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SHRM Overall theories/concepts/principles (T7 Performance Management (T7.3…
SHRM Overall theories/concepts/principles
T1 SHRM explained
T1.3 Levels of linkage ee strategic planning and HRM
Two-way linkage
Administrative linkage
Integrative linkage
One-way linkage
T1.4 Competitive advantage strategies
Differentiation
Cost leadership
T1 Directional (growth) strategies
External growth
Internal growth
Downsizing (rightsizing)
Concentration
T2 Legal environment
T2.3 Sexual harassment
Quid pro quo
Hostile work environment
T2.4 Occupational health and safety - safety awareness programmes
Identify hazards
Reinforce safety
Promote safety
T2.2 Equal employment opportunity - 3 theories of discrimination
Disparate impact
Reasonable accommodation
Disparate treatment
T3 Job analysis and work design
T3.2 Work-flow analysis - identifies:
Processes
Work inputs
Work outputs
T3.3 Organisational structure
Dimensions
Departmentalisation
Centralisation
Structural configuration
Functional structures
Divisional structures
T3.4 Job analysis - components
Creating job descriptions
Creating job specifications
T3.5 Job analysis - approaches
Motivational
Biological
Mechanistic
Perceptual-motor
T4 Recruitment
T4.2 Process
Set goals and strategic plans to address this
Implement and evaluate the goals and plans
Estimate labour surplus or shortage
Transition matrix
Leading indicator
T4.4 Policies
Lead-the-market pay strategies
Employment-at-will policies
Internal v external recruitment
Image advertising
T4.5 Sources
Direct applicants and referrals
Sources of recruits and forms of advertising
The recruiter
T5 Selection and retention
T5.2 Standards
Reliability
Validity
Utility
Legality
Generalisability
T5.3 Selection methods
References and biographical data
Physical ability tests
Interviews
Cognitive ability tests
Personality inventories
Work samples
Honesty tests and drug tests
T5.4/5 Turnover
T4.4 Involuntary
Principles of Justice
Procedural justice
Interactional justice
Outcome fairness
Fundamental principles
Progressive discipline
Alternative dispute resolution
Outplacement counselling
Employee assistance programmes
T4.5 Voluntary
Causes of Job dissatisfaction
Role conflict
Role overload
Role ambiguity
Role under-load
Interventions
Job enrichment
Job rotation
T6 Training
T6.2 Effective training steps
Needs assessment
Ensuring employee's readiness for training
Creating a learning environment
Ensuring transfer of training
Selecting training methods
Evaluating training programmes
T6.5 Special training issues
Cross-cultural
Diversity
Onboarding and socialising
T6.1 Continuous learning for a competitive advantage
Informal learning
Knowledge management
Formal training
T7 Performance Management
T7.2 Purposes of system
Strategic
Administrative
Developmental
T7.2 Features of system
Validity
Reliability
Acceptability
Specificity
T7.1 System parts
Measurement through performance appraisal
Performance feedback
Specifies which aspects of performance are relevant to the organisation
T7.3 Measurement approaches
Attribute
Results
Comparative
Quality
Behavioural
T7.4 Limitations
Rater errors
Politics
T8 Employee Development
T8.2 Approaches
Assessment
Interpersonal relationships
Formal education programmes
Job experiences
T8.3 Career management
Self-assessment
Reality check
Goal-setting
Action planning
T8.1 Considerations
Protean career
Boundary-less careers
Career resilience
Independent development plan (IDP)
T8.4 Special issues
Melting the glass ceiling
Succession planning
T9 Compensation
T9.3 Approaches
Profit-sharing
Individual incentives
Ownership
Merit Pay
Gain-sharing
Group incentives and team awards
Managerial and executive pay
T9.4 Benefits
Private group insurance
Retirement income
Social insurance
Pay for time not worked
Family-friendly policies
T9.3 Impacting theories
Reinforcement Theory
Expectancy Theory
Equity Theory
Agency Theory
T10 Global environment
Transnational HRM system
Transnational representation
Transnational process
Transnational scope
T10.2 Factors to consider
Education - human capital
Economic system
National cultures
Political-legal system
T10.4 - Strategic HRM
Functions
Transformational
Traditional
Transactional
Improving effectiveness
Measuring HRM effectiveness
Improving HRM effectiveness
Developing a strategy for HRM