Brainscape's Knowledge GenomeTM


Top Flashcards (Certified)
All Flashcards

ADM 2337 > Final > Flashcards

Final Flashcards

1
Q

Offshoring

A

the business practice sending jobs to other countries, overall goal is to save money

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Outsourcing

A

Contracting out work that was formerly done by employees

One of its key goals is to save money

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Michael Porter’s model

A

substitutes, rival firms, new entrants, customers, suppliers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

human capital

A

the collective brainpower in an organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Pay Equity

A

means equal pay for work of equal value and equal pay for similar or substantially similar work – makes it illegal for employers to discriminate against

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Pay Equality

A

equal pay for equal work – men and women must be paid the same wage doing identical work

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Diversity Management

A

The optimization of an organization’s multicultural workforce to each business objectives

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Employment Equity

A

everyone gets a chance

Employee equity act, Canadian Charter of Rights and Freedoms, Human Rights Act

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Undue Hardship

A

refers to the point where the financial cost or health and safety risks make accommodation impossible

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

BFOR

A

A justifiable reason for discrimination based on business reasons related to safety or effectiveness, which is considered a necessary (not merely preferred) requirement for performing the job

Example: age requirement for driving bus

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Discrimination:

A

To treat someone differently because of a personal characteristic

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Direct (Intentional) Discrimination:

A

the deliberate use of prohibited criteria when making employment decisions, also illegal to have different treatment quality of employees for jobs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Indirect (Unintentional) Discrimination:

A

appear neutral but have adverse effects – job advertisement having a bunch of young white men in the picture (not diverse) – systemic discrimination is the same thing. this is also systemic discrimination.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Job Description

A

is a document that states an overview of the duties, responsibilities and functions of a specific job in an organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Job Specifications

A

is a statement of the qualifications, personality traits, skills, etc. required by an individual to perform the job

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

How are job description and job specifications developed?

A

Developed through job analysis – either work-oriented or worker-oriented

Work-oriented is based on the tasks that need to be completed and their respective importance’s while worker-oriented is created based of KSAOs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

when would job enrichment be beneficial

A

When an employee is feeling unmotivated by work, or that the tasks they are doing could be streamlined/completed differently

A job enrichment to solve this problem is SUGGESTION PROGRAMS – it allows workers to suggest solutions/different approaches to tasks to HR team members, and can have rewards such as bonuses and of course changing the task to the suggested method

The purpose of job enrichment is to make jobs more motivating by increasing meaningfulness, responsibility, and knowledge of the results of a job. This means that an enriched job has a high motivating potential.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Work-Oriented Job Analysis

A

Focus is on generating a list of concise task statements that define the job

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Worker-Oriented Job Analysis

A

Focus is on generating a list of KSAO statements

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Reliability

A

The degree to which interviews, tests, and other selection procedures yield comparable data over time

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Validity

A

the degree to which a test of selection procedure measures a person’s attributes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Construct Validity

A

The extent to which a selection tool measures a theoretical construct or trait

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Criterion Validity

A

The extent to which a selection tool predicts, or significantly correlates with, important elements of work behaviour

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

5 Methods of Recruitment

A

Internal job postings, replacement charts, advertising online, job fairs, employee referrals, LinkedIn

