D351 - Functions in Human Resources

Scheduled maintenance: 13 January 2026 from 09:00 to 11:00 D351 - Functions in Human Resources Leave the first rating Terms in this set (254) Western Governors UniversityD 351 Save Explain why relationship building and engagement are important in both human resource management and your personal life.The people within an organization are one of the primary means of creating a competitive advantage for the organization.Identify the difference between the traditional view of human resource management (HRM) and the present view.HR is transforming from clerical support to a strategic business partner that makes data-driven decisions.Identify the major challenges that HR managers face in a modern organization Upskilling the workforce to manage the AI revolution and extracting value from big data Four critical dependent variables that managers must control in order to

compete in a modern organization:

productivity, employee engagement, turnover, and absenteeism

Four major HRM skill sets: technical, interpersonal, conceptual and design,

business

Line manager's six HRM

responsibilities:

legal considerations, labor cost controls, leadership & motivation, training & development, appraisal & promotion, and employee safety & security

Eight major HRM discipline areas: legal, staffing, training and development,

employee relations, compensation and benefits, safety, ethics, and analytics Explain the five parts of the practitioner's model for HRM On the first level are the items that are absolutely critical to the organization.The second level encompasses those things that are required to identify the kinds of jobs that must be filled and then to recruit and select the right types of people.As we get into the third tier, we concern ourselves with management of the human resources.In the fourth tier, we look at how to reward and maintain employees.Finally, in the top tier, minimize unnecessary turnover and dissatisfaction.business skillsThe analytical and quantitative skills—including in- depth knowledge of how the business works and its budgeting and strategic-planning processes— that are necessary for a manager to understand and contribute to the profitability of the organization

conceptual and design skills The ability to evaluate a situation, identify alternatives, select a reasonable alternative, and make a decision to implement a solution to a problem cost centerA division or department that brings in no revenue or profit for the organization—running this function only costs the organization money effectivenessA function of getting the job done whenever and however it must be done efficiencyA function of how many organizational resources were used in getting the job done employee engagementA combination of job satisfaction, ability, and a willingness to perform for the organization at a high level and over an extended period of time employee experienceEmployee engagement as well as the totality of other interactions between the individual and their workplace and whether those interactions are positive or negative overall human resources (hr)The people within an organization interpersonal skillsThe ability to understand, communicate, and work well with individuals and groups through developing effective relationships

knowledge workersWorkers who "use their head more than their hands" and who gather and interpret information to improve a product or process for their organizations line managersThe individuals who create, manage, and maintain the people and organizational processes that create whatever it is that the business sells productivityThe amount of output that an organization gets per unit of input, with human input usually expressed in terms of units of time Productivity CenterA revenue center that enhances the profitability of the organization through enhancing the productivity of the people within the organization Revenue CentersDivisions or departments that generate monetary returns for the organization staff managersIndividuals who advise line managers in some field of expertise sustainable competitive advantage an advantage that cannot be copied by the competition technical skillThe ability to use methods and techniques to perform a task Identify the major components of the external environment.Customers, competition, suppliers, labor force, shareholders, society, technology, economy, and government