm Baldrige national quality award: an award established in 1987 to promote quality awareness, to recognize quality achievements of U.S. companies and to publicize successful quality strategies.

ISO 9000:2000: quality standards adopted worldwide.

Six sigma process which is a system of measuring, analysing, improving and controlling processes once they meet the quality standards

Lean Thinking: a process used to determine how to use less effort, time, equipment and space but still meet customers’ requirements.

Internal labour force which are the employees within the company

External labour force, which includes all persons seeking work

Sarbanes-Oxley act is an example of a legal issue: the act sets stricter rules for business especially accounting practices

Off shoring is the exportation of jobs to less developed countries.

Onshoring: exporting jobs to rural parts of the country.

High-performance work systems: work systems that maximise the fit between employees and technology.

Virtual teams are a form of work teams without face-to-face interaction they rely on telecommunication

Human resource information system (HRIS) is a system used to acquire, store, manipulate, analyse retrieve and distribute HR information to support decision making and daily operating concerns.

Electronic human resource management (e-HRM) refers to the processing and transmission of digitized information used in HRM like text, sound and visual images from one computer to another.

HR Dashboard: HR metrics such as productivity and absenteeism that are accessible by employees and managers through the company intranet or human resource information system.

Chapter B: Strategic Human Resource Management

Strategic human resource management (SHRM): a pattern of planned human resource deployments and activities intended to enable an organisation to achieve its goals.

Strategy formulation: defining the company’s mission and goals and SWOT analysis.

Strategy implementation: It is the process of devising structures and allocating resources to enact the strategy a company has chosen.

Goals: what an organisation hopes to achieve in the medium to long term of the future

External analyses = examining the organisations operating environment to identify strategic opportunities and threats.

Internal analyses = the process of examining an organisations strengths and weaknesses

Strategic choice = the organisations strategy; the ways an organisation will attempt to fulfil its mission and achieve its goals

Job analysis is the process of getting detailed information about jobs.

Job design addresses what tasks should be grouped into a particular job.

Recruitment is the process of seeking applicants for potential employment.

Selection is the process by which an organization attempts to identify applicants with the necessary skills, knowledge, abilities and other characteristics that will help it achieve its goals.

Training refers to a planned effort to facilitate the learning of job-related knowledge, skills and behaviour by employees.

Development involves acquiring the right knowledge that improves employees’ ability to meet the changes in job requirements (existing and not yet existing jobs) and changes in client demands.

Performance management: the means through which managers ensure that employees’ activities and outputs are congruent with the organization’s goal.

Role behaviours are behaviours required of an individual in his or her role as a job holder in a social work environment

External growth strategy: an emphasis on acquiring vendors and suppliers or buying businesses that allows a company to expand into new markets

Concentration strategies: With this strategy the company tries to focus on what it does best. It focuses on increasing market share, reducing costs or creating and maintaining a market niche for products and services.

Internal growth strategy: a focus on new market development, product development, innovation or joint ventures

Downsizing: the planned elimination of large numbers of personnel, designed to enhance organisational effectiveness

Chapter C: The analysis en design of work

Centralization is the degree to which decision-making authority resides at the top of the organization.

Departmentalization is the degree to which work units are grouped based on functional similarity of similarity of work flow.

Job description: a list of the tasks, duties and responsibilities (TDR) that a job entails. These are observable actions.

Job specification: a list of the knowledge, skills, abilities and other characteristics (KSAO) that an individual must have to perform a job.

Job design: the process of defining the way work will be performed and the tasks that will be required in a given job.

Job redesign: the process of changing the tasks or the way work is performed in an existing job.

Ergonomics: the interface between individuals’ physiological characteristics and the physical work environment.

Chapter D: Human resources planning and recruitment

Forecasting: is the attempt to determine the supply of and demand for various types of human resources to predict areas within the organisation where there will be future labour shortages or surpluses.

Leading indicators: which is an objective measure that accurately predicts future labour demands.

Transitional matrix: a matrix that shows the proportion of employees in different job categories at different times

Downsizing: this is the planned elimination of large numbers of personnel, designed to enhance the organisational effectiveness

Outsourcing: an organization’s use of an outside organization for a broad set of services.

Offshoring: is a special case of outsourcing where the jobs that move actually leave one country and go to another

Workforce utilization review: a comparison of the proportion of workers in protected subgroups with the proportion that each subgroup represents in the relevant market.

