HRIR 3021 MIDTERM EXAM QUESTIONS AND ANSWERS
WITH COMPLETE SOLUTIONS GRADED A++ LATEST
UPDATE
Traditional HR View of organization
micro, narrow skill application
Traditional HR critical skills
organization, administration, compliance, transactional, tactical
Traditional HR view of employees
headcount, cost-based, exploitable resource
traditional hr planning outlook
short term, low risk, traditional: utilizes tried-and-true approaches
traditional HR -hr systems and practices
routine, reactive, responds to stated needs
traditional HR education and training
traditional hrm generalists and specialists, other specialities
Strategic hr view of organization
macro, broad skill application
strategic hr critical skills
strategic, planning, diagnostic, analytical, consultative
strategic hr view of employees
,contributors, asset-based, critical resource
strategic hr planning outlook
long term, high risk, experimental: tries novel approaches
strategic hr- systems and practices
adaptive, innovative, anticipatory, proactive, recognizes unstated needs
strategic hr education and training
business acumen, comprehensive hrm body of knowledge, organizational development
HR strategy
recruitment, selection, training, development, performance management, rewards,
communication
what employees feel
-motivation
-commitment
-engagement
what employees have
knowledge, skills, abilities, competencies
what employees do
task behavior, discretionary behavior, counter productive behavior, attendance, turnover
customer outcomes
satisfaction and retention
operational outcomes
-Productivity
-Quality
, -Shrinkage
-Accidents
financial outcomes
expenses, revenue, profits
Hr's many hats
credible activist, strategic mindset, culture and change steward, operational excellence,
business partner, talent manager, organizational development, organizational therapist
Human Resource Management
Designing management systems to ensure that human talent is used effectively and
efficiently to accomplish organizational goals.
Who is HR Manager?
-line manager
-HR specialists design processes, policies, procedures and systems that operating
managers help implement
human capital
The collective value of the capabilities, knowledge, skills, life experiences, and
motivation of an organizational workforce.
core competency
A unique capability that creates high value and differentiates an organization from its
competition
HR Activities
-staffing: job analysis, recruiting, selection
-talent management: orientation, training, HR development, career planning,
WITH COMPLETE SOLUTIONS GRADED A++ LATEST
UPDATE
Traditional HR View of organization
micro, narrow skill application
Traditional HR critical skills
organization, administration, compliance, transactional, tactical
Traditional HR view of employees
headcount, cost-based, exploitable resource
traditional hr planning outlook
short term, low risk, traditional: utilizes tried-and-true approaches
traditional HR -hr systems and practices
routine, reactive, responds to stated needs
traditional HR education and training
traditional hrm generalists and specialists, other specialities
Strategic hr view of organization
macro, broad skill application
strategic hr critical skills
strategic, planning, diagnostic, analytical, consultative
strategic hr view of employees
,contributors, asset-based, critical resource
strategic hr planning outlook
long term, high risk, experimental: tries novel approaches
strategic hr- systems and practices
adaptive, innovative, anticipatory, proactive, recognizes unstated needs
strategic hr education and training
business acumen, comprehensive hrm body of knowledge, organizational development
HR strategy
recruitment, selection, training, development, performance management, rewards,
communication
what employees feel
-motivation
-commitment
-engagement
what employees have
knowledge, skills, abilities, competencies
what employees do
task behavior, discretionary behavior, counter productive behavior, attendance, turnover
customer outcomes
satisfaction and retention
operational outcomes
-Productivity
-Quality
, -Shrinkage
-Accidents
financial outcomes
expenses, revenue, profits
Hr's many hats
credible activist, strategic mindset, culture and change steward, operational excellence,
business partner, talent manager, organizational development, organizational therapist
Human Resource Management
Designing management systems to ensure that human talent is used effectively and
efficiently to accomplish organizational goals.
Who is HR Manager?
-line manager
-HR specialists design processes, policies, procedures and systems that operating
managers help implement
human capital
The collective value of the capabilities, knowledge, skills, life experiences, and
motivation of an organizational workforce.
core competency
A unique capability that creates high value and differentiates an organization from its
competition
HR Activities
-staffing: job analysis, recruiting, selection
-talent management: orientation, training, HR development, career planning,
