Chapter 1: Strategic Management Strategy: the formulation of organizational missions, goals, objectives and actions plans Mintzberg: plan,

purpose, ploy, position, perspective Emergent strategy: the plan that changes incrementally due to environmental changes Intended strategy: the formulated plan Realized strategy: the implemented strategy Corporate strategy: organizational-level decisions that focus on long-term survival Turnaround strategy: an attempt to increase the viability of an organization Divestiture: the sale of a division or part of an organization Liquidation: the termination of a business and the sale of its assets Bankruptcy: a formal procedure in which an appointed trustee in bankruptcy takes possession of a business assets in an orderly fashion Acquisition: the purchase of one company by another Merger: two organizations combine resources and become one Business strategy: plans to build a competitive focus in one line of business Vision statement: a clear and compelling goal that serves to unite an organizations efforts Mission statement: an articulation of a view of a realistic, credible and attractive future for the organization Values: the basic beliefs that govern individual and group behaviour in an organization Value proposition: a statement of the fundamental benefits of the products or services being offered in the marketplace Competitive advantage: the characteristics of a firm that enable it to earn higher rates of profits than its competitors Capabilities: a complex combination of people and processes that represent the firms capacity to exploit resources that have been purposefully integrated to achieve a desired result Core competencies: resources and capabilities that serve as a firms competitive advantage Strategic implementation: the process by which a strategy is put into action Program: the steps or activities necessary to accomplish a goal Procedures: the step that are requires to get a job done Chapter 2: Aligning HR with strategy Strategic hrm: interrelated practices, policies and philosophies that facilitates the attainment of organizational strategy Human capital: the sum of employees knowledge, skills, experience, and commitment invested in their organization Chapter 3: Environmental Influences on HRM Environmental scanning: systematic monitoring of trends affecting the organization Trend analysis: a forecasting method that extrapolates from historical organizational indices Delphi technique: a process in which the forecasts and judgements of a selected group of experts are solicited and summarized in an attempt to determine the future of employments Impact analysis: a forecasting method in which past trends are analyzed by a panel of experts who then predict the probability of future events Scenario planning: a method of creating future scenarios that differ radically from those created by extrapolation of present trends Competitive intelligence: a formal approach to obtain information about competitors Demographics: the study of population statistics Stakeholders: group if people who have vested interests in an organizations decisions Chapter 4: Job Analysis Job: a grouping of related duties, tasks, and behaviours performed by one or more individuals, namely jobholders Positions: the number of individuals who are performing the duties, tasks, and behaviours required by a specific job Job analysis: the analysis of subdivided work in the organization, both at the level of the individual job and for the entire flow of the production process job description or job specification: the written outcomes produces by the job analysis process; the job description emphasizes the duties or tasks to be carries out on the job. Job specification emphasize identifying the competencies the jobholder must possess to be a successful performer in the specified job

Compensable factors: knowledge and skills, effort, responsibility and working conditions Scientific management: examines two main aspects of each job in the organization the methods employed and the time measurement for task completion Deficiency: an error of omission when a job description or specification fails to incorporate important aspects of the job required for success Contamination: an error that occurs when unimportant or invalid behaviours or attributes are incorporated into a job description or specification Benchmarks: external comparators for organizational jobs and performance criteria National occupational classification: the Canadian government database that contains standardized job descriptions on thousands of jobs Dictionary of occupational titles (DOT): the U.S. governments occupational database 360 evaluation: evaluation of attributes and performance dimensions of a job from the full circle around the job feedback from subordinates, superiors, co-workers, clients and the jobholder Critical incidents technique: a qualitative process of job analysis that produces behavioural statements along a range from superior to ineffective e performance for a specific job Behaviourally anchored rating scale: a job is divided into a number of key dimensions, and each dimension contains a range of statements of job behaviour anchored to a numerical scale Position analysis: a structured job analysis checklist that includes 194 items or job elements use to rate a job Functional job analysis: analyzes using 3 essential elements; People, Data, Things --Each of these 3 dimensions is then rated by level of complexity and importance Hay system: know-how, problem solving, accountability Competency: any knowledge, skill, trait, motive, attitude, value or other personal characteristic that is essential to perform the job and that differentiates superior from solid performance Core competencies: characteristics that every member of an organization regardless of position function or level of responsibility with the organization is expected to possess Role or specific competencies: characteristics shared by different positions within an organization only those members of an organization in these positions are expected to possess these Chapter 5: information technology for HR planning Information technology: all of the hardware and software including networking and communication technologies Outsourcing: a contractual arrangement that has outside company mange some functions that were previously handled in house E-learning: the process of learning contents distributed in digital format via computers over the internet or other network Enterprise portals: knowledge communities that allow employees from a single or multiple companies to access and benefit from specialized knowledge associated with tasks Self-service: a technology platform that enables employees and managers to access and modify their data via a web browser from a desktop or centralized kiosk Business intelligence: the applications and technologies for gathering storing analyzing and providing access to data to help users make better business decisions Human resources information system: a comprehensive across the board software system for HRM that includes subsystems or modules Specialty products: software solutions for specific specialized applications that may or may not interface with the main database Enterprise resource planning: commercial software systems that automate and integrate many or most of a firms business processes Relational database: a database that can share information across multiple tables or files which allows the same information to exist in multiple files simultaneously Scripted demo: an in person demonstration of the product that follows a clear agenda that you have prepared for the vendors Business process re-engineering: the fundamental rethinking and radical redesign of a business processes to achieve dramatic improvements in critical contemporary measures of performance such as cost quality service and speed Technology acceptance: extent to which users intend or actually use technology as a regular part of their job