Employment at will policies: state that either an employer or an employee can terminate the employment relationship at any time regardless of cause.

Due process policies: are policies by which a company formally lays out the steps an employee can take to appeal a termination decision.

Direct applicants: are people who apply for a job vacancy without prompting from the organisation.

Referrals: are people who are prompting to apply for a job by someone within the organisation.

Chapter E: Selection and placement

Reliability: is the consistency of a performance measure: the degree to which a performance measure is free from random error.

Validity: this is the extent to which a performance measure assesses all the relevant and only the relevant aspects of a job performance.

Criterion related validity: this is a method of establishing the validity of a personnel selection method by showing a substantial correlation between test scores and job performance scores.

Predictive validation: seeks to establish an empirical relationship between applicants test scores and their eventual performance on the job.

Concurrent validation: in this study a test is administered to all the people currently in a job and then incumbents’ scores are correlated with existing measures of their performance on the job

Content validation: This is a strategy performed by demonstrating that the items, questions or problems posed by a test are a representative sample of the kinds of situations or problems that occur on the job.

Generalizability: this is the degree to which the validity of a selection method established in one context extends to other contexts

Utility: this is the degree to which the information provided by selection methods enhances the effectiveness of selecting personnel in real organisations.

Situational interview: an interview procedure where applicants are confronted with specific issues, questions or problems that are likely to arise on the job.

Cognitive ability test: this is a test that includes the dimensions verbal comprehension, quantitative ability and reasoning ability.

Verbal comprehension: refers to a person’s capacity to understand and use written and spoken language.

Quantitative ability: concerns the speed and accuracy with which one can solve problems of all kinds.

Reasoning ability: refers to a person capacity to invent solutions to many diverse problems.

Assessment centres: these are processes in which multiple rates evaluate employees’ performance on a number of exercises.

Chapter F: Training

Training: means a planned effort to facilitate the learning of job related knowledge, skills and behaviour by employees.

Continuous learning: is a system that requires employees to understand the entire work process and expects them to acquire new skills, apply them on the job and share what they have learned with other employees

Formal training: training and development programs and courses that are developed and organized by the company

Informal training: learning that is learner initiated, involves action and doing, is motivated by an intent to develop and does not occur in a formal learning setting.

Explicit knowledge: knowledge that is well documented and easily transferred to other persons.

Tacit knowledge: knowledge based on personal experience that is difficult to codify.

Knowledge management: process of enhancing company performance by using tools, processes, system and cultures to improve the creation, sharing and use of knowledge.

Training design process: a systematic approach for developing training programs.

Needs assessment: refers to the process used to determine if training is necessary.

Organisational analysis: This is a process for determining the business appropriateness of training

Person analysis: which is a process for determining whether employees need training, who needs it and if they are ready for training

Task analysis: This is the process of identifying the tasks knowledge, skills and behaviours that need to be emphasised in training

Strategic training and development initiatives: learning-related actions that a company takes to achieve its business strategy.

Motivation to learn: the desire of the trainee to learn the content of a training program.

Transfer of training: refers to on-the-job-use of knowledge, skills and behaviour

Climate for transfer: which refers to the trainees perception of characteristics of the work environment (social support and situational constrains) that can either facilitate or inhibit use of trained skills or behaviour.

Action plan: document summarizing what the trainee and manager will do to ensure that training transfers to the job

Support network: trainees who meet to discuss progress in using learned capabilities on the job.

Opportunity to perform: trainee is provided with or actively seeks experience using newly learned knowledge, skills or behaviour.

Electronic performance support systems: computer applications that can provide skills training, information access and expert advice.

Communities of practice: groups of employees who work together, learn from each other, and develop a common understanding of how to get work accomplished.

Presentation methods: These are training methods in which trainees are passive recipients of information

Teleconferencing: synchronous exchange of audio, video or text between individuals or groups at two or more locations.

Webcasting: classroom instruction provided online via live broadcasts.

Hands-on methods: training methods that actively involve the trainee in learning.

On-the-job training: peers or managers training new or inexperienced employrres who learn the job by observation, understanding and imitation

Apprenticeship: this is a work-study training method with both on-the-job and classroom training

Simulation, this is a training method that represents a real life situation, allowing trainees to see the outcomes of their decisions in an artificial environment

E-learning. This refers to the instruction and delivery of training by computers through the Internet or company intranet

Repurposing: directly translating instructor-led training online.