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Inter-rater Reliability
: a selection tool is reliable when it gives consistent results (judges all give you a 7/10)
26
Test-retest Reliability
a selection tool is reliable when it gives consistent results (weigh scale always saying you weigh 130…. But what if you weigh 150?)
27
Content validity
extent to which a selection instrument, such as a test, adequately samples the knowledge and skills needed to perform a particular job
28
Criterion/predictive validity:
extent to which applicants’ test scores match criterion data obtained from those applicants/employees after they have been on the job for an indefinite period
29
4 Criterions to Evaluate Training
Reactions: assessing the participants’ reactions to the training Learning: did they actually learn anything? Behaviour: are they applying what they’ve learned to their jobs? Results, or ROI: bottom line results
30
3 Parts of Needs Assessment
Organization Analysis: Examination of the environment, strategies, and resources of the organization to determine where training emphasis should be placed Task Analysis: the process of determining what the content of a training program should be on the bass of a study of the tasks and duties involved in the job Person Analysis: determination of the specific individuals who need training
31
Advantages of Onboarding
The process of systematically socializing new employees to help them get ‘on board’ with an organization Less turnover from new hires quitting Improved talent acquisition
32
differences between onboarding and orientation training
Onboarding is an ongoing process of building engagement from the first contact until the employee becomes established within the organization Orientation is a stage of onboarding where new employees learn about the company and their job responsibilities. The goal of onboarding is to make the potential employee feel that they want to work here; the goal of orientation is to integrate new employees into the organization as seamlessly as possible.
33
major differences between training and development
Training is mostly short term while development is long-term and continuous Training focuses on the role vs development focuses on the person Training revolves around immediate or the present need while development activities are futuristic
34
two main purposes of performance appraisal (according to your book)
Initiate a dialogue that will help employees improve performance Reveal which employees are not hitting expectations
35
Performance Management
the process for creating a work environment in which people can perform to the best of their abilities in order to meet a company’s goals fluid process
36
Performance Appraisal
the result of process in which a manager evaluates an employee’s performance relative to the requirements of his or her job result
37
criterion deficiency
Aspects of the actual performance that are not measured The performance standards should capture the entire range of an employee’s performance. When they focus on a single criterion to the exclusion of other important but less quantifiable performance dimensions, then the performance management system is said to suffer from criterion deficiency
38
Base Pay vs Variable Pay
The base rate of pay for a job or activity, excluding additional payments such as overtime or bonuses Variable pay is the portion of sales compensation determined by employee performance
39
Straight Piecework
an incentive plan under which employees receive a certain rate for each unit produced
40
Standard Hour Plans
an incentive plan that sets rates based on the compensation of a job in a predetermined standard time
41
Merit Raises
links an increase in base pay to how successfully an employee performs his or her job
42
Bonuses
an amount of money added to wages on a seasonal basis, especially as a reward for good performance
43
Sales Commission
an additional compensation the employee receives for meeting and exceeding the minimum sales threshold. Employers pay employees a sales commission to incentivize the employees to produce more sales and to rewards and recognize people who perform most productively
44
Gainsharing plans
programs under which both employees and the organization share financial gains according to a predetermined formula that reflects improved productivity and profitability
45
Team Bonuses
Cons: free riders, revolt by top performers, management losing sight of individual performance Pros: increased productivity, increased teamwork/corporate culture
46
Profit Sharing
any procedure by which an employer pays, or makes available to all regular employees, in addition to base pay, profits
47
Stock Ownership
giving non-monetary bonuses to employees in the forms of stock in the company, when employee performs well stock prices rise so value increases
48
Equity Theory
Equity theory is a motivation theory that explains how people respond to situations in which they have received less or more than they deserve employees want to feel as though they're being compensated for their work safety
49
Duties of employers:
Providing a hazard-free workplace and complying with the applicable statues and regulations Inform their employees about safety and health requirements Keep certain records
50
Duties of workers:
Comply with all applicable acts and regulations Report hazardous conditions or defective equipment Follow all employer safety and health rules and regulations
51
Duties of supervisors:
Advise employees of potential workplace hazards Ensure that workers use or wear safety equipment, devices, or clothing Provide written instructions where applicable Take every reasonable precaution to guarantee the safety of workers
52
Duties of joint health and safety
Be set up with both union and management representation Establish a no adversarial climate for creating safe and healthy workplaces
53
reasons for safety-related accidents at work
Fatigue Distracted driving Workplace violence Workplace bullying Workplace emergencies
54
Stress and sources of job-related stress
