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Promotional: Chief Officer > 7. Human Resources Management > Flashcards

7. Human Resources Management Flashcards

1
Q

An evolving process for recognizing different cultures and ethnicities in order to create a global-thinking approach to problem solving and to increase organizations performance through enhanced city, department, and employee awareness. (p. 177)

A

diversity

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2
Q

The degree to which a workplace or organization has created an environment where all members are treated fairly, have equal access to opportunities and resources, and can contribute fully to the organization’s success. (p. 177)

A

inclusiveness

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3
Q

This act prohibits employment discrimination based on an individual’s race, color, religion, sex or national origin. (p. 178)

A

Civil Rights Act of 1964 (Title VII)

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4
Q

The Civil Rights Act of 1964 (Title VII) led to the establishment of the __________ and affirmative action programs. (p. 178)

A

U.S. equal employment opportunity commission

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5
Q

__________ is a proactive method of hiring that encourages employers to seek individuals of groups that have historically been discriminated against, such as minority groups, women, or individuals with disabilities, for qualified positions in their companies. (p. 178)

A

affirmative action

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6
Q

A workplace __________ program seeks to address issues related to Human Resources, internal communications, interpersonal relationships, conflict resolution, quality, productivity, and efficiency. (p. 179)

A

diversity

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7
Q

Chief Officers should establish a __________ team or committee that is representative of that of the organization. (p. 179)

A

diversity

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8
Q

To manage change, the team must determine the present cultural makeup of the organization, which can be accomplished through organization-wide anonymous __________. (p.180)

A

surveys

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9
Q

Inclusivity within organizations consist of __________ that enables members to discuss and solve problems. (p. 181)

A

language

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10
Q

A __________ in discrimination claims and personnel disputes and conflicts, as well as improved morale, show the internal success of the workplace diversity program. (p. 181)

A

reduction

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11
Q

__________ monitoring can include periodic interviews, and discussions during job-performance evaluations. (p. 181)

A

constant

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12
Q

__________ demographics consist of data that characterizes the people who compose the available work force. The data includes statistical categories such as age, sex, ethnicity, religion, and race, among others. (p.182)

A

human resources

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13
Q

__________ vary regionally and among urban, suburban, rural, and frontier areas. (p. 182).

A

demographics

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14
Q

Sources for demographic data on the national, state, and local levels in the United States are the U.S. Census Bureau, U.S. Department of Labor, __________, and the state, regional, and local government agencies. (p. 182)

A

U.S. Department of Health and Human Services

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15
Q

The __________ step in creating an inclusive and diverse workforce is to evaluate the demographics of the existing workforce. (p. 183)

A

first

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16
Q

A diversity __________ should be conducted within the organization. Analysis of the data will justify the need for professional development, mentoring programs, career planning sessions, and recruitment programs. (p. 183)

A

appraisal

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17
Q

what is this diversity advantage: Mirroring the demographics of the workforce in the community of service area means that the pool of highly desirable and eligible workers is increased. (p. 184)

A

ability to recruit the best available personnel

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18
Q

what is this diversity advantage: As the organization becomes more diverse, its public image improves, increasing the goodwill between the organization and various cultural groups. (p. 184)

A

improved image of the organization

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19
Q

What is this diversity advantage: The membership recognizes that opportunities based on ability to improve morale for all members of the organization. (p. 184)

A

increased personnel morale

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20
Q

what is this diversity advantage: The diversity of backgrounds and experiences provides greater opportunity for creative and innovative development. (p. 184)

A

increased creativity and innovation in the organization

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21
Q

what is this diversity advantage: Diversity of the membership increases the perspectives available for problem solving. (p. 184)

A

improved problem solving

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22
Q

what is this diversity advantage: Practice in responding to a broad range of needs causes the organization to try a variety of solutions to challenging situations. (p. 184)

A

more organizational flexibility

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23
Q

what is this diversity advantage: Inclusiveness creates a work environment that is based on equal opportunity so that all members have opportunities to reach their full career potential. (p. 184)

A

increased opportunity

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24
Q

what is this diversity advantage: Inclusiveness allows the organization to deliver a full range of services to the entire community. (p. 184)

A

improved overall capability

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25
Q

__________ may include factors such as a lack of physical resources, time constraints, budgetary concerns, or attitude issues. (p. 184)

A

barriers

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26
Q

What are the advantages to creating an inclusive and diverse fire and emergency service organization? (p. 184)