Blended learning: delivering content and instruction with a combination of technology-based and face-to-face methods.

Learning management systems: technology platform that automates the administration, development and delivery of a company’s training program.

Group- or teambuilding methods: training techniques that help trainees share ideas and experiences, build group identity, understand the dynamics of interpersonal relationships and get to know their own strengths and weaknesses and those of their co-workers.

Adventure learning: this method develops teamwork and leadership skills using structured outdoor activities

Cross training: team members understand and practice each other’s skills

Co-ordination training: which trains the team in how to share information and decisions

Action learning: this involves working on a problem in a team, developing an action plan to solve this problem

Six Sigma training: this is an action training program that provides employees with defect-reducing tolls to cut costs

Training outcomes: is a way to evaluate the effectiveness of a training program based on cognitive, skill-based, affective and results outcomes.

Expatriate: is an employee sent by his company to do operations in a different country

Cross-cultural preparation: the process of educating employees (and their families) who are given an assignment in a foreign country.

Repatriation Phase: this involves the preparation of expatriates for return to the parent company and country from a foreign assignment

Managing diversity and inclusion: the process of creating an environment that allows all employees to contribute to organizational goals and experience personal growth.

Diversity training: learning efforts that are designed to change employee attitudes about diversity and develop skills needed to work with a diverse workforce.

Organisational socialisation: is the process used to transform new employees into effective company members

Anticipatory socialization: In this process, individuals develop expectations about the company and the job during recruitment and selection

Encounter phase: this phase of socialization starts when the employee actually starts working.

Settling in phase: this phase starts when the employee is comfortable with job demands and the social relationships.

Chapter G: Performance management

Performance management: is the methods and techniques through which managers ensure that employee activities and outputs are congruent with the organisation’s goals.

Performance appraisal: which is the process through which an organisation gets information on how well an employee is doing his or her job.

Performance feedback: this is the process of providing employees information regarding their performance effectiveness.

Strategic congruence: this is the extent to which the performance management system elicits job performance that is consistent with the organisations strategy, goals and culture

Validity: this is the extent to which a performance measure assesses all the relevant and only the relevant aspects of job performance

Reliability: this is the consistency of a performance measure: the degree to which it is free from errors

Acceptability: this is the extent to which a performance measure is deemed to be satisfactory or adequate by those who use it

Specificity: this is the extent to which a performance measure tells employees what is expected of them and how they can meet these expectations

Competencies: are sets of skills, knowledge, and personal characteristics that enable employees to successfully perform their jobs

Competency model: identifies and provides descriptions of competencies that are common for an entire occupation, organization, job family of a specific job.

Kaizen: employee practices that emphasize continuous improvement of business processes.

Upward feedback: managerial performance appraisal that involves subordinates’ evaluations of the manager’s behaviour or skills.

360-degree appraisal: is a performance appraisal process for managers that include evaluations from a wide range of persons who interact with the managers. The process includes self-evaluations as well as evaluations from the manager’s boss, peers, subordinates and customers.

Appraisal politics: are a situation in which evaluators purposefully distort ratings to achieve personal or company goals

Calibration meetings: meetings attended by managers in which employee performance ratings are discussed and evidence supporting the ratings is provided. The purpose of the meetings is to reduce the influence of rating errors and politics on performance appraisals.

Chapter H: Employee Development

Development: the acquisition of knowledge, skills, and behaviours that improve an employee’s ability to meet changes in job requirements and in client and customer demands.

Protean career: is a career that is based on self-direction with the goal of psychological success in one’s work

Psychological success: this remains the feeling of pride and accomplishment that comes from achieving life goals that are not limited to achievements at work.

Development planning system: which is a system to retain and motivate employees by identifying and meeting their development needs. 

Formal education programs: employee development programs, including short courses offered by consultants or universities, and executive MBA programs.

Tuition reimbursement: the practice of reimbursing employees’ costs for college and university courses and degree programs.

Assessment: collecting of information and providing feedback to employees about their behaviour communication style or skills

Myers Briggs Type Indicator (MBTI): this is a psychological tests used for team building and leadership development that identifies employees preferences for energy, information, gathering decision making and lifestyle.

Assessment centre: is a process in which multiple raters evaluate employees’ performance on a number of exercises

Leaderless group discussion: process in which a team of five to seven employees solves an assigned problem together within a certain period of time.

Interview: employees are questioned about their work and personal experiences, skills and career plans.

