FINAL ASSESSMENT REVISION

Question 1

*What are the importance of induction program for new employees? (Chp 2)

Answer 1

The importance of an induction program for new employees includes the following key points:

1. Adjustment to the Work Environment: An effective induction program helps new recruits adjust to their working environment, reducing anxiety and stress associated with starting a new job. This adjustment period is crucial for helping them become productive team members quickly .
2. Information Dissemination: It provides essential information about the organization, its culture, policies, and procedures, ensuring that new employees understand their roles and responsibilities from the outset .
3. Building Relationships: Induction programs facilitate the building of relationships between new employees and their colleagues, which can enhance teamwork and collaboration within the organization .
4. Increased Morale and Motivation: A well-structured induction can boost the morale and motivation of new employees, making them feel valued and welcomed in the organization .
5. Reduction of Turnover: By effectively integrating new employees into the company, induction programs can help reduce turnover rates, as employees who feel supported and informed are more likely to stay with the organization .
6. Clarification of Expectations: Induction programs clarify job expectations and performance standards, which can lead to better job performance and satisfaction.

Question 2

What are the key elements that should be included in an effective induction process? (Chp 2)

Answer 2

Key elements that should be included in an effective induction process are:

1. Welcome and Introduction: A warm welcome to the new employees, introducing them to the team and key personnel within the organization to help them feel comfortable and valued .
2. Organizational Overview: Providing an overview of the organization, including its mission, vision, values, and culture, to help new employees understand the context in which they will be working .
3. Job Role and Responsibilities: Clear communication of the new employee’s specific job role, responsibilities, and performance expectations to ensure they understand what is required of them .
4. Policies and Procedures: An overview of important company policies, procedures, and compliance requirements, including health and safety regulations, to ensure new employees are aware of the rules and standards they need to follow .
5. Training and Development Opportunities: Information about available training programs and opportunities for professional development to encourage continuous learning and growth within the organization .
6. Mentorship or Buddy System: Assigning a mentor or buddy to guide the new employee through their initial days, providing support and answering questions as they arise .
7. Feedback Mechanisms: Establishing channels for new employees to provide feedback about the induction process and their initial experiences, which can help improve future induction programs .
8. Follow-Up Sessions: Scheduling follow-up meetings or check-ins after the initial induction period to address any ongoing questions or concerns and to reinforce learning.

Question 3

Describe the four levels of the Kirkpatrick Model of evaluation. (Chp 3)

Answer 3

The Kirkpatrick Model of evaluation consists of four levels that assess the effectiveness of training programs. These levels are:

1. Level 1 - Reaction: This level measures how participants react to the training program. It assesses their immediate feelings and satisfaction regarding the training experience. Questions may include whether they found the training engaging, relevant, and enjoyable. This feedback helps determine if the training met the participants’ expectations .
2. Level 2 - Learning: This level evaluates what participants have learned as a result of the training. It assesses the increase in knowledge, skills, or competencies that occurred during the training. This can be measured through tests, assessments, or practical demonstrations to determine if the training objectives were achieved .
3. Level 3 - Behavior: This level examines the transfer of learning to the workplace. It assesses whether participants are applying what they learned in their job roles and if there are observable changes in their behavior as a result of the training. This evaluation often involves follow-up observations or feedback from supervisors to see if the training has had a practical impact on job performance .
4. Level 4 - Results: The final level measures the overall impact of the training on the organization. This includes evaluating the training’s effect on business outcomes such as productivity, quality, employee retention, and cost reductions. This level aims to determine whether the training has contributed to achieving organizational goals and objectives.

Question 4

What are the different types of employee benefits that organizations typically offer? (Chp 4)

Answer 4

1. Statutory Benefits: These are benefits that are required by law, including:

• Employment Act: Mandates certain benefits for employees.
• Employees Provident Fund Act: Requires contributions to a retirement savings fund.
• Employees’ Social Security Act: Provides social security benefits to employees.

2. Non-Statutory Benefits: These are additional benefits that organizations may choose to offer, which can include:

• Health Insurance: Coverage for medical expenses.
• Retirement Plans
• Paid Time Off: Including vacation days, sick leave, and holidays.
• Flexible Work Arrangements: Options for remote work or flexible hours.
• Life and Disability Insurance: Financial protection for employees and their families.

3. Performance-Based Rewards: Organizations may also implement various methods of rewarding employees, which can include:

• Bonuses: Financial incentives based on performance.
• Profit Sharing: Distributing a portion of profits to employees.

