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Human Resources > Final Exam CH 10-13 > Flashcards

Final Exam CH 10-13 Flashcards

1
Q

What is Performance Management?

A

the process encompassing all activities related to improving employee performance, productivity, and effectiveness

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2
Q

Performance Management Process?

A
  1. Defining Performance Expectations and Goals – make sure that job duties and job standards are clear
  2. Providing Ongoing Feedback and Coaching – achieved through open two-way communication
  3. Conducting Performance Appraisal and Evaluation Discussions
  4. Determining Performance Rewards/Consequences – ex. Promotions, salary increases, and bonuses
  5. Conducting Development and Career Opportunities Discussions
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3
Q

What are the Formal Appraisal Methods?

A
  • Graphic Rating Scale
  • Alternation Ranking Method
  • Paired Comparison Method
  • Forced Distribution Method
  • Critical Incident Method
  • Narrative Forms
  • Behaviourally Anchored Rating Scales (BARS)
  • Management by Objectives (MBO)
  • Computerized and Web-Based Performance Appraisal
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4
Q

what is Graphic Rating Scale?

A

a scale that lists a number of traits and a range of performance for each
- the employee is then rated by identifying the score that best describes his or her level of performance for each trait (see page 269)

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5
Q

what is Alternation Ranking Method?

A

ranking employees from best to worst on a particular trait (pg. 271)

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6
Q

what is Paired Comparison Method ?

A

ranking employees by making a chart of all possible pairs of employees for each trait and indicating the better employee of the pair

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7
Q

what is Forced Distribution Method?

A

– predetermined percentages of rates are placed in various performance categories
Ex. It may be decided to distribute employees as follows: 15% high performers, 20% high-average,
30% average, 20% low-average, and 15% low performers

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8
Q

what is Critical Incident Method ?

A

– keeping a record of uncommonly good or undesirable examples of an employee’s work-related behaviour and reviewing the list with the employee at predetermined times

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9
Q

what is Behaviourally Anchored Rating Scales (BARS)

A

– an appraisal method that aims to combine the benefits of narratives, critical incidents, and quantified ratings by anchoring a quantified scale with specific narrative examples of good and poor performance

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10
Q

what is Management by Objectives (MBO) ?

A

– involves setting specific measurable goals with each employee then periodically reviewing the progress made

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11
Q

what are the Five Components of Total Rewards?

A
  1. Compensation - includes direct financial payments (wages, salaries, incentives etc.)
  2. Benefits - includes indirect payments in form of financial benefits (insurance/vacation)
  3. Work/Life Programs - programs that help employees do their jobs effectively (ex. flexible scheduling)
  4. Performance and Recognition – includes pay-for-performance and recognition programs
  5. Development and Career Opportunities – focuses on planning for the advancement and/or change in responsibilities to best suit individual skills, talents, and desires (tuition assistance, coaching/mentoring)
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12
Q

what are the Basic Considerations in Determining Pay Rates?

A
  1. Legal Requirements
    • Employment/Labour Standards Act
    • Pay Equity Acts
    • Human Rights Acts
    • Canada/Quebec Pension Plan
  2. Union Issues
  3. Compensation Policy
  4. Equity
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13
Q

steps in establishing Pay rates?

A
  1. Determine the worth of jobs within the organization through job evaluation (to ensure internal equity), and group jobs with similar worth into pay grades
  2. Conduct a wage/salary survey of what other employers are paying for comparable jobs (to ensure external equity)
  3. Combine the job evaluation (internal) and salary survey (external) information to determine pay rates for the jobs in the organization
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14
Q

Parts of Job Evaluation?

A

Compensable Factors – a fundamental, compensable element of a job, such as skill, effort, responsibility, and working conditions
Benchmark Job – a job that is critical to the firm’s operations or commonly found in other organizations
- Classification/Grading
- Points Method

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15
Q

what is the Grading Method of Categorizing jobs into groups?