In-basket: a simulation of the administrative tasks of a manager’s job.

Role play: a participant taking the part or role of a manager or other employee.

Performance appraisals: the process through which an organization gets information on how well an employee is doing his or her job

Upward feedback: is a performance appraisal process for managers

360-degree-feedback system: is a special kind of upwards feedback. It is a performance appraisal system for managers, which includes evaluations from a wide range of persons who interact with the manager. The process includes self-evaluations as well as evaluation from their peers, customers and bosses.

Job experiences: These are the relationships, problems, demands, tasks and other features that employees face in their jobs

Job enlargement: refers to adding challenges or new responsibilities to an employee’s current job.

Job rotation: is the process of systematically moving a single individual from one job to another over the course of time. The job assignments may be in various functional areas of the company or movement maybe between jobs in a single functional area or department

Transfer: is the movement of an employee to a different job assignment in a different area of the company

Promotions: are advances into positions with greater challenge, more responsibility and more authority than the employer’s previous job.

Downward move: is a job change involving a reduction in an employer’s level of responsibility and authority.

Externship: when a company allows an employee to take a full time operational role at another company.

Sabbatical: a leave of absence from the company to renew or develop skills.

Mentor is an experienced: productive senior employee who helps develop a less experienced employee (protégé).

Group mentoring program: is a program pairing a successful senior employee with a group of four to six less experienced protégés

Coach: is a peer or manager who works with an employee to motivate her, help her develop skills and provide reinforcement and feedback

Glass ceiling: a barrier to advancement to higher-level jobs in the company that adversely affects women and minorities the barrier may be due to lack of access to training programs, development experiences or relationships.

Succession planning: which is the tracking and identification of high- potential employees capable of filling higher-level managerial positions

Chapter I: Employee separation and retention

Involuntary turnover: is initiated by the organization (often among people who would prefer to stay).

Voluntary turnover: is initiated by employees (often whom the company would prefer to keep).

Employment at will doctrine: is the doctrine that in the absence of a specific contract either an employer or employee could sever the employment relationship at any time.

Outcome fairness: is the judgement that people make with respect to the outcomes received relative to the outcomes received by other people with whom they identify.

Procedural justice: is a concept of justice focusing on the methods used to determine the outcomes received.

Interactional justice: refers to the interpersonal nature of how outcomes were implemented.

Alternative dispute resolution: is a method of resolving disputes that does not rely on the legal system. It often proceeds through the four stages of open door policies, peer review, meditation and arbitration where, in the last step, an agreed upon neutral party resolves the conflict unilaterally if necessary

Employee assistance program (EAP): is an employer program that attempt to ameliorate problems encountered by workers who are drug dependent, alcoholic or psychologically troubled.

Outplacement counselling: to help the employee manage the transition from one job to another the company provides

Progression of withdrawal: theory that dissatisfied individuals enact a set of behaviours in succession to avoid their work situation.

Whistle-blowing: making grievances public by going to the media or government

Job involvement: this is the degree to which people identify themselves with their jobs

Organizational commitment: this is the degree to which an employee identifies with the organization and is willing to put forth effort on its behalf.

Job satisfaction: which is the pleasurable feeling that results from the perception that one’s job fulfils or allows for the fulfilment of one’s important job values

Frame of reference: a standard point that serves as a comparison for other points and thus provides meaning.

Negative affectivity: is a dispositional dimension that reflects pervasive individual differences in satisfaction with any and all aspects of life.

Job rotation: the process of systematically moving a single individual from one job to another over the course of time

Prosocial motivation: the degree to which people are energized to do their jobs because it helps other people.

Chapter J: Pay structure decisions

Pay structure: the relative pay of different jobs and how much they are paid

Pay level: means the average pay including wages, salaries and bonuses of jobs and organizations.

Job structure: refers to the relative pay of jobs in an organization.

Efficiency wage theory: which is a theory stating that wages influence workers’ productivity. 

Benchmarking: it means they compare practices of the organization to those of competitors

Rate ranges: are when different employees in the same job may have different pay rates.

Key jobs: benchmark jobs used in pay surveys that have relatively stable content and are common to many organizations

Non-key jobs: these are jobs that are unique to an organization and that cannot be directly valued or compared through the use of market surveys

Job evaluation: an administrative procedure used to measure internal job worth

Compensable factors: the characteristics of jobs that an organization values and chooses to pay for.

