Human Resource Management an der Cologne Business School | Karteikarten & Zusammenfassungen

Lernmaterialien für Human Resource Management an der Cologne Business School

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The Management Process

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Planning, Organizing, Staffing, Leading, Controlling

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Def. Human Capital

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A company’s human capital asset is the collective sum of the attributes, life experience, knowledge, inventiveness, energy, and enthusiasm that its people choose to invest in their work.

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Horizontal Alignment: attributes

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- strategies are not competing with each other (congruence among hrm practices) and helps align a business with its suppliers and customers outside the company

- Is instrumental for efficiently allocating those resources 


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Why are many aspects of human resource management best handled by line managers? 


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- they are closest to the employees

- they have a total overview: know where to intervene

- they know how things have to work due to their experience


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Which human resource management activities especially require specific HR management skills? 


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- Organization: key to flow of work of company

- Communication: to prevent arguments

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WHY IS HRM IMPORTANT TO ALL MANAGERS? 


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No manager wants to: 

o Hire the wrong person for the job 

o Experience high turnover 

o Have your people not doing their best

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Matching model explanation

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- hard approach to HRM, holds a less humanistic view

- the HR system and the organisation structure should be managed in a way that is congruent with the organisational strategy

- used to facilitate the achievement of the objectives of the organisation in terms of efficiency in productivity and profits

- The emphasis of this model is placed on how an organisation can best use its resources (means also humans) to respond to the external environment

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HR Definition:

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Policies, practices, and systems that influence employees’ behavior, attitudes, and performance

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Def: STRATEGIC HRM (SHRM) 

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“The pattern of planned human resources deployments and activities intended to enable an organization to achieve its goals.“ 


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Vertical Alignment: attributes

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- refers to the alignment within the company (HRM practices and the strategic management process , links people with strategy)

- Directs HR towards the primary initiatives of the organization 

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4 Phases of HR transformation

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1. Business Context (why: what are the external business realities and internal consequences of those realities)

2. Outcomes: what (is the value/outcome that we create because of transformation)

3. HR redesign: how (do we go about transformation)

- practices: way we treat people, hiring, training, developing. The way we manage performance: compensation, rewards and benefits, way we manage communication: sharing information. Way we manage work: how we govern work, how we build processes, how we manage change Hr practices can be transformed when they align with strategy and deliver outcomes

- hr department : how do we build centres of expertise, how do we build service centers, 

- how can we transform hr people: do we in hr have the skills and knowledge to do the work that we need to do

4. HR Accountability (who does it) shared between line managers and hr professionals, create value and executing strategy, building shareholder value, serving customers


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Def. Job analysis 

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is the procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it. 

shared between line managers and hr professionals



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Beispielhafte Karteikarten für deinen Human Resource Management Kurs an der Cologne Business School - von Kommilitonen auf StudySmarter erstellt!

Q:

The Management Process

A:

Planning, Organizing, Staffing, Leading, Controlling

Q:

Def. Human Capital

A:

A company’s human capital asset is the collective sum of the attributes, life experience, knowledge, inventiveness, energy, and enthusiasm that its people choose to invest in their work.

Q:

Horizontal Alignment: attributes

A:

- strategies are not competing with each other (congruence among hrm practices) and helps align a business with its suppliers and customers outside the company

- Is instrumental for efficiently allocating those resources 


Q:

Why are many aspects of human resource management best handled by line managers? 


A:

- they are closest to the employees

- they have a total overview: know where to intervene

- they know how things have to work due to their experience


Q:

Which human resource management activities especially require specific HR management skills? 


A:

- Organization: key to flow of work of company

- Communication: to prevent arguments

Mehr Karteikarten anzeigen
Q:

WHY IS HRM IMPORTANT TO ALL MANAGERS? 


A:

No manager wants to: 

o Hire the wrong person for the job 

o Experience high turnover 

o Have your people not doing their best

Q:

Matching model explanation

A:

- hard approach to HRM, holds a less humanistic view

- the HR system and the organisation structure should be managed in a way that is congruent with the organisational strategy

- used to facilitate the achievement of the objectives of the organisation in terms of efficiency in productivity and profits

- The emphasis of this model is placed on how an organisation can best use its resources (means also humans) to respond to the external environment

Q:

HR Definition:

A:

Policies, practices, and systems that influence employees’ behavior, attitudes, and performance

Q:

Def: STRATEGIC HRM (SHRM) 

A:

“The pattern of planned human resources deployments and activities intended to enable an organization to achieve its goals.“ 


Q:

Vertical Alignment: attributes

A:

- refers to the alignment within the company (HRM practices and the strategic management process , links people with strategy)

- Directs HR towards the primary initiatives of the organization 

Q:

4 Phases of HR transformation

A:

1. Business Context (why: what are the external business realities and internal consequences of those realities)

2. Outcomes: what (is the value/outcome that we create because of transformation)

3. HR redesign: how (do we go about transformation)

- practices: way we treat people, hiring, training, developing. The way we manage performance: compensation, rewards and benefits, way we manage communication: sharing information. Way we manage work: how we govern work, how we build processes, how we manage change Hr practices can be transformed when they align with strategy and deliver outcomes

- hr department : how do we build centres of expertise, how do we build service centers, 

- how can we transform hr people: do we in hr have the skills and knowledge to do the work that we need to do

4. HR Accountability (who does it) shared between line managers and hr professionals, create value and executing strategy, building shareholder value, serving customers


Q:

Def. Job analysis 

A:

is the procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it. 

shared between line managers and hr professionals



Human Resource Management

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