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EIU > HR Final > Flashcards

HR Final Flashcards

1
Q

Training

A
  • Teaching employees skills necessary to perform job duties
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2
Q

Employment Development

A

Ongoing education to improve knowledge and skills for present and future jobs within the firm

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3
Q

New Employee Onboarding

A

Introducing new employees to the organization and their jobs

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4
Q

Steps in the training process (5)

A
  1. Assessing the needs for training and development
  2. Selecting how to shape behavior through training and development
  3. Designing the training and development
  4. Delivering the training and development
  5. Assessing the training and development
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5
Q

Needs Assessment

A

Analyzing difference between what is occurring within the jobs and what is required based on firm’s operations and goals

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6
Q

Classical Conditioning

A

Stimulus-response
Results in direct, involuntary, learned behaviors

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7
Q

Operant Conditioning

A

Direct, voluntary learned behavior
Result of desiring rewards and avoiding punishment

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8
Q

Social Learning

A
  • Vicarious
  • Indirect, voluntary learned behavior
  • Watching actions and consequences of another person
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9
Q

Positive Reinforcement

A

Provide a reward in return for a constructive action

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10
Q

Negative Reinforcement

A

Withdraw a harmful thing in response to a positive action

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11
Q

Punishment

A

Apply an adverse consequence of remaoval of a reward to decrease an unwanted behavior

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12
Q

Extinction

A

Provide no response, positive, or negative, to avoid reinforcing an undesirable behavior

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13
Q

Classical Learning Styles

A

Visual - Watching
Auditory - Hearing
Tactile - Physical (doing, touch)

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14
Q

Delivery of training

A

Choices depend on
- Information given
- Options available to organization
- Best type of training to maximize transfer of knowledge while minimizing cost of training process

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15
Q

On-the-job Training

A

Done at work site with resources employees use to perform job

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16
Q

Job Instructional Training (4)

A
  • Four step On the job model
    Preparation of the trainee
    Presentation of the task by trainer
    Performance of the task by trainee
    Follow-up
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17
Q

On the Job Training Advantages (3)

A
  • Hands on and can be immediately used for the job
  • Training can be customized to each worker
  • Immediate, job-specific feedback
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18
Q

On the Job Training Disadvantages

A
  • Expensive
  • Disrupts the work place
  • Workers might not be good trainers
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19
Q

Distance or E-Learning Advantages

A
  • Learn at own pace
  • Low-cost
  • Does not disrupt work environment
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20
Q

Distance or E-Learning Disadvantages

A
  • Trainees require self-discipline
  • Student disjonesty and cheating
  • Lack of social interaction may inhibit learning
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21
Q

Simulations Advantages

A
  • Low risk
  • Convinving emulation of physical situations
  • Students can try out experimental solutions to a problem
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22
Q

Simulations Disadvantages

A
  • Seen as a video game and not taken seriously
  • Expensive and require high powered equipment
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23
Q

Assessment Methods (4)

A
  • Reaction
  • Learning
  • Beahviors
  • Results
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24
Q

Reaction

A

Attidue toward training

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25
Q

Learning

A

How much knowledge did they gain

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26
Q

Behaviors

A

Has the trainee been able to transfer knowledge into action?

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27
Q

Results

A

Has the training improved organizational results/productivity?

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28
Q

ROI

A
  • Measures training success
    Most meaning to those outside the HR department
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29
Q

Customer Satisfaction

A
  • Provide information on value per customer of the training
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30
Q

Employee Satisfaction

A

Correlates with absenteeism and turnover

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31
Q

Career

A

Span of related jobs held during a person’s life

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32
Q

Career Development

A
  • Firms offer career path information and career counseling
  • Helps achieve personal goals
  • Those more motivated commonly are more productive, job satisfaction, and lower absenteeism and turnover
  • Helps combat career plateauing
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33
Q

Career Plateauing

A

An individual feels unchallenged in their current job and believes they have little or no chance to advance

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34
Q

Formal Education

A

Programs that provide general knowledge

35
Q

Experience

A

Job-related experiences

36
Q

Employee assessments

A

Measurements of how employees think, interact with others, and manage their actions and emotions
- Psychological and emotional intelligence assessments

37
Q

Employee rights vs Employee privelege

A

Rights
- Automatically granted

Privilege
- Ex. Free dental care

38
Q

Right of free consent vs right of due process

A

Consent
- Voluntarily accept work tasks

Due Process
- Know what was done wrong and reasonable chance to respond

39
Q

Right of life and safety

A

Ex. Asbestos

40
Q

Right to freedom of conscience

A
  • Limited
  • Have opinions and not violate laws
  • Speak against your employer to customers
41
Q

Right to free speech

A
  • Limited
  • Yell fire in a crowded workplace vs disagree with a company policy
42
Q

Management Rights

A
  • Organize the firm and give directions
  • Code of conduct
  • Right to protect organizational data
  • Monitor the workplace
  • Onboarding (probationary) periods
  • Drug testing
  • Employee-at-will
43
Q

Employee-at-will

A
  • Presumed in all US states except Montana
  • Allows company or worker to break work relationship at any point
  • Limited
44
Q

Coaching

A
  • Helping employees succeed
  • Immediate, frequent, direct feedback leads to higher performance
45
Q

Coaching Model

A
  • Describe current performance
  • Describe desired performance
  • Get a commitment to change
  • Follow up
46
Q

Counseling

A
  • Helping problem employees
  • HR should not engage in psychological counseling
  • Turn to trained experts such as employee assistance programs
47
Q

