HR CHapter 1 Key Terms

The extent to which the 3 primary human resource activities are designed to achieve the goals of the organization.

The knowledge, skills, abilities, and other talents that employees possess.

A company's ability to create more economic value than its competitors.

The individuals who work for a company.

The pressures that exist outside companies that managers must consider to strategically manage their employees.

The extent to which the 3 primary HR activities that a company uses help them meet its organizational demands, cope with environmental demands, and comply with regulatory issues.

The blurring of country boundaries in business activities.

Challenges that managers must consider in the management of employees that relate to (1) organizational demands; (2) environmental influences; (3) regulatory issues.

A support function within companies that serves a vital role in designing and implementing company policies for managing employees.

The practices that a company has put into place to manage employees.

When each job in a company is valued appropriately relative relative to every other job in terms of its ability to help the firm achieve its goals.

The individuals who are responsible for supervising and directing the efforts of a group of employees to preform tasks that are directly related to the creation and delivery of a company's products or services.

The set of underlying values and beliefs that employees of a company share.

The factors within a firm that affect decisions regarding how to manage employees.

The strategic management of employees centers around three categories of HR activities (1) work design and workforce planning, (2) managing employee competencies, (3) managing employee attitudes and behaviors.