Knowledge management: a systematic and organizationally specified process for acquiring, organizing and communication both tacit and explicit knowledge so that employees may make use of it to be more effective and productive in their work Chapter 6: The HR forecasting process HR forecasting: the heart of the hr planning process can be defined as ascertaining the net requirement for personnel by determining the demand for and supply of human resources now and in the future Transaction-base: focus on tracking internal change instituted by the organization managers Event base: concerned with the changes in the external environment Process based forecasting: forecasting not focused on a specific internal organizational event bus on the flow or sequencing of several work activities Human resources demand: the organizations projected requirement for human resources Human resource supply: the source of workers to meet demand requirements, obtained either internally or external agencies Designated groups: identifiable groups deemed to need special attention; in the case of Canadian hr these are people of aboriginal descent, women people with disabilities and member of visible minorities Prediction: a single numerical estimate of hr requirements associated with a specific time horizon and set or assumptions Projection: several hr estimates based on a variety of assumptions Envelope: an analogy in which one can easily visualize the corners of an envelope containing the upper and lower limitless or bounds of the various hr projections extending into the future Scenarios a proposed sequence of events with its own set of assumptions and associated program details Contingency plans: plans to be implemented when severe, unanticipated changes to organizational or environmental factors completely negate the usefulness of the existing hr forecasting predictions or projections Internal supply: current members of the organizational workforce who can be retrained promoted transferred and so on to fill anticipated future hr requirements External supply: potential employees who are currently undergoing training working for competitors members of unions or professional associations or are in a transitional stage between jobs or unemployed HR deficit: when demand for hr exceeds the current personnel resources available in the organization workforce Hr surpluses: when the internal workforce supply exceeds the organizations requirement or demand for personnel Job sharing: when two or more employees perform the duties of one full time position each sharing the work activities on a part time basis Attrition: the process of reducing an hr surplus by allowing the size of the workforce to decline naturally because of the normal pattern of losses associated with retirements deaths voluntary turnover and so on Hiring freeze: a prohibition on all external recruiting activities x Employee requirement ratio: the relationship between the operational index and the demand for labour Delphi technique: chapter1 Nominal group technique: long run forecasting techniques utilizing expert assessments HR budgets: quantitive, operational or short run demand estimates that contain the number and types of personnel required by the whole and for each subunit, division or department Staffing table: total HR demand requirements for operational or short run time periods Envelope/scenario forecast; projections or multiple predictor estimates, future demands for personnel based on a variety of differing assumptions about how future organizational events will unfold Regression analysis; presupposes that a linear relationship exists between one or more independent variables, which are predicted to affect the dependent variable in our instance, future HR demand for personnel Chapter 8- ascertaining HR supply Skill inventory: an individualized personnel record held on each employee except those currently in management or professional positions

Management inventory: an individualized personnel record for managerial, professional or technical personnel that includes all elements in the skills inventory with the addition of information on specialized duties responsibilities and accountabilities Succession readiness codes: codes listed next to the names of all potential successors; contains two elements of information essential for succession planning- the employee level of performance in the current job and the employee readiness for movement or promotion Ripple or chain effects: the effect caused when one promotion or transfer in the organization causes several other personnel movements in the organization as a series of subordinates are promoted to fill the sequential openings Markov model: a model that produces a series of matrices that detail the various patterns of movements to and from the various jobs in the organization Linear programming: a complex mathematical procedure commonly used for project analysis in engineering and business applications: it can determine an optimum or best supply mix solution to minimize costs or other constraints Movement analysis: a technique used to analyze personnel supply, specifically the chain or ripple effect that promotions or job losses have on the movements of other personnel in an organization Vacancy, renewal or sequencing model: analyzes flows of personnel throughout the organization by examining inputs and outputs at each hierarchical or compensation level