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HR Flashcards

1
Q

What are the 2 models of human resource management? What are their characteristics? (ch. 8)

A

Traditional

  • Labour is abundant, employees are interchangeable
  • Labour is nothing but an expense
  • Labour consist of a homogeneous group
  • Bureaucratic and unfocused

New (renewed)

  • Employees are an asset
  • Employees are a critical resource
  • Employees are a difficult resource to manage, not interchangeable
  • strategic and contingent
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2
Q

What are the 8 steps of the HRM activities / processes? (ch.8)

A

1) Staffing
2) Compensation
3) Employee performance
4) Work competencies
5) Mobilization
6) health & safety
7) Discipline
8) Conflict management

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3
Q

What are the 4 main objectives of an effective HRM? (ch. 8)

A

1) To attract potentially qualified job applicants
2) To retain the desirable employees
3) To motivate
4) To help employees grow, develop and realize their potential in the organization

EXTRA: improve productivity, improve quality of work life, ensure legal compliance, make profits and be competitive

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4
Q

What are the 2 types of environnement in HRM? (ch.8)

A

1) Internal

2) External

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5
Q

Describe the 6 main characteristics of the internal environnement related to the organization? (ch. 8)

A

1) Mission
2) Vision / Business objectives
3) Corporate culture (values)
4) Structure
5) Technology
6) Leadership style

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6
Q

Describe the 4 main characteristics of the internal environnement related to the employees? (ch. 8)

A

1) Portrait of the workforce (number, age, seniority, gender, education, marital status, ethnicity, health issues, etc.)
2) Presence of a union
3) Employee aspirations
4) Work climate (absenteeism, turnover, number of grievances, strikes, etc.)

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7
Q

What are the 5 categories of external environnement in HRM and their characteristics? (ch.8)

A

1) Economy = Competition, inflation, interest rates, exchange rates, stock market, activity
2) Technology = Technological development, research budgets
3) Legal = Laws and regulation
4) Demographics = Portrait of the population of workers and consumers (size, number, unemployment, age, sex..)
5) Ressources = Availability and price of raw material, pollution

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8
Q

What are the 5 characteristics of mobilization? (ch.8)

A
  1. Exceeds expected job performance
  2. Cooperated fully, help others
  3. Participation in internal civic life
  4. Welcomes and champions change
  5. Loyal to the organization and its success
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9
Q

What is distributive fairness (ch.8)

A

An assessment employees make about their contribution to the company, compared to what they receive from it

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10
Q

What is procedural fairness (ch.8)

A

An assessment employees make about how organizational rules are respected and how they are applied in decisions concerning them.

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11
Q

What is interactional fairness (ch.8)

A

An assessment employees make about the quality of interpersonal treatment and the credibility of explanations offered by their superior regarding management decisions

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12
Q

What are the 4 moments that can motivate an employee to be mobilize? (ch.8)

A

Employees are mobilized when they are

  • empowered
  • committed
  • receive support & recognition
  • are treated fairly.
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13
Q

What constitutes the federal law (3) (ch. 1)

A
  1. Dealing with other countries
  2. Interprovincial links
  3. National interest
    Examples:
    o Air and maritime transport
    o Banks
    o Radio and television
    o National defense
    o Interprovincial transport
    o Cable TV
    o Nuclear energy
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14
Q

What constitutes the provincial law (1) (ch. 1)

A 
1) Anything else…
         Examples: 
o	Healthcare
o	Pharmaceutical industry
o	Education sector
o	Retail
o	Hotel industry
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15
Q

Quebec’s Legal environment: Describe the 3 aspects of the Charter of human Rights and Freedoms (1978) (Ch.1)

A

1) States fundamental rights and freedoms and sets anti-discrimination standards in the labour field. Forbids discrimination (intentional or unintentional) against:
- Race, color, national or ethnic origin
- Sex
- Pregnancy
- Sexual orientation
- Civil status
- Age
- Religion
- Political conviction
- Language
- Social conditions
- Handicap or the use of any means to palliate a handicap
2) Promotes equal employment access
3) Duty to accommodate

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16
Q

Quebec’s Legal environment - protection of human rights: Describe the Act Respecting Equal Access to Employment in Public Bodies [2000]
(Ch.1)