Disciplining Guidelines

A
  • Start with coaching
  • Just cause
    Standard management guidelines to ensure disciplinary fairness
48
Q

Disciplining

A
  • Investigate the potential infraction
  • Follow guidelines for effective discipline
  • Progressive discipline - other options before termination (written/verbal warning, suspension)
  • Gross negligence and serious misconduct
49
Q

Guidelines for Effective Discipline

A
50
Q

Terminating

A
51
Q

Determinants of Job Dissatisfaction

A
  • Lack of trust in management
  • Poor communication between employees and senior managers
  • Feeling a lack of respect
52
Q

National Labor Relations Act (NLRA)

A
  • Gives employees rights, without fear of persecution, to:
    Labor organizations
    Bargain collectively
    Collective bargain or mutual aid or protection
    Refrain from such activities unless it is required as a condition of employment
53
Q

Labor Management Relations Act (LMRA)

A
  • Rebalanced employer and employee rights by prohibiting specific unfair practices by unions, including:
    Jurisdictional and wildcat strikes
    Union shops
    Coercive tactics
54
Q

Labor Management Reporting and Disclosure Act (LMRDA)

A
  • Requires a series of disclosures by union officials and provides specific rights to union members
  • Enacted because of organized crime/national labor union linkages in the 1950s
55
Q

Worker Adjustment and Retraining Notification Act (WARN)

A
  • Firms that employ more than 100 full-time employees must notify them of a layoff at least 60 days ahead of time when laying off more than 50 employees.
  • All workers are entitled to this notice, including hourly and salaried workers and managers
56
Q

Legal Issues in employee Discharges

A
  • Whistleblower retaliation
  • Wrongful discharge
  • Constructive discharge
57
Q

Wrongful Discharge

A

Terminating employee for an illegal reason due to violation of a contract or violation of a state or federal law

58
Q

Constructive discharge

A

Occurs when employee is forced to quit because of severe and/or pervasive harassment or intolerable working conditions

59
Q

Union Organization: NO TIPS Rule

A
  • No Threats
  • No interrogations
  • No promises
  • No spying
60
Q

Collective Bargaining

A

Negotiation process resulting in a contract between union employees and management that covers employment conditions

61
Q

Grievance

A
  • Formal complaint concerning pay, working conditions, or violations of other factors in a collective bargaining agreement
  • Shop steward
62
Q

Shop Steward

A

Union official who employees bring grievances and, in turn, deals with management to handle problems under the contract

63
Q

Collective Bargaining/Negotiations

A
  • Process in which two or more parties in conflict attempt to come to an agreement
  • Should be viewed as I win some and you win some rather than a win-lose situation
64
Q

Alternative Dispute Resolution (ADR)

A

When labor and management cannot resolve conflicts, ADR may be used

65
Q

Mediator

A

Neutral third party who helps resolve a conflict, but has no authority to impose a solution to the conflict

66
Q

Arbitrator

A

Neutral third party who resolves a conflict by making a binding decision

67
Q

OSHA

A
  • Requires employers to pursue workplace safety
    Sets and communicates deferral safety and health standards
  • Employers must meet all OSHA standards
  • Safety data sheets must be accessible to workers
68
Q

OSHA Inspection Violations

A
  • Willful
  • Serious
  • Other than serious
  • De minimis
  • Failure to abate
  • Repeated
69
Q

Work-life Balance

A
  • Spillover: effect of work and family on one another that generate similarities between two domains
  • To keep a better work-life balance, firms offer more work-family benefits, such as flexible work schedules, child and elder care
70
Q

Employee Wellness Programs (EWP)

A

Cater to employees’ physical welfare through education and training programs, such as health education, training and fitness, weight and lifestyle management, and health risk assessment services

71
Q

Employees Assistance Programs (EAP)

A

Counseling and other services provided to employees that help resolve personal issues that may affect their work

72
Q

Ergonomics

A

Science of fitting workplace conditions and job demands to capabilities of working population

73
Q

Stress: Functional vs Dysfunctional

A

Functional
- Acute
- Helps improve performance by challenging and motivating people to meet objectives

Dysfunctional
- Distress
- Decreases performance and may result in burnout
- A constant lack of interest and motivation to perform one’s job

74
Q

Job Stressors

A
  • Type A personalities
  • Organizational culture and change
  • Management behavior
  • Type of work
  • Interpersonal relations
75
Q

Stress Management

A
  • Time management
  • Relaxation
  • Nutrition
  • Exercise
  • Positive thinking
  • Support network
  • Cut back smart phone checking
76
Q

Workplace Security

A
  • Cybersecurity
  • Workplace violence
  • Active shooter threats
  • Business continuity planning
77
Q

Willful violations

A

The employer knew that a hazardous condition existed but made no effort to eliminate the hazard

78
Q

Serious violation

A

The hazard could cause injury or illness that would most likely result in death or significant physical harm

79
Q

Other than serious violation

A

Where any illness or injury incurred is unlikely to cause death or serious physical harm, but does have a direct impact on safety and health

80
Q

De minimis violation

A

Violations that have no direct or immediate safety or health danger

81
Q

Failure to abate violation

A

Where the employer has not corrected a previous violation for which a citation was issued and the settlement date has passed

82
Q

Repeated violation

A

The employer has been cited for the same type of violation within 5 years.

83
Q

Random Facts

A
  • 35% of Americans think about quitting due to stress
  • 42% have quit their job due to stress
  • Golf can be relaxing

EIU (3 decks)

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