HRMT final Flashcards
why a system approach to managing performance?
improves an
organizations ability to get the right things done
strategic importance of performance management
- alignment of individual goals with organizational goals
- identification of training and development needs
- assessment of peoples strength for business growth
management practices
- 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
purpose of performance review
- compensation
- administrative
- measurement of performance
- developmental
steps in an effective performance management system
- Clarify work/objectives to be accomplished
- set goals and plan performance
- Regular and frequent coaching
- review performance
- recognize and reward performance
who should provide performance information
- manager/supervisor
- self
- subordinate
- peer
- team
- customer
training reviews
- 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
performance review methods
- trait methods
- behavior methods
- results methods
trait methods
- measure the extent employee possess certain characteristics
- used largely due to ease in developing list of traits
- can be biased and subjective
behavioral methods
- behavioral checklist method
- behaviorally anchored rating scale
- behavior observation scales
productivity methods
- sales volumes
- number of units without defects
Management by adjectives
- philosophy of management
- goals established jointly between manager and employee
conducting formal performance interview
- 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
improving performance
- identifying sources of ineffective performance
- managing ineffective performance
laws governing labor relations
laws seek to create an environment in which both unions and employers can exercise respective rights
-laws reflect government policy
why employees unionize
requirement of collective agreement
- economic needs
- dissatisfaction with management
- social and status concerns
hoe employees unionize
- 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
certification procedures
- voluntary recognition
- regular certification
- prehearing votes
- contract negotiations
- desertification
linking rewards to organizational objectives
- 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
who should provide performance information?
- manager
- supervisor
- self
- subordinate
- peer
- team
- customer
360 degree reviews
- ensure anonymity
- ensure accountability of participants
- minimize politics
- use statistics
- check for biases
training reviewers
- 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
internal factors determining wages
- employers compensation strategy
- perceived worth of a job
- employees relative worth
- employers ability to pay
external factors determining wages
- general economy
- labour market conditions
- area wage rates
- costs of living
- collective bargaining
- legal requirements
job evaluation systems
- job ranking
- job classification system
- point system
- factor comparison system
incentive plans
- individual bonus
- team or group based incentive
- merit based
- profit sharing
- employee stock ownership
employee benefits
indirect rewards on behalf of employees to improve the quality of their work and personal lives
linking benefits to overall rewards program
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.
voluntary benefits
a choice by employers
an array of options
health care retirement and pension plan pay for time not worked leaves o absence wellness programs educational assistance child and elder care
organizational culture
collective understanding of beliefs and values that guide how employees act and behave
the “personality” of the organization
impact of organizational culture
- 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
employee engagement
amount of commitment and dedication an employee has toward organization
creating a healthy and safe work enviroment
- 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
promoting workplace health and safety
- promoting safety awareness
- safety awareness programs
- enforcement of safety rules
- accident investigations and records
- health hazards and issues (WHMIS)
building a culture of well being
- better health benefits individuals and organization
- close relationships between physical and emotional health and job performance
- comprehensive approach
building a culture of well being
health services
wellness programs
disability management
employee assistance programs
management right
making decisions about how the business is run
employee rights
- 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
employee protection rights
statutory rights
contractual rights
due process
employment rights is not a guarantee
statutory rights
rights that derive from legislation
contractual rights
rights that derive from contracts
due process
right to be heard, especially during disciplinary processing
disciplinary policies and procedures
- effective policies and guidelines to use
- justifiable reasons
- key responsibilities for discipline rests with employees intimidate supervisor
setting organizational rules
- 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
discipline
- treatment that punishes
- orderly behavior in an organizational setting
- training that molds and strengthens desirable conduct and develops self control
lack of discipline
failure to act implies that the performance is acceptable
delaying the discipline makes it more difficult to justify the action
investigating disciplinary model
- documentation of employee misconduct
- investigative interview
types of disciplinary approaches
progressive - increase corrective measures
positive discipline
educate and involve
compiling disciplinary record
- complete written record
- retained in employees official employment
- can assist employer in identifying work expectations that are counter productive to organizational success
dismissing employees
- undertake after thorough and thoughtful review of facts
- behave in a fair manner
- personally inform the employee
- provide appropriate assistance and follow through