A

o Establishes a framework for equal access to address the situation of certain groups discriminated against in employment [women, native peoples, visible minorities and people whose mother tongue is neither French nor English]

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17
Q

Quebec’s Legal environment - protection of human rights: Describe the Pay Equity Act [1996] (Ch.1)

A

o Corrects the wage gap created by systemic discrimination based on gender against people who occupy predominantly female job cases

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18
Q

Quebec’s Legal environment - protection of human rights: Describe the Charter of the French Language [1977] (Ch. 1)

A

o Protects French language in Quebec

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19
Q

Quebec’s Legal environment - legal framework & min. working conditions: Describe the Quebec Civil Code [1991] (Ch. 1)

A

o Governs relationships of a private nature

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20
Q

Quebec’s Legal environment - legal framework & min. working conditions: Describe the National Holiday Act [1978] (Ch. 1)

A

o States that June 24th is a statutory general holiday

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21
Q

Quebec’s Legal environment - legal framework & min. working conditions: Describe the Act Respecting Labour Standards [1979] (Ch. 1)
most important for managers

A

o Sets minimum labour standards and grant employees recourse in the case of dismissals that are illegal, unfair and based on insufficient grounds

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22
Q

Quebec’s Legal environment - Labour relations: Describe the Labour Code [1965] (Ch. 1)

A

o Deals with collective working relationships [ex: unions]

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23
Q

Quebec’s Legal environment - What are the two acts to legislate the ensure the qualification of the workforce ? (ch.1)

A

1) Act Respecting Workforce Vocal Training and Qualification
2) Act Respecting the Protection of Personal Information in the Private Sector [1996]
o Ensures the protection of personal information and sets rules concerning its collection, retention use and disclosure in the work environment

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24
Q

Quebec’s Legal environment - What are the 5 acts to legislate the physical and psychological integrity of the worker? (ch.1)

A

1) Charter of Human Rights
2) Quebec Civil Code
3) Act respecting Labour Standards
4) Act Respecting Occupational Health and Safety [1979]
o Focuses on eliminating hazards to the health, safety and physical integrity of personnel and determines the rights and obligations of workers and employers.
5) Act Respecting Industrial Accidents and Occupational Diseases [1985]
o Establishes the right to compensation, rehabilitation, medical assistance and return to work for victims of work-related accidents and occupational diseases

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25
Q

What are the 3 characteristics of the comission des normes, de l’équité, de la santé et de la sécurité du travail?

A

o Labour Standards
o Pay equity
o Health and safety

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26
Q

What is a contract of employment ? (Ch.1)

A

A contract of employment is a contract by which a person, the employee undertakes for a limited period to do work for remuneration, according to the instructions and under the direction or control of another person, the employer, article 2085»

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27
Q

What are the manager’s 3 obligations (Ch.1)

A

1) Protect health and safety
2) Allow performance of the work and pay for it
3) Preserve the dignity of the employees

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28
Q

What are the employee’s 3 obligations (Ch.1)

A

1) Perform work under supervision and control of the employer
2) Carry out work with prudence and diligence
3) Demonstrate discretion and act faithfully

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29
Q

What are the 5 types of termination of an employee/employer relationship? (ch.1)

A

1) Resignation
2) Dismissal
3) Permanent layoff
4) Temporary Lay off
5) Mutual agreement

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30
Q

What are the key elements of the Law Labour standards Act (ch.1)?

A
  • Salary
  • Workweek
  • Rest
  • Vacations
  • Holidays
  • Sickness or parental leavers
  • Termination
  • Child work
  • Psychological harassment

EXCEPTIONS=
Senior management, Self-employed workers, Interns

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31
Q

Why do we need an employee handbook? (ch.1)

A

= To define specific policies and key information

Type of information:
Mission, vision, Working conditions, Specific company policies

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32
Q

What is a union? (ch.2) (3 points)

A

1) A legally constituted organization that represents employees’ interests
2) Employees participation in administering the union through electing union officials and supporting it financially through union dues
3) The right to form and participates in unions is protected by law

**Unionization enables them to increase their power and participate in decisions about their working conditions.

33
Q

Why would employees want to unionize (3) ? (Ch.2)