A

Classes – groups of jobs based on a set of rules for each class, such as amount of independent
judgement, skill, physical effort, and so forth
- classes usually contain similar jobs – such as all secretaries
Grades – groups of jobs based on a set of rules for each grade, where jobs are similar in difficulty but
otherwise different
-grades often contain dissimilar jobs, such as secretaries, mechanics, and fire fighters
Grade/Group Description – a written description of the level of compensable factors required by jobs
in each grade
- used to combine similar jobs into grades or classes

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16
Q

What is the point method of categorizing jobs into groups?

A

The job evaluation method in which a number of compensable factors are identified, the degree to which each of these factors is present in the job is determined, and an overall point value is calculated

17
Q

What are the steps in the point method?

A
  1. Preliminary Steps
    - necessary to have current job descriptions and job specifications based on a thorough job analysis
    - foundation of the job evaluation plan is a number of compensable factors which must be agreed upon
    - each sub factor must be carefully defined to ensure that the evaluation committee members will apply them consistently
  2. Determine Factor Weights and Degrees
  3. Assign Points for Each Degree of Each Sub-Factor
  4. Evaluate the Jobs
18
Q

ways to conduct a salary survey?

A
  • informal communication with other employers
  • reviewing newspaper and Internet job ads
  • surveying employment agencies
  • buying commercial or professional surveys
  • reviewing online compensation surveys
  • conducting formal questionnaire-type surveys with other employers
19
Q

what is pay for knowledge?

A

Pay-for-Knowledge systems are known as competency-based pay (for management and professional employees) and skill-based pay (for manufacturing employees). These plans pay employees for the range, depth, and types of knowledge that they are capable of using, rather than for the job that they currently hold. Competencies are individual knowledge, skills and behaviours that are critical to successful individual or corporate performance based on their relation to the organization’s visions, values, and business strategy.

20
Q

five elements in an executive/managerial compensation package?

A
  • salary
  • benefits
  • short-term incentives
  • long-term incentives
  • perquisites
21
Q

Steps in Developing a BARS?

A
  1. Generate Critical Incidents – people who know the job being appraised are asked to describe specific illustrations (critical incidents) or effective and ineffective performance
  2. Develop Performance Dimensions – these people then cluster the incidents into a smaller set of performance dimensions
  3. Reallocate Incidents – another group of people reallocate the original critical incidents
  4. Scale the Incidents – this group is asked to rate the behaviour described in the incident as to how effectively or ineffectively it represents performance on the appropriate dimension
  5. Develop the Final Instrument – a subset of the incidents is used as behaviour anchors for each dimension
22
Q

what are the Advantages and Disadvantages of BARS?

A
  1. A more accurate measure
  2. Clearer standards
  3. Feedback
  4. Independent dimensions
  5. Consistency
23
Q

What some Rating Scale Problems?

A
  1. Unclear Performance Standards - too open to interpretation of traits and standards
  2. Halo Effect - supervisor’s rating biases the rating of them on other traits
  3. Central Tendency- tendency to rate all employees in middle of the scale
  4. Leniency/Strictness - supervisor has a tendency to rate all employees high or low
  5. Appraisal Bias- tendency to allow individual differences (age, race, sex) to affect ratings
  6. The Recency Effect- rating error that occurs when ratings are based on the employee’s most recent performance
  7. Similar-to-Me Bias
24
Q

what is a 360-Degree Appraisal ?

A

a performance appraisal technique that uses multiple raters including peers, employees reporting to the appraise, supervisors, and customers

25
Q

way to properly conduct an interview?

A
  1. Be direct and specific
  2. Do not get personal
  3. Encourage the person to talk
  4. Develop an action plan
26
Q

How to Handle Criticism and Defensive Employees?

A
  • recognize that defensive behaviour is normal
  • never attack a person’s defences
  • postpone action; sometimes best to do nothing at all
  • recognize human limitations; don’t expect to be able to solve every problem that comes up
27
Q

what are some Incentives for Operations Employees?