A
  1. Ability to recruit the best available personnel
  2. improved image of the organization
  3. increased personnel morale
  4. increased creativity and innovation in the organization
  5. improved problem solving
  6. more organizational flexibility
  7. increased opportunity
  8. improved overall capability
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27
Q

In the early 20th century, public-sector workers began to form labor organizations, also known as __________, for better salaries and some of the benefits that private-sector workers enjoyed. Labor organizations represent many fire and emergency service personnel in career, industrial, and combination departments/organizations. (p. 184)

A

unions

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28
Q

_________ are dealt with through an established process that aims to result in fair and equitable resolutions. (p. 184)

A

grievances

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29
Q

In the __________ sector, the fire and emergency services organization is the primary provider of fire protection in a response area. (p. 185)

A

public

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30
Q

Public-safety employees have seldom been given the right to __________, a tool that most private-sector labor organizations still have. (p. 185)

A

strike

31
Q

In the __________ __________ process, management and labor organization teams develop an agreement that the membership votes on to approve or reject. (p. 185)

A

collective bargaining

32
Q

Both public and private sector organizations routinely negotiate member __________. (p. 185)

A

salaries

33
Q

The purpose of labor/management negotiations is to create a __________ between the organization’s management and the represented employees. (p. 185)

A

contract

34
Q

The __________ defines the responsibilities and obligations of both parties to the agreement and may define employee wages, salary, benefits, and working conditions, though they may not specify all aspects of those conditions. (p. 185)

A

contract

35
Q

What does the negotiating process hinge on? (p. 185)

A

communication

36
Q

This initiative has suggestions for solving communications problems that are valid for both sides of the negotiation process. (p. 186)

A

labor-management initiative

37
Q

Negotiators must think before speaking while also carefully selecting words and phrases, and voice inflections and facial expressions, to ensure the message is delivered as intended to ensure what? (p. 186)

A

quality communications

38
Q

Communicators must do this and tailor the message so it is received and understood correctly. (p. 186)

A

understand the audience

39
Q

Negotiators relay the message and then use questions to ensure that the other side understands. They listen for feedback, watch for nonverbal signals, and focus on the context and content of the message. This is called what? (p. 186)

A

holding two-way dialogues

40
Q

Three suggestions from the Labor-Management Initiative (LMI) for solving communication problems: (p. 186)

A
  1. ensure quality communications
  2. understand the audience
  3. Hold two-way dialogues
41
Q

The International Association of Fire Fighters (IAFF) and __________ signed an agreement outlining the components of a good labor/management relationship. Representatives of both groups are available to provide training to labor and management leaders on the process of effective and efficient labor relations. (p. 186)

A

international association of fire chiefs

42
Q

__________ sessions are usually scheduled after the labor organization issues a formal call for proposals. These dates are arbitrary and should provide sufficient time before the end of the contract to complete negotiations. (p. 186)

A

bargaining

43
Q

Constitutional items such as the preamble and purpose of the agreement, terms the agreement covers, reopening conditions, and amendments. (p. 187)

A

routine clauses

44
Q

Items that describe the bargaining unit the agreement covers. These list the steps by which a labor organization in recognized as an employee representative. (p. 187)

A

clauses affecting labor organization security

45
Q

Items that recognize that management has the right to decide matters the agreement does not cover. (p. 187)

A

clauses describing the rights and prerogatives of management

46
Q

Items regarding discipline, termination, and the process for filing a grievance. (p. 187)

A

sections that describe how the organization will handle employee grievances

47
Q

Areas such as wages, salaries, and non-cash benefits; hours, holidays, vacations and leaves; apprenticeships and training; hiring and firing; safety; and strikes and lockouts. (p. 187)

A

sections that list the conditions of employment

48
Q

5 areas Labor-Management contract cover:

A
  1. Routine Clauses
  2. Clauses affecting labor organization security
  3. clauses describing the rights and prerogatives of management
  4. sections that describe how the organization will handle employee grievances
  5. sections that list the conditions of employment
49
Q

It is recommended to know what __________ fire and emergency service members earn in nearby organizations and what they earn in similar organizations around the country for negotiations. (p. 187)

A

wages

50
Q

Analyze the provisions of the current __________ and identify any problems involved in its operation. Provisions that are not effective become items for negotiations during the next bargaining session. (p. 187)

A

contract

51
Q

Be aware of additional agreements that should be considered during contract negotiations. These agreements are between the labor organization and the AHJ, which carry the same force as the underlying contract. __________ agreements do not necessarily expire when parties reach consensus on a collective bargaining agreement. (p. 187)

A

side

52
Q

Know the differences between which degrees of importance as determined by law? (p. 187)

A

mandatory vs. discretionary

53
Q

__________ should enter the bargaining session with proposals to present to labor negotiators as well as a list of new and continuing demands they want to discuss. (p. 188)

A

management

54
Q

Good __________ conditions help attract and retain capable people and increase productivity. They also help labor leaders, who prefer representing satisfied employees. (p. 188)

A

working

55
Q

A situation during bargaining in which no progress is possible and the two sides negotiating an agreement are unable to reach an agreement. (p. 188)

A

impasse

56
Q

A written agreement that is ancillary to the primary contract in a collective bargaining agreement. It may be used to clarify or supplement the original contract. (p. 187)

A

side agreements

57
Q

A third, neutral party talks with each side and discovers the issues and concerns that are stalling negotiations. The results are not binding on either party. (p. 188)

A

mediation

58
Q

Hear evidence from both sides in the dispute and determine a binding solution. Neither management nor labor particularly likes the procedure because it takes the final decision out of their control. (p.188)

A

arbitration

59
Q

This form of arbitration involves each side offering what is supposed to be its most generous offer on each issue to be resolved. The arbitrator must choose one of the offers on each issue without compromise. (p. 188)

A

final offer arbitration

60
Q

This method has arbitrators look at facts and then develop suggested solutions. These suggestions are not binding. The procedure identifies facts that can convince government officials and other policy-making bodies to make concessions in return for a settlement. (p. 189)

A

fact-finding

61
Q

A labor organization uses a __________ as the last resort when it sees no other way around an impasse or wants to pressure management to grant concessions. (p. 189)

A

strike

62
Q

Fire and emergency services organizations may use __________ programs to help ensure long-term retention of experienced members. In career, industrial, and military fire and emergency services organizations, these are included in the compensation package or the labor/management agreement. (p. 189)

A

incentive

63
Q

Money paid directly to employees in exchange for their labor. (p. 190)

A

direct monetary incentives

64
Q

Money paid out not included in direct compensation. This form of compensation is often understood as the portion of an employee’s contract that covers items such as temporary leaves of absence, benefits, and retirement plans. (p. 190)

A

indirect monetary incentives

65
Q

The types of rewards not a part of an employee’s pay. Compensation of this nature can include: paid training, social events, and team leadership opportunities. (p. 190)

A

non-monetary incentives

66
Q

__________ planning is a proactive approach that ensures that personnel hired, trained, and promoted today will have the skills to meet tomorrow’s challenges. It involves matching the job requirements with the skills of the position applicants. (p. 191)

A

succession

67
Q

Many AHJs restrict operations activities in confined spaces to formally trained personnel. This restriction is often due to outside requirements on the organization such as __________ regulations and National Fire Protection Association standards. (p. 191)

A

occupational safety and health administration (OSHA)

68
Q

__________ stress develops with major events that exceed the normal level of stress and ability of the body to cope. It can have immediate as well as long-term debilitating effects. (p. 193)

A

critical

69
Q

A __________ health program must be part of the safety and health program of the organization and contain a stress crisis intervention assistance program. This program is intended to relieve the stress experienced immediately after incidents such as: mass casualties, suicides, and incidents generating excessive media attention. (p. 193)

A

behavioral

70
Q

The behavioral health program should include a stress crisis _________ team to provide the necessary support for affected members. It consists of emergency services personnel, affected healthcare professionals, and clergy. (p. 193)

A

intervention

71
Q

In recent years, an ever-increasing number of firefighters and emergency service members are dying by __________. To address this trend, it has become an industry best practice to support members in crisis by creating a formal peer-support program designed to encourage them to talk about issues affecting them before they become overwhelming. (p. 194)

A

suicide

72
Q

Studies indicate that as many as __________ % of those individuals who received assistance programs counseling returned to full productive status within the workforce. The programs can also reduce the cost of prolonged medical care and lost-time benefits, and improve employee morale. (p. 195)

A

80

73
Q

NFPA __________ requires the establishment of assistance programs within the fire and emergency services organization. If one is available, a health and safety officer acts as liaison with the assistance program providers. (p. 195)

A

1500

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