A
  1. INSECURITY
    Too much change, Schedule changes, Changes in policies..
  2. PERCEIVE INJUSTICE
    Lack of equity, Salary injustice, Sanction applied in an arbitrary fashion
  3. FEELING OR POWERLESSNESS
    Inability to influence working conditions or the workplace, Standards imposed by management, Improve physical conditions and their work environment
34
Q

What are the 3 steps of unionization? (Ch.2)

A

STEP1: Creation of a bargaining unit

STEP2: Negotiation of a collective agreement

STEP3: Application of the collective agreement

35
Q

STEP 1 unionization: Describe the process of the creation of a bargaining unit for the employee ? (Ch.2)

A
  1. Sign membership cards and pay union dues (>$2)
    * *Forbidden to solicit membership during working hours and use intimidation or threats to induce anyone to become member
  2. Get certified by the “Comission des relations du travail”
    * * Absolute majority (50% +1 have signed the cards = appropriate bargaining)
    * * Between 35% and 50%, the CRT with order a vote to be held by a secret ballot
36
Q

STEP 1 unionization: Describe the process of the creation of a bargaining unit for the employer ? (Ch.2)

A
  • Present a scrupulously exact summary of the facts, without falsehoods or exaggeration
  • Correct inaccurate information in propaganda concerning them or explain working conditions in the company

THEY CAN’T

  • Make direct or indirect threats / promises to induce employees to adopt their point of view
  • Interfere with, dominate or finance the formation of a union
  • Seek to know the names of those involved in organizing a union, the campaign or signed membership cards
  • Impose constraints on a person because of his involvement in the organization of the union
37
Q

STEP 1 unionization: When the certification is granted, the union becomes… (3 traits)? (Ch.2)

A

1) Only representative
2) Exclusive spokesperson for all the employee concerns by the certification
3) Role as a defender of the legitimate rights of all employees

38
Q

STEP 1 unionization: When the certification is granted, the employer becomes… (3 traits)? (Ch.2)

A

1) Obligated to negotiate a collective agreement with the union diligently and in good faith
2) No longer has the authority to negotiate working conditions directly with the employees
3) Obligated to deduct union dues from each employee’s pay and to confer this amount to the certified union (Rand Formula / “compulsory agency shop)

39
Q

STEP 2 unionization: What is a contractual clauses (ch.2)

A

Settlement of grievances and arbitration

40
Q

STEP 2 unionization: What are the 4 work condition clauses? (ch.2)

A

1) Schedules
2) Holidays
3) Staff movements
4) Disciplinary measures

41
Q

STEP 2 unionization: What are the 2 monetary clauses clauses? (ch.2)

A

1) Wages

2) Benefits

42
Q

STEP 2 unionization: What are the 3 steps of process of negotiation, within 90 days? (Ch.2)

A

1) Beginning of negotiations
2) Use of a conciliator to help with a dispute
3) Request for an arbitrator to render a decision for the collective agreement

*After 90 days = pressure tactics

43
Q

STEP 2 unionization: What is the pressure tactic striking? (Ch.2)

A

A concerted cessation of work by a group of employees

44
Q

STEP 2 unionization: What is the pressure tactic lockout? (Ch.2)

A

Refusal by an employer to give work to a group of its employees in order to compel them to accept certain conditions of employment, or to similarly compel employees of another employer

45
Q

STEP 2 unionization: What is the pressure tactic picketing? (Ch.2)

A

A group protest that usually takes place during a labour conflict or a work stoppage, aimed at informing various players involved with the company that there is conflict and convincing them to stop doing business with the company until the conflict is settled

46
Q

STEP 3 application of the collective agreement: What are the 6 steps of the application of the collective agreement? (Ch.2)

A
  1. The agreement must be in writing
  2. The authorization for the union to sign the agreement by secret ballot.
  3. The official version must be written in French.
  4. Provisions dealing with working conditions must not be contrary to public order or prohibited by law.
  5. The term of a 1st collective agreement must be no less than one year and no more than 3 years. The term of subsequent agreements must be no less than 1 year.
  6. Two copies must be filed with the Minister of Labour
47
Q