A

a) Piecework Plans – a system of pay based on the number of items processed by each individual worker in a unit of time, such as items per hour or items per day
b) Standard Hour Plan – a plan by which a worker is paid a basic hourly rate + an extra percentage of his/her base rate for production exceeding the standard per hour or per day
- similar to piecework payment but is based on a percentage premium
c) Team or Group Incentive Plans – a plan in which a production standard is set for a specific work group and its members are paid incentives if the group exceeds the production standard

28
Q

what are some Incentives for Senior Managers and Executives?

A

a) Short-Term Incentives: The Annual Bonus
b) Long-Term Incentives
- Capital Accumulation Programs
- Stock Options
- Plans Providing Share “Units”

29
Q

what Three basic issues should be considered when awarding short-term incentives?

A

1) Eligibility – Decided in one of three ways:
- key position
- salary-level
- salary grade
2) Fund-Size Determination – Some companies use:
- non-deductible formula - straight percentage is used
- deductible formula – assumes that the short-term incentive should begin to accumulate only after the firm has met a specified level of earnings
3) Individual Awards
- split-award method – breaks the bonus into two parts; individual and organization performance
- multiplier method – bonus is a product of individual and corporate performance; when either is very poor, the product is zero

30
Q

What are some Incentives for Salespeople?

A

Salary Plan – salespeople are paid a fixed salary, although there may be occasional incentives in the form of bonuses
Commission Plan – salespeople are paid in direct proportion to their sales
Combination Plan – provide some aspects from both salary and commission plans

31
Q

Key points to remember when developing an effective Incentive Plan

A
  1. Performance pay cannot replace good management
  2. Firms get what the pay for
  3. “Pay is not a motivator”
  4. Rewards Rupture relationships
  5. Rewards may undermine responsiveness
32
Q

Seven Principles To Effectively Implement Incentive Plans?

A
  1. Pay for performance – make sure that performance is tied to the successful achievement of critical business goals
  2. Link incentives to other activities that engage employees in the business
  3. Link incentives to measurable competencies that are valued by the organization
  4. Match incentives to the culture of the organizations
  5. Keep group incentives clear and simple
  6. Overcommunicate
  7. Remember that the greatest incentive is the work itself
33
Q

What is Scanlon Plan? and major features?

A

– an incentive plan developed in 1937 by Joseph Scanlon and designed to encourage cooperation, involvement, and sharing of benefits

1) Philosophy of Cooperation
2) Identity
3) Competence
4) Involvement System
5) Sharing of Benefits Formula

34
Q

what are Organization-Wide Incentive Plans?

A
  • Profit-Sharing Plan – a plan whereby most or all employees share in the company’s profit
  • Employee Share Purchase/Stock Ownership Plan (ESOPs)
    • a trust is established to hold shares of company stock purchased for or issued to employees
    • the trust distributes the stock to employees on retirement, separation from service, or as otherwise prescribed by the plan
  • Scanlon Plan
35
Q

What are Employee Benefits?

A

indirect financial payments given to employees
- they may include supplementary health and life insurance, vacation, pension, education plans, and discounts on company products

36
Q

examples of Government-Mandated Benefits ?

A 
Employment Insurance (EI)
Pay on termination of employment
Leaves of absence
Canada/Quebec Pension Plan (CPP/QPP)
Workers’ compensation
Vacations and holidays
Paid breaks
37
Q

examples of Voluntary Employer-Sponsored Benefits ?

A

Life insurance
Supplementary healthcare/medical insurance
Short-term disability and sick leave plans
Long-term disability
Retirement benefits

38
Q

examples of New Emerging Voluntary Benefits ?

A 
Wellness programs
Child and elder care
Time off to do charity work
Sabbaticals
Legal services
Financial planning
Development (e.g., paid education, coaches, etc.)
39
Q

Two types of employee services

A 
Personal services
   -Credit unions
   -Counselling services
   -Employee assistance programs (EAPs)
   -Other personal services (social and recreational)
 Job-related services
   - Subsidized childcare
   - Eldercare
   - Subsidized employee transportation
   - Food services
   - Educational subsidies
   - Family-friendly benefits

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