Question 5

How can organizations improve employee engagement to boost overall productivity? (Chp 8)

Answer 5

Organizations can improve employee engagement to boost overall productivity through several strategies:

1. Open Communication:

• Foster a culture of open communication where employees feel comfortable sharing their ideas, feedback, and concerns. Regular check-ins and feedback sessions can help employees feel valued and heard.

2. Recognition and Rewards:

• Implement recognition programs to acknowledge employees’ hard work and achievements. This can include formal awards, shout-outs in meetings, or simple thank-you notes. Recognizing contributions boosts morale and encourages continued effort.

3. Professional Development:

• Provide opportunities for training and professional growth. Offering workshops, courses, or mentorship programs can help employees develop new skills and advance their careers, leading to increased job satisfaction and engagement.

4. Work-Life Balance:

• Promote a healthy work-life balance by offering flexible work arrangements, such as remote work options or flexible hours. Supporting employees in managing their personal and professional lives can lead to higher engagement and productivity.

5. Involvement in Decision-Making:

• Involve employees in decision-making processes, especially those that affect their work. This can increase their sense of ownership and commitment to the organization.

6. Team Building Activities:

• Organize team-building activities to strengthen relationships among employees. This can enhance collaboration and create a more cohesive work environment.

7. Clear Goals and Expectations:

• Set clear goals and expectations for employees. When employees understand what is expected of them and how their work contributes to the organization’s objectives, they are more likely to be engaged and productive.

8. Health and Well-being Programs:

• Implement programs that promote physical and mental well-being, such as wellness initiatives, stress management workshops, or fitness challenges. Healthy employees are generally more engaged and productive.

9. Feedback Mechanisms:

• Establish regular feedback mechanisms, such as employee surveys or suggestion boxes, to gather insights on employee satisfaction and areas for improvement. Act on the feedback received to show employees that their opinions matter.

10. Leadership Development:

• Invest in leadership development to ensure that managers are equipped to engage and motivate their teams effectively. Good leadership is crucial for fostering a positive work environment.

Question 6

*Explain the process of disciplinary action. (Chp 9)

Answer 6

1. Misconduct.
2. Identification of violations
3. Determining the appropriate disciplinary actions.
4. Communicate with the employees (To inform them about the disciplinary action); give a show cause letter. (if the employee rejects the letter, will proceed to domestic inquiry)
5. Documentations (The documentation of disciplinary action process; nature of misconduct, investigation process, decision made, and steps need to be taken to overcome the problem).
6. Follow-up and monitoring (monitoring employees’ behavior to ensure compliance)

Question 7

*Common causes of industrial disputes.
(Chp 10)

Answer 7

Common causes of disputes;
- Wage issue
- unfair practices (retrenchment, etc..)
- Overworking employees
- Harassment/discrimination
- Employers don’t recognize trade union.

Question 8

*Methods can be used to resolve industrial disputes. (Chp 10)

Answer 8

Resolving the disputes;
1. Negotiation (trade union)
2. Conciliation (gov agency; labor department/IR department)
3. Mediation (using 3rd party; can be anyone, not only gov. agency)
4. Arbitration (using 3rd party; IR experts, lawyers, ex-judges, law experts)
5. Strike/Pickets

Here are definitions and explanations for negotiation, conciliation, mediation, arbitration, strike, and picket:

1. Negotiation:

• Negotiation is a process in which two or more parties engage in discussions to reach an agreement on specific issues. It involves communication, bargaining, and compromise to resolve differences and find mutually acceptable solutions. Negotiation can occur in various contexts, including business deals, labor relations, and personal disputes.

2. Conciliation:

• Conciliation is a process where a neutral third party (the conciliator) assists the disputing parties in reaching a voluntary agreement. The conciliator helps facilitate communication, clarifies issues, and suggests solutions, but does not impose a decision. Conciliation is often used in labor disputes to help resolve conflicts before they escalate.

3. Mediation:

• Mediation is similar to conciliation but typically involves a more active role for the mediator. The mediator is a neutral third party who helps the disputing parties communicate and negotiate a resolution. Unlike conciliation, mediation may involve more structured sessions and techniques to guide the parties toward a mutually acceptable agreement. The mediator does not have the authority to impose a solution.