What are the process to solve problems linked to the application of the collective agreement? (Ch.2)

A

STEP1: DISCUSSION between employee and manager
STEP2: GRIEVANCE (if not settle) Submit the grievance in writhing to the director
STEP3: ARBITRATION (if not settle) A process by which the signatories of a collective agreement call upon a third party to make a final settlement of any disagreement relative to the interpretation or application of the agreement

48
Q

What are the 4 steps in HR planning to fill an empty position? (Ch. 3)

A

1) Planning
2) Recruitment
3) Selection
4) Orientation

49
Q

What are the 2 types of HR planning? (Ch.3)

A

Qualitative planning: right number of resources at the right time
Quantitative planning: right competencies

50
Q

QUANTITATIVE PLANNING: What are the 3 categories that make up HR needs? (Ch.3)

A

1) Economic environnement
2) Technology
3) Strategy, merger, acquisition

51
Q

QUANTITATIVE PLANNING: What are the 2 categories that make up HR availability? (Ch.3)

A

1) External offer (Economic context, demographics, education system, legal aspects, immigration)
2) Internal offer (Retirement, leaves, resignation
demotions, dismissals, layoffs, average turnover)

52
Q

QUANTITATIVE PLANNING: What happens when there is a shortage (Ch.3)
Forecast needs > Forecast availability

A
  • External recruitment
  • Postponement of retirements
  • Call-back of retired employees
  • Reorganization OF WORK ASSIGNMENTS AND TASKS
  • WORK-TIME Increases
  • Production INCREASES THROUGH different technologies
  • Moving production
  • Decreases in production and
53
Q

QUANTITATIVE PLANNING: What happens when there is a surplus (Ch.3)
Forecast needs

A
  • Layoffs, Permanent layoffs
  • Part-time work
  • Reduction in number of working hours per day or week
  • Early retirements
  • Job sharing
  • Leave of absences, demotions, resignations
54
Q

QUALATATIVE PLANNING: What happens when there is a shortage (Ch.3)
Forecast needs > Forecast availability

A
  • External recruitment
  • Training (internal recruitment)
  • Coaching
55
Q

QUALATATIVE PLANNING: What happens when there is a surplus (Ch.3)
Forecast needs

A
  • Participative management
  • Career Management
  • Increasing employee responsibilities
56
Q

What are the 3 steps to fill a position? (ch.3)

A

1) Job analysis & job description
2) Analysis – Required competency Competency profile (KSAO)
3) Determination of selection criteria selection criteria

57
Q

What are the steps to create a job analysis & job description? (Ch.3)

A
  • Title of the position
  • Unit or division
  • Title of supervisors
  • Summary of main responsibilities
  • Main responsibilities and list of detailed tasks for each one of them
  • Other information such as:
    * Number of employees supervised
    * Financial responsibilities
    * Responsibilities for materials
    * Working conditions
58
Q

What are the steps to create a competency profile (KSAO)? (Ch.3)

A

1) Knowledge:
- information acquired through mental activity, refers to a rather theoretical knowledge.

2) Skills (ability)
- Practical competency resulting from applying knowledge to an occupational activity
- Manual, keyboard dexterity, intellectual, situation analysis, relational, verbal communication.

3) Attitude (behaviour): intrinsic qualities such as empathy, patience

4) Other personal characteristics
- Other elements that are indispensable to an occupation, but do not stem from knowledge, skills, abilities or attitudes

59
Q

What are the 2 types of recruiting? (Ch.4)

A

1) External

2) Internal

60
Q

External recruiting: advantages and disadvantages of newspaper recruiting? (Ch.4)

A

Advantages
•Traditional method, very familiar to recruiters
•Possibility of selecting a publication that will better target candidates (ex: Le Devoir vs JDM)
•Good visibility among people looking for a job
•Valid method for all job category

Disadvantages
•Relatively high cost
•Restrictive publication dates
•Advertisements often not seen by people who aren’t looking for a job

61
Q

External recruiting: advantages and disadvantages of online recruitment? (Ch.4)

A

Advantages
•Low cost
•Prompt posting
•Few restrictions as to ad size
•Possibility of offering a link to the company website
•Attractive method for younger candidates

