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Human Resources > HRMT final > Flashcards

HRMT final Flashcards

1
Q

why a system approach to managing performance?

A

improves an

organizations ability to get the right things done

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2
Q

strategic importance of performance management

A
  • alignment of individual goals with organizational goals
  • identification of training and development needs
  • assessment of peoples strength for business growth
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3
Q

management practices

A
  • set clear expectations
  • having specific standards of performance
  • providing supportive and helpful coaching
  • focus on accomplishments
  • recognizing and celebrating good performance
  • creating action plan to improve performance
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4
Q

purpose of performance review

A
  • compensation
  • administrative
  • measurement of performance
  • developmental
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5
Q

steps in an effective performance management system

A
  • Clarify work/objectives to be accomplished
  • set goals and plan performance
  • Regular and frequent coaching
  • review performance
  • recognize and reward performance
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6
Q

who should provide performance information

A
  • manager/supervisor
  • self
  • subordinate
  • peer
  • team
  • customer
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7
Q

training reviews

A
  • can improve overall performance of management system
  • helps to remove barriers of time constraints and lack of knowledge
  • helps be enabling mangers to give precise and specific feedback in a constructive manner
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8
Q

performance review methods

A
  • trait methods
  • behavior methods
  • results methods
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9
Q

trait methods

A
  • measure the extent employee possess certain characteristics
  • used largely due to ease in developing list of traits
  • can be biased and subjective
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10
Q

behavioral methods

A
  • behavioral checklist method
  • behaviorally anchored rating scale
  • behavior observation scales
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11
Q

productivity methods

A
  • sales volumes

- number of units without defects

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12
Q

Management by adjectives

A
  • philosophy of management

- goals established jointly between manager and employee

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13
Q

conducting formal performance interview

A
  • ask for self assessment
  • invite participation
  • express appreciation
  • minimize criticism
  • change the behavior, not the person
  • focus on solving problems
  • be supportive
  • establish goals
  • follow up
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14
Q

improving performance

A
  • identifying sources of ineffective performance

- managing ineffective performance

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15
Q

laws governing labor relations

A

laws seek to create an environment in which both unions and employers can exercise respective rights
-laws reflect government policy

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16
Q

why employees unionize

A

requirement of collective agreement

  • economic needs
  • dissatisfaction with management
  • social and status concerns
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17
Q

hoe employees unionize

A
  • employee/union contact
  • initial meeting
  • formation of in house committee
  • application to labor relations board
  • issuance of certificate by labor relations board
  • election of committees and commencement of negotiations
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18
Q

certification procedures

A
  • voluntary recognition
  • regular certification
  • prehearing votes
  • contract negotiations
  • desertification
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19
Q

linking rewards to organizational objectives

A
  • structure of rewards framework can motivate employees and align with business objectives
  • companies that align rewards structures can ave higher performance
  • “total rewards” is a boarder concept concept than just pay and benefit rewards
  • “total rewards” includes career development and work climate/culture
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20
Q

who should provide performance information?

A
  • manager
  • supervisor
  • self
  • subordinate
  • peer
  • team
  • customer
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21
Q

360 degree reviews

A
  • ensure anonymity
  • ensure accountability of participants
  • minimize politics
  • use statistics
  • check for biases
22
Q

training reviewers

A
  • Can improve overall performance of management system
  • helps to remove barriers of time constraints and lack of knowledge
  • helps by enabling managers to give precise and specific feedback in a constructive manner
23
Q

internal factors determining wages

A
  • employers compensation strategy
  • perceived worth of a job
  • employees relative worth
  • employers ability to pay
24
Q

external factors determining wages

A
  • general economy
  • labour market conditions
  • area wage rates
  • costs of living
  • collective bargaining
  • legal requirements
25
Q

job evaluation systems

A
  • job ranking
  • job classification system
  • point system
  • factor comparison system
26
Q

incentive plans

A
  • individual bonus
  • team or group based incentive
  • merit based
  • profit sharing
  • employee stock ownership
27
Q

employee benefits

A

indirect rewards on behalf of employees to improve the quality of their work and personal lives

28
Q

linking benefits to overall rewards program

A

types and amounts of benefits need to be based on specific objectives
-primary objective of benefits are to improve employee satisfaction and maintain a favorable competitive position.

29
Q

voluntary benefits

A

a choice by employers

30
Q

an array of options

A 
health care
retirement and pension plan
pay for time not worked
leaves o absence
wellness programs 
educational assistance
child and elder care
31
Q

organizational culture

A

collective understanding of beliefs and values that guide how employees act and behave
the “personality” of the organization

32
Q

impact of organizational culture

A
  • provides the compass of what employees do and say
  • several dimensions to culture including how management does or does not involve employees in decision making and whether the focus is on the team or individual
33
Q

employee engagement

A

amount of commitment and dedication an employee has toward organization

34
Q

creating a healthy and safe work enviroment

A
  • legal framework
  • duties and responsibilities of employers, employees and supervisors
  • recognize that younger employees may need more training and understanding of their role in creating the environment
35
Q

promoting workplace health and safety

A
  • promoting safety awareness
  • safety awareness programs
  • enforcement of safety rules
  • accident investigations and records
  • health hazards and issues (WHMIS)
36
Q

building a culture of well being

A
  • better health benefits individuals and organization
  • close relationships between physical and emotional health and job performance
  • comprehensive approach
37
Q

building a culture of well being

A

health services
wellness programs
disability management
employee assistance programs

38
Q

management right

A

making decisions about how the business is run

39
Q

employee rights

A
  • guarantee of fair treatment from employers, particularly regarding an employees right to privacy
  • employees must exercise reasonable care
  • employers can be held negligent by outside parties or employees if reasonable care is not exercised
40
Q

employee protection rights

A

statutory rights
contractual rights
due process
employment rights is not a guarantee

41
Q

statutory rights

A

rights that derive from legislation

42
Q

contractual rights

A

rights that derive from contracts

43
Q

due process

A

right to be heard, especially during disciplinary processing

44
Q

disciplinary policies and procedures

A
  • effective policies and guidelines to use
  • justifiable reasons
  • key responsibilities for discipline rests with employees intimidate supervisor
45
Q

setting organizational rules

A
  • clearly stated expectations of performance and behavior are foundation for effective discipline system
  • expectations govern employee behavior standards
  • important to communicate to everyone in organization
46
Q

discipline

A
  • treatment that punishes
  • orderly behavior in an organizational setting
  • training that molds and strengthens desirable conduct and develops self control
47
Q

lack of discipline

A

failure to act implies that the performance is acceptable

delaying the discipline makes it more difficult to justify the action

48
Q

investigating disciplinary model

A
  • documentation of employee misconduct

- investigative interview

49
Q

types of disciplinary approaches

A

progressive - increase corrective measures

50
Q

positive discipline

A

educate and involve

51
Q

compiling disciplinary record

A
  • complete written record
  • retained in employees official employment
  • can assist employer in identifying work expectations that are counter productive to organizational success
52
Q

dismissing employees

A
  • undertake after thorough and thoughtful review of facts
  • behave in a fair manner
  • personally inform the employee
  • provide appropriate assistance and follow through

Human Resources (2 decks)

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