Human Resource Management Chapter 1 Exam
– HR Foundations, Strategy, Analytics &
Competitiveness|Verified Questions Complete
and Provided with A+ Graded Rationales Latest
Updated 2026
Human Resource Management
The policies, practices, and systems that influence employee behavior, attitudes, and
performance.
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.
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).
HR or Workplace Analytics
The practice of using data from HR databases and other data sources to make evidence-based
human resource decisions. HR workforce analysts use quantitative/scientific methods to
analyze data from HR decisions, financial statements, and employee surveys to prove HR
influences organizations bottom line profits and costs.
Sustainability
A company's ability to meet its needs without sacrificing the ability of future generations to
meet their needs. "Triple bottom line" --economic, social, and environmental benefits.
Stakeholders
, Shareholders, the community, customers, employees, and all other parties that have an
interest in seeing the company succeed.
Intangible Assets
Education, trade secrets, management philosophy. A type of company asset including human
capital, customer capital, social capital, and intellectual capital.
Knowledge Workers
Employees who own the intellectual means of producing a product or service.
Empowering
Giving employees responsibility and authority to make decisions.
Learning Organization
A culture of lifelong learning in which employees are continually trying to learn new things.
Change
The adoption of a new idea or behavior by a company.
Employee Engagement
The degree to which employees are fully involved in their work and the strength of their
job/company commitment. Employees who are "all in."
Talent Management
The systematic planned strategic effort to use bundles of HRM practices acquiring and
assessing employees, learning and development, performance management, and
compensation to attract, retain, develop, and motivate highly skilled employees and
managers.
Alternative Work Arrangements
Independent contractors, on-call workers, temporary workers, and contract company workers
who are not employed full-time by the company.
Balanced Scorecard
A means of performance measurement that gives managers a chance to look at their
company from the perspectives of internal and external customers, employees, and
shareholders.
Total Quality Management (TQM)
– HR Foundations, Strategy, Analytics &
Competitiveness|Verified Questions Complete
and Provided with A+ Graded Rationales Latest
Updated 2026
Human Resource Management
The policies, practices, and systems that influence employee behavior, attitudes, and
performance.
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.
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).
HR or Workplace Analytics
The practice of using data from HR databases and other data sources to make evidence-based
human resource decisions. HR workforce analysts use quantitative/scientific methods to
analyze data from HR decisions, financial statements, and employee surveys to prove HR
influences organizations bottom line profits and costs.
Sustainability
A company's ability to meet its needs without sacrificing the ability of future generations to
meet their needs. "Triple bottom line" --economic, social, and environmental benefits.
Stakeholders
, Shareholders, the community, customers, employees, and all other parties that have an
interest in seeing the company succeed.
Intangible Assets
Education, trade secrets, management philosophy. A type of company asset including human
capital, customer capital, social capital, and intellectual capital.
Knowledge Workers
Employees who own the intellectual means of producing a product or service.
Empowering
Giving employees responsibility and authority to make decisions.
Learning Organization
A culture of lifelong learning in which employees are continually trying to learn new things.
Change
The adoption of a new idea or behavior by a company.
Employee Engagement
The degree to which employees are fully involved in their work and the strength of their
job/company commitment. Employees who are "all in."
Talent Management
The systematic planned strategic effort to use bundles of HRM practices acquiring and
assessing employees, learning and development, performance management, and
compensation to attract, retain, develop, and motivate highly skilled employees and
managers.
Alternative Work Arrangements
Independent contractors, on-call workers, temporary workers, and contract company workers
who are not employed full-time by the company.
Balanced Scorecard
A means of performance measurement that gives managers a chance to look at their
company from the perspectives of internal and external customers, employees, and
shareholders.
Total Quality Management (TQM)