Pay policy line: is a mathematical expression that describes the relationship between a job’s pay and its job evaluation points

Pay grades: jobs of similar worth or content grouped together for pay administration purposes.

Range spread: the distance between the minimum and maximum amounts in a pay grade.

Compa-ratio: is an index of the correspondence between actual and intended pay

Delayering: which means they are reducing the number of job levels within an organization

Skill based pay: is pay based on the skills employees acquire and are capable of using

Comparable worth: a public policy that advocates remedies for any undervaluation of women’s job.

Minimum wage: the lowest amount that employers are legally allowed to pay.

Chapter K: Recognizing employee contributions with pay

Expectancy theory is the theory that says motivation is a function of valence, instrumentality and expectancy

Principals: a person who seeks to direct another person’s behaviour

Agents: a person who is expected to act on behalf of a principal

Merit increase grid: which is a grid that combines an employee’s performance rating with the employee’s position in a pay range to determine the size and frequency of his or her pay increases

stock options: an employee ownership plan that gives employees the opportunity to buy the company’s stock at a previously fixed price

Profit sharing is a compensation plan in which payments are based on a measure of organization performance and do not become part of the employees’ base salary

Employee Stock Ownership Plan (ESOP): an employee ownership plan that gives employers certain tax and financial advantages when stock is granted to employees.

Gainsharing: is a form of compensation based on group or plant performance (rather than organization wide profits) that does not become part of the employee’s base salary.

Chapter L: Managing human resources globally

Individualism vs. collectivism: which describes the strength of the relation between an individual and other individuals in a society

Power distance: which describes how a culture deals with hierarchical power relationships

Uncertainty avoidance: which describes how cultures seek to deal with an unpredictable future

Masculinity-femininity dimension: describes the division of roles between the sexes within a society

Long term/short term orientation: which describes how a culture balances immediate benefits with future rewards

Parent country: is the country in which the company’s corporate headquarters are located.

Host country: is the country in which the parent country organisation seeks to locate a facility, or has already located one.

Third country: is a country other than the host country or parent country

Expatriate: is the term generally used for employees sent by a company in one country to manage operations in a different country.

Parent country nationals (PCN): are employees who were born and live in the parent country.

Host country nationals (HCN): are employees who were born and raised in the host country and not in the parent country.

Third country nationals (TCN): are employees born in a country other than the parent or host country

Transnational scope: a company’s ability to make HRM decisions from an international perspective

Transnational representation: which reflects the multinational composition of company’s managers

Transnational processes: the extent to which a company’s planning and decision making processes include representatives and ideas from a variety of cultures

Chapter M: Strategically managing the HRM function

Audit approach: this is a type of assessment that involves reviews of customer satisfaction or key indicators related to various outcomes of an HRM functional area.

Analytic approach: this is a type of assessment of HRM effectiveness that involves determining the impact of, or the financial cost and benefits of, a program or practice

Outsourcing: an organization’s use of an outside organization for a broad set of services.

Reengineering: is the review and redesign of work processes to make them more efficient and improve the quality of the end product or service

Transaction processing: computations and calculations used to review and document HRM decisions and practices

Decision support systems: problem-solving systems which usually include a ‘what if’ feature that allows users to see how outcomes change when assumptions or data change.

Expert systems: computer systems incorporating the decision rules of people recognized as experts in a certain area.

Network: a combination of desktop computers, computer terminals and mainframes or minicomputer that share access to databases and a method to transmit information throughout the system.

Client-server architecture: computer design that provides a method to consolidate data and applications into a single host system (the client).

Relational database: a database structure that stores information in separate files that can be linked by common elements.

Imaging: a process for scanning documents, storing them electronically and retrieving them.

Groupware: is the software that enables multiple users to track, share and organize information and to work on the same database or document simultaneously

Strategic advisor: a role of the CHRO that focuses on the formulation and implementation of the firm’s strategy.

Talent architect: a role of the CHRO that focuses on building and identifying the human capital critical to the present and future of the firm.

Counselor/Confidante/Coach: focuses on counselling or coaching team members or resolving interpersonal or political conflicts among team members.

Liaison to the board: focuses on preparation for board meetings, phone calls with board members, and attendance at board meetings.

Workforce sensor: focuses on identifying workforce morale issues or concerns.

Representative of the organisation: focuses on activities with external stakeholders, such as lobbying speaking to outside groups, etc