4. Arbitration:

• Arbitration is a formal process in which a neutral third party (the arbitrator) makes a binding decision to resolve a dispute. The parties present their cases to the arbitrator, who then issues a ruling that both parties must accept. Arbitration is often used in labor disputes and contractual disagreements as an alternative to litigation.

5. Strike:

• A strike is a work stoppage initiated by employees, usually organized by a trade union, to protest against working conditions, wages, or other employment-related issues. During a strike, employees refuse to work until their demands are met or negotiations with the employer are resumed. Strikes are a form of collective action aimed at exerting pressure on employers.

6. Picket:

• A picket is a form of protest where employees, often organized by a trade union, gather outside their workplace or another location to express their grievances. Picketing typically involves holding signs, chanting slogans, and raising awareness about the issues at stake. Pickets are legal as long as they are peaceful, do not obstruct entrances or exits, and do not intimidate others , .

These concepts are essential in understanding labor relations and conflict resolution in various contexts.

Question 9

*Describe potential biases in performance appraisal. (Chapter 4)

Answer 9

• Recency effect
• Halo effect
• Central tendency
• Prejudice and stereotyping
• Decision fatigue

Here are explanations for halo effect, recency effect, decision fatigue, prejudice/discrimination, and central tendency:

1. Halo Effect:

• The halo effect is a cognitive bias where an individual’s overall impression of a person influences their feelings and thoughts about that person’s specific traits or behaviors. For example, if an employee is perceived as friendly and likable, a manager may also assume they are competent and hardworking, even if there is no evidence to support that assumption. This can lead to skewed performance appraisals and decision-making.

2. Recency Effect:

• The recency effect is a cognitive bias where individuals give greater importance to the most recent information they have received when making judgments or decisions. In performance evaluations, for instance, if an employee has performed exceptionally well in the last few weeks, a manager may overlook their earlier performance issues and rate them more favorably based on recent behavior.

3. Decision Fatigue:

• Decision fatigue refers to the deteriorating quality of decisions made by an individual after a long session of decision-making. As people make more decisions, their ability to make thoughtful and rational choices diminishes, leading to impulsive or poor decisions. In a workplace context, this can affect managers and employees alike, resulting in less effective performance evaluations or choices.

4. Prejudice/Discrimination:

• Prejudice refers to preconceived opinions or attitudes about individuals or groups, often based on characteristics such as race, gender, age, or other attributes. Discrimination is the behavior that results from prejudice, where individuals are treated unfairly or unequally based on these biases. In the workplace, prejudice and discrimination can lead to unequal opportunities, biased performance evaluations, and a toxic work environment.

5. Central Tendency:

• Central tendency is a bias that occurs when evaluators avoid extreme ratings and instead rate most individuals as average or near the midpoint of a scale. This can happen in performance appraisals when managers are reluctant to give very high or very low ratings, leading to a lack of differentiation among employees. As a result, high performers may not receive the recognition they deserve, while underperformers may not be adequately addressed.

These biases can significantly impact performance appraisals, decision-making, and overall workplace dynamics, highlighting the importance of awareness and strategies to mitigate their effects .

Question 10

*What are the characteristic of the effective rewards that can drive employee behavior? (Chp 6)

Answer 10

• Allow many employees to be winners.
• Be perceived as fair by employees.
• Be perceived as achievable, which can drive them towards good behavior.
• Be perceived as attractive.

Question 11

*Why do employees join trade union? (Chp 10)

Answer 11

• To have a voice
• To gain bargaining power and fight for more wages, benefits and less work (as in not working more hours)
• To ensure their employment rights are protected.
• To show their solidarity with other workers
• To have opportunity to socialize with other workers.

Question 12

*What are the advantages and disadvantages of joining trade union? (Chp 10)

Answer 12

Advantages;
- Protection of employees rights; employment security from unfair treatments, layoff, etc.

Disadvantages;
- Need to pay membership fees (can be a financial burden for lower income employees).
- Members can be victimized by the organizations (can locked-out employees if they join strike).

Question 13

*What are employees rights to strike according to the Employment Act? (Chp 10)

Answer 13

• Must be a member of trade union.
• Dispute must exist.
• A secret ballot is held prior to starting the strike.
• 2/3 of workers agree to strike.
• Ballot must be sent to the Department of trade union for verification.
• workers must wait at least a week before commencing the strike.

Situations when strike is illegal;
- Questioning union’s recognition
- Collective agreement
- Managerial prerogative
- Case transferred to industrial court.