Disadvantages
•May attract too many candidates
•Not usually appropriate for candidates with more experience
•May go unnoticed by people not looking for a job

62
Q

External recruiting: advantages and disadvantages of private agencies recruitment? (Ch.4)

A

Advantages
•Personalized service
•Fast recruiting
•Possibility of contacting people who are not looking for a job

Disadvantages
•High cost
•Usually not appropriate for unskilled jobs

63
Q

External recruiting: advantages and disadvantages of public agencies and bureaus recruitment? (Ch.4)

A

Advantages
•Fast
•Free

Disadvantages
•Access to low-skilled manpower

64
Q

External recruiting: advantages and disadvantages of job fairs
recruitment? (Ch.4)

A

Advantages
•Direct contact with candidates
•Visibility for the company
•Possibility of targeting the fair

Disadvantages
•Cost high at times
•Requires a lot of resources
•Not useful for just one position

65
Q

External recruiting: advantages and disadvantages of educational institutions
recruitment? (Ch.4)

A

Advantages
•Inexpensive
•Quality service offered by the institutions
•Uniform qualification of the candidates

Disadvantages
•Not suited for recruiting experienced candidates

66
Q

External recruiting: advantages and disadvantages of professional association
recruitment? (Ch.4)

A

Advantages
• Targeted (ex CPA — only accountants)
• Inexpensive

Disadvantages
• Publication lead times
• Limited to certain professions

67
Q

External recruiting: advantages and disadvantages of networking recruitment? (Ch.4)

A

Advantages
• Low cost

Disadvantages
• Lack of focus
• Large number of candidates

68
Q

The 5 criteria for choosing external recruitment depends on…. (Ch.4)

A

1) Type of position
2) Budget (Head hunter $ > newspaper)
3) Job market context
4) Delays
5) Visibility of the organization

69
Q

What are some examples of internal recruiting? (Ch.4)

A
  • Job posting on bulletin boards
  • Intranet
  • Notice of pay slips
  • Internal referrals
70
Q

What are the 3 steps of choosing a new employee? (Ch.4)

A

1) Preselection
2) Selection
3) Hiring

71
Q

What are the 4 steps of preselection ? (Ch.4)

A

1) Receptino of the CV
2) 1st screening based on the candidate’s profile
3) 2nd screening based on phone interview
4) Appointment for interview

72
Q

During face-to-face interview, what is the technique STAR ? (Ch.4)

A

SITUATION
“Could you give me more information about the situation?”
TASK
“What specific task was assigned to you?”
ACTION
“How did you convince the others to go along with your idea?”
RESULT
“What consequences did your action had?”

73
Q

During face-to-face interview, what are some questions to AVOID ? (Ch.4)

A
  • Not linked to selection criteria (useless)
  • Too vague
  • Too theoretical
  • Biased
  • Discriminatory
74
Q

During a face to face interview, what are the 3 types of encouraged questions? (Ch.4)

A

1) Behavioural
2) Scenarios
3) Role play

75
Q

What are the 5 types of tests to do on new employees or candidates? (Ch.4)

A

1) Knowledge = Knowledge
2) Performance = Skills
3) Personality = Attitude
4) Physical skills = Physical capacity
5) Mental capacity = Intellectual capacity

76
Q

What is the procedure for a reference check? (ch.4)

A
  • Written permission from candidate
  • Never with the actual employer, unless permission given by the candidate
  • Closed-ended questions
  • In relation with the position to be filled

**What to verify?
o Employment history
o Criminal record (when required by the position)
Necessity of verifying antecedents:
o 60% of candidates provide misleading information

77
Q

What are the final steps is choosing a new candidate for a new job? (Ch.4)

A 
-	Superior annonce the decision to the candidate
o	(Verbally and/or in writing)
-       Give deadline for accepting the offer
-       Give the start date
-	Give a realistic job preview
-	Pre-employment medical if needed
-	Treatment of the “second best”
-	Socialization
78
Q

A good orientation (socialisation) of the new employee can reducue….. (Ch.4)

A
  • Reduces errors and saves time
  • Reduces employee turnover
  • Reduces the need for corrective discipline
  • Reduces employee grievances

*Fosters organizational culture

HR (1 decks)

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