any adjustive demand caused by physical, mental, or emotional factors that require coping behaviour high demand, high effort, low control, low reward
55
Procedural justice:
Procedural justice is the idea of fairness in the processes that resolve disputes and allocate resources: employees perceived fairness of the procedures
56
Interactional justice:
degree to which the people affected by decision are treated by dignity and respect
57
Distributive justice:
equity – getting back what you put in: employees perceived fairness of organizational outcomes
58
Constructive Dismissal
Occurs when an employer commits a significant or fundamental breach of the contract, such as eliminating an important benefit enjoyed by the employee, reducing compensation, or demoting an employee
59
Wrongful Dismissal
A lawsuit filed in a court by an employee alleging that he or she was dismissed without proper contractual or reasonable notice
60
Just Cause
means a legally sufficient reason. Just cause is sometimes referred to as good cause, lawful cause or sufficient cause
61
Mediator
a third party in an employment dispute who meets with one party and then the other to suggest compromise solutions or to recommend concessions from each side that will lead to an agreement
62
Mediation
the use of an impartial third-party neutral to reach a compromise decision in employment disputes
63
Arbitration
The use of an impartial neutral party as decision-maker | to resolve an employment labour dispute by imposing a binding final decision on all parties involved in the dispute
64
Arbitrator
A third-party neutral who resolves a labour dispute by issuing a final decision in the disagreement
65
Reasons for Unionization
Economic needs: employees perceive the union is likely to be effective in improving various economic conditions of employment Dissatisfaction with management: employees may want to unionize when they perceive that managerial practices regarding promotion, transfer, shift assignment, or other job-relate policies are administered in an unfair or biased manner Social and leadership concerns: employees whose needs for recognition and social affiliation are being frustrated may join unions as a means of satisfying these needs
66
Union Organization Process
Employee/union contract: employees investigate advantages of unionizing, and union officials begin to gather information on the needs of the employees Initial organizational meeting: organize all of the collected information, establish communications chains, etc. Formation of in-house organizing committee: composed of employees and their task is to recruit employees to sign authorization cards (saying that they’re willing to be represented by a union) MAJORITY RULES voting process Application to labour relations board and receipt of certificate: with all of the information you need to apply for unionization for receipt of certificate Election of bargaining committee and contract negotiations: who is going to sit at the bargaining table for the union (which employees)
67
Employers during the unionization process
Cannot interfere with the labour relations process or certification Cannot threaten to close the business Cannot dismiss, discipline or threaten employees who wish to join the union Must bargain in good faith
68
Unions during the unionization process
Cannot interfere with the formation of an employer association Cannot intimidate or coerce employees to become members of a union Must provide fair representation for all in the bargaining unit
69
Collective Bargaining Process
Prepare for negotiations Gather data Form bargaining teams Develop strategies Develop management proposals and limits of concession Consider opponents’ goals Make strike plans ``` Conduct negotiations Bargain in good faith Analyze proposals Resolve proposals Stay within bargaining zone ``` Formalize agreement Clarify contract language Ratify agreement
70
PEST acronym
Political: Political stability, country laws, property rights Economic: economic forecasts, currency fluctuations, trade cycles Sociocultural: national culture, human rights, population demographics Technological: information systems, intellectual property, production technology
71
International Corporation
a domestic firm that uses its existing capabilities to move into overseas markets
72
Multinational Corporation
Firm with independent business units operating in multiple countries
73
Global Corporation
a firm that has integrated worldwide operations through a centralized home office
74
Transnational Corporation
a firm that attempts to balance local responsiveness and global scale via a network of specialized operating units
75
Expats
Employees from the home country who are on international assignment
76
Host-country Nationals
Employees who are natives of the host country
77
Third-country Nationals
Employees who are natives of a country other than the home country or the host country
78
Global compensation system
a centralized pay system whereby host-country employees are offered a full range of training programs, benefits, and pay comparable with a firm’s domestic employees but adjusted for local differences
79
Home-based pay
pay based on an expatriate’s home country’s compensation practices
80
Balance-sheet approach
a compensation system designed to match the purchasing power in a person's home country
81
Split pay
a system whereby expats are given a portion of their pay in the local currency to cover their day-to-day expenses and a portion of their pay in their home currency to safeguard their earnings from changes in inflation of foreign exchange rates
82
Host-based pay
expats pay is comparable to that earned by employees in a host country to which the expat is assigned
83
Order of Union Organization Process
Employee/Union Contract Initial Organizational Meeting Formation of In-House Organizing Committee Application to Labour Relations Board and Receipt of Certificate Election of Bargaining Committee and Contract Negotiations

ADM 2337 (3 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions