Ch8 Flashcards
human resource management (hrm)
set of organizational activities directed a attracting, developing, and maintaining an effective workfoce
job analysis
a detailed study of the specific duties in a particular job and the human qualities required for the job (consists of job description and job specification)
job description
the duties of a job, its working conditions, and the tools, materials, and equipment needed to do it
job specification
specific skills, education, and experience needed to do a job
forecasting the supply of labour
forecasting internal supply – number and type of employees who will be in the firm at some future date
forecasting external supply – number and type of ppl who will be available for hire from the labour market at large
replacement chart
an HR technique that lists each important managerial position, who fills it, how long he/she will be in it before moving on, and which other person is now qualified or will soon be qualified to fill it
- gives co. time to plan and provide experience for ppl chosen as successors
employee information systems (skills inventories)
computerized systems that contain information on each employee’s education, skills, work experience, and career aspirations
- used to identify ppl for transfers/promotions, and to facilitate planning
recruiting
process of attracting qualified ppl to apply for available jobs
internal rec. – considering present employees as candidates for openings (can boost employee morale and keep ppl in the firm)
external rec. – attracting ppl from outside
- private employment agencies are a good source of clerical and technical employees
internship
short-term paid or unpaid position where student focuses on a specific project
negative of Internet applications
lots of unqualified ppl
validation
the process of determining the predictive value of information
assessment centre
series of exercises in which management candidates perform realistic mngmt tasks while being observed by appraisers
video assessment
showing potential hires videos of realistic work situations and asking them to choose a course of action to deal with the situation
behaviour-based interviewing
approach to improving interview validity by asking question that focuses the interview much more on behaviour than on what a person says
orientation
process of introducing new employees to the company’s policies and programs, the co-workers and supervisors that they’ll work with, and the nature of their job
on-the-job training
development programs where employees gain new skills while performing them at work
job rotation
technique where an employee is rotated or transferred from one job to another
off-the-job training
development programs where employees learn new skills at a location away from normal work site
vestibule training
work simulation where the job is performed under conditions closely simulating the actual work environment
management development programs
development programs in which managers’ conceptual, analystical, and problem-solving skills are enhanced
networking
information interactions btwn managers, both in and out of the office, for the purpose of discussing mututal problems, solutions, and opportunities
mentoring
having a more experienced manager sponsor and teach a less experienced manager
performance appraisal
formal program for evaluating how well an employee is performing the job; helps managers to determine how effective they are in recruiting and selecting employees
360-degree feedback
gathering information from a manager’s subordinates, peers, and superiors when assessing manager’s performance
simple ranking method
method of performance appraisal that requires a manager to rank and order each member of a particular department/workgroup from top to bottom or from best to worst
graphic rating scale
statement or question about some aspect of someone’s job performance for which the rater must select the response that fits best
critical incident method
a technique of performance appraisal in which raters recall examples of particularly good or poor performance by an employee and then describe what the employee did that led to success or failure
compensation
what a company offers its employees in return for their work
- incl salaries, incentives, bonuses, benefits, and other
wage
dollars paid based on # of hours worked
salary
dollars paid at regular intervals in return for doing a job, regardless of the amount of time involved
pay surveys
survey of compensation paid to employees by other employers in a particular geographic area, industry, or occupational group
job evaluation
a method for determining the relative value or worth of a job to the organization so that individuals who perform it can be appropriately compensated
incentive programs
special compensation programs designed to motivate high performance
piece-rate incentive plan
compensation system where an organization pays an employee a certain amount of money for every unit produced
pay for performance (variable pay)
individual incentive that rewards a manager for especially productive output
profit-sharing plans
incentive program in which employees receive a bonus depending on firm’s profits
gainsharing plan
distribute bonuses to employees when a company’s costs are reduced through greater work efficiency
pay-for-knowledge plans
encourage workers to learn new skills and become proficient at different jobs
protection plans
a plan that protects employee when their income is threatened/reduced by illness, disability, death, unemployment, or retirement
employment insurance
protection plan that provides basic subsistence payment to employees who are btwn jobs (actively seeking employment)
Canada Pension Plan
provides income to retired ppl through employee and employer taxes that are withheld from payroll
workers’ compensation
mandated insurance that covers individuals who suffer a job-related illness or accident
wellness program
program that concentrates on preventing illness in employees
cafeteria-style benefit plan
flexible approach to providing benefits in which employees are allocated a certain sum to cover benefits and can spend this allocation on the specific benefits they prefer
hr regulations by law
equal employment opportunity, comparable worth, sexual harassment, employee health and safety, and retirement
equal employment opportunity regulations
regulations to protect ppl from unfair or inappropriate discrimination in the workplace
Canadian Human Rights Act
ensures that any individual who wishes to obtain a job has an equal opportunity to apply for it
- applies to all federal agencies, federal Crown corporations, all employees of the federal government, and businesses that do business inter-provincially
- prohibits various practices in recruiting, selecting, promoting, and dismissing ppl
- enforced by Canadian Human Rights Commission
bona fide occupational requirement
when an employer may choose one applicant over another based on overriding characteristics of the job
Employment Equity Act of 1986
federal legislation that designates four groups as employment disadvantaged – women, visible minorities, aboriginal ppl, and ppl with disabilities
comparable worth
legal concept that aims to pay equal wages for work of equal value
quid pro quo harassment
harasser offers to exchange something valuable for sexual favours (ex a promotion)
hostile work environment
subtle form of sexual harassment (jokes, lewd comments, etc)
repetitive strain injury (rsi)
injury that occurs when a worker performs the same functions over and over again
workforce diversity
range of workers’ attitudes, values, beliefs, and behaviours that differ by gender, race, age, ethnicity, etc
knowledge workers
workers who are experts in specific fields and who add value because of what they know, rather than how long they have worked or the job they do
contingent worker
worker who works for a company but not full-time
- part-time, contractors, on-call workers, etc
labour union
group of ppl who work together and achieve shared job-related goals
collective bargaining
process through which union leaders and management personnel negotiate common terms and conditions of employment for those workers represented by the union
union trends
recently more diverse workforce, so unions not as popular
Constitution Act
divided authority over labour regulations btwn federal and provincial govts
Canada Labour Code
legislation that applies to the labour practices of firms operating under the legislative authority of parliament
- four main sections: fair employment practices; standard hours, wages, vacations, and holidays; safety of employees; and Canada industrial relations regulations
fair employment practices
prohibits employer from refusing employment because of someone’s race or religion or using an employment agency that makes the discriminations
standard hours, wages, vacations, and holidays
section deals with various mechanical issues such as standard work hours (8hr work day, 40hr week), maximum hours of work per week (48), overtime pay (atleast 1.5 times normal pay), minimum wages, equal wages for men and women, vacations, holidays, and parental leave
employee safety
section requires that every person running a federal work project will do so in a way that will not endanger the health or safety of any employee
Canadian industrial relations regulations
final major section of CLC deals with all matters related to collective bargaining
provincial labour legislation
each province has legislation to deal withstuff covered in CLC
bargaining unit
individuals grouped together for purposes of collective bargaining
certification vote
a vote supervised by a government representative to determine whether a union will be certified as the sole bargaining agent for the unit
decertification
process by which employees legally terminate their union’s right to represent them
closed shop
employer can only hire union members (greatest union security)
union shop
an employer can hire non-unionized workers, but they must join the union within a certain period
agency shop
all employees for whom the union bargains must pay dues, but they are not required to join the union
open shop
an employer may hire union or non-union workers
collective bargaining
ongoing process involving the drafting and administration of the terms of a labour contract
creating contract terms in collective bargaining
- union is recognized as the exclusive negotiator for its members
- bargaining cycle starts when union leaders meet mngment reps to begin working on a contract – both parties must negotiate in good faith
- tentative agreement is submitted for a ratification vote by union membership
issues that are important to union negotiators
compensation, benefits, and job security
cost-of-living adjustment (cola)
a contract clause specifying that wages will increase automatically with the rate of inflation (CPI)
wage reopener clause
contract clause allows wage rates to be renegotiated at preset times during the life of contract
job security
contracts may dictate that if the workforce is reduced, seniority will determine which employees keep their jobs
impasse
occurs when mngment and labour union are unable to agree on a first-time contract or a contract to replace an agreement that is about to expire
union tactics during impasse
strike, picketing, sympathy strike, wildcat strike, boycott, work slowdown
strike
union members temporarily walk off the job and refuse to work
picketing
members march at the entrance to the company with signs
sympathy strike (secondary strike)
when one union strikes in sympathy with a strike initiated by another union
wildcat strike
strike that is not authorized by the union or that occurs during the life of the contract
boycott
union members agree not to buy the product of the firm that employs them
work slowdown
workers perform their jobs at a much slower rate than usual
mngment responses to impasse
lockout, strikebreakers, contracting to non-union contractors, join employers’ associations
lockout
mngment physically denies employees access to the workplace
strikebreaker
person hired by firm to replace a worker on strike (illegal in quebec and bc(
employers’ association
group of companies that get together to plan strategies and exchange info on how to manage their relations with unions
methods to resolve dispute
conciliation, mediation, and arbitration
conciliation
neutral third party helps the two sides clarify the issues
mediation
neutral third party goes beyond conciliation and advises the parties about steps to take to reach settlement
voluntary arbitration
neutral third party imposes a settlement on the disputing parties that have agreed to submit the dispute to outside judgement
compulsory arbitration
method of settling a contract in which union and mngment are forced to explain positions to a neutral third party which offers binding resolution
