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CHRP > Human Resources Management > Flashcards

Human Resources Management Flashcards

1
Q

The management of people in an organization to achieve the organization’s strategic goals

A

Human resources management

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2
Q

The knowledge, education, training, skills and expertise of the workforce

A

Human capital

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3
Q

A historical focus on productivity and base performance

A

Scientific management

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4
Q

A historical shift in thinking where the focus was more of a concern for people

A

Human resources movement

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5
Q

The first phase of HRM involved…

A

administration

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6
Q

The third phase of HRM involved…

A

government creating standards and establishing minimum working conditions

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7
Q

The fourth phase of HRM….

A

is where we currently are, evolved to help organization achieve strategic objectives (more roles)

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8
Q

The characteristics of a profession include…

A

common body of knowledge, performance standards, professional association, external perception as professional, code of ethics, required training credentials, ongoing skill development

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9
Q

What are the external environmental factors effecting HRM?

A

Labour markets, environmental concerns, economic conditions, technology, globalization, and government

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10
Q

What are the internal environmental factors effecting HRM?

A

Organizational culture, organizational climate, management practices

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11
Q

It is the right of the __________ to modify the e’e work terms for business needs

A

employer

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12
Q

It is the right of the _________ to be protected from harmful business practices

A

employee

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13
Q

It is the responsibility of the __________ to balance the needs of the employer and the employee

A

Government

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14
Q

What piece of legislation comes above all others in terms of HRM?

A

Canadian charter of rights and freedoms (base rights, s.15 equality)

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15
Q

Rank relevant HRM legislation from most important to least important

A
  1. Canadian charter of rights and freedoms
  2. Human rights legislation (protection from discrimination)
  3. Employment standards legislation
  4. Ordinary laws
  5. Collective agreement
  6. Employment contract
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16
Q

Unwelcome behaviour that demeans or humiliates or embarasses

A

Harassment

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17
Q

It is the _________ responsibility to protect ________ from harassment

A

employer’s / employees

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18
Q

The two different types of sexual harassment are

A

annoyance and coercion

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19
Q

The employment equity act (federal) identifies 4 groups:

A

woman, aboriginals, disabled, visible minorities

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20
Q

The legislation that sets the minimum terms (wage, vacation, leave, termination) for employment contracts

A

Employment Standards act (ESA)

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21
Q

The three phases of selecting and implementing a HRIS

A

Phase 1: Adoption (determine need/analysis of company, costs, tech, etc)
Phase 2: Implementation (establish team, testing, data conversion, privacy and security)
Phase 3: Integration (training)

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22
Q

A group of related activities for more than one employee

A

Job

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23
Q

Collection of tasks performed by one e’e

A

Position

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24
Q

What are the 6 steps of the job analysis?

A
  1. Review relevant background information (org chart, org structure)
  2. Select jobs to be analyzed
  3. Collect data on job activities (interviews)
  4. Verify/modify data if required (validity and reliability)
  5. Write job descriptions and specifications
  6. Communicate and update info as needed
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25
Q

Statement of duties, responsibilities, reporting relationships and working conditions

A

Job description

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26
Q

Statement of requisite KSAOs

A

Job specifications

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27
Q

Human resources planning forecasts future HR requirements to ensure the organization will have ____________________________

A

The required number of e’e with appropriate skills

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28
Q

What are some internal ways to forecast supply?

A

Skills inventories & management inventories, replacement charts, succession planning, Markov analysis

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29
Q

A method of forecasting internal labour supply that involves tracking the pattern of employee movements through various jobs and developing a transitional probability matrix.

A

Markov analysis

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30
Q

The process of ensuring a suitable supply of successors for current and future senior or key jobs so that the careers of individuals can be effectively planned and managed.

A

Succession planning

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31
Q

Visual representations of who will replace whom in the event of a job opening. Likely internal candidates are listed, along with their age, present performance rating, and promotability status.

A

Replacement charts

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32
Q

What are some external ways to forecast supply?

A

Assess economic conditions, labour market conditions, and occupational market conditions

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33
Q

What are the steps in the human resources planning process?

A

Forecasting availability (supply)
Forecasting future HR needs (demand)
Gap analysis
Solution analysis

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34
Q

What are the ways to forecast demand?

A

Trend analysis, ratio analysis, scatter plot, regression analysis, nominal group technique, Delphi technique

35
Q

What is trend analysis?

A

Future needs predicted based on past employment trends

36
Q

What is ratio analysis?

A

A forecasting ­technique for determining future staff needs by using ratios between some causal factor (such as sales volume) and the number of employees needed

37
Q

What is scatter plot?

A

A graphical method used to help identify the relationship between two variables.

38
Q

Regression analysis is…

A

A statistical technique involving the use of a mathematical formula to project future demands based on an established relationship between an organization’s employment level (dependent variable) and some measurable factor of output (independent variable).

39
Q

Nominal group technique is….

A

A decision-making technique that involves a group of experts meeting face to face. Steps include independent idea generation, clarification and open discussion, and private assessment.

40
Q

Delphi technique is….

A

A judgmental forecasting method used to arrive at a group decision, typically involving outside experts as well as organizational employees. Ideas are exchanged without face-to-face interaction and feedback is provided and used to fine-tune independent judgments until a consensus is reached.

41
Q

What are some ways to deal with a labour surplus? (Too many e’e, too little work)

A

Hiring freeze, early retirement buyout, leaves of absence, job/work sharing, reduced workweek, layoff, termination

42
Q

The procedure for determining the tasks, duties, and responsibilities of each job, and the human attributes (in terms of knowledge, skills, and abilities) required to perform it.

A

Job analysis

43
Q

The formal relationships among jobs in an organization.

A

Organizational structure

44
Q

A questionnaire used to ­collect quantifiable data concerning the duties and responsibilities of various jobs. One of the most popular pre-developed.

A

PAQ (position analysis questionnaire)

45
Q

A quantitative method for classifying jobs based on types and amounts of responsibility for data, people, and things. Performance standards and training requirements are also identified.

A

Functional job analysis (FJA)

46
Q

A reference tool for writing job descriptions and job specifications. Compiled by the federal government, it contains comprehensive, standardized descriptions of about 40 000 occupations and the requirements for each

A

NOC National Occupational Classification

47
Q

_________ increases retention, includes health and safety info, a tour, policies, and paperwork

A

Onboarding

48
Q

Orientation provides ________ which makes new e’e more productive

A

socialization

49
Q

Three types of training and learning

A

auditory, visual, kinesthetic

50
Q

Become aware of KSAOs, create goals and action plans

A

Career planning

51
Q

Lifelong activities, not always paid, contributes to career exploration, establishment, success

A

Career development

52
Q

Realistic, investigation, social, conventional, enterprising, artistic are all examples of

A

occupational orientation

53
Q

Technical/functional, managerial competence, creativity, autonomy/independence, security, service/dedication, pure challenge, lifestyle are all examples of

A

Career anchors

54
Q

Career development for _______ involves knowing goals, acquiring skills, taking responsibility, networking is key

A

individuals

55
Q

Career development for _______ involves feedback, developmental assignments, advise and counsel

A

managers

56
Q

Career development for _______ involves training and development, career information, career options

A

employer

57
Q

5 steps of performance management

A
  1. define performance expectations (in orientation)
  2. provide ongoing feedback and coaching
  3. performance appraisal and evaluation discussion
  4. reward/bonus or consequences
  5. career development - be honest if they’re going anywhere in the organization
58
Q

MBO (Management by objective)

A

set organizational goals, set departmental goals, discuss goals, define expected results, performance reviews, provide feedback

59
Q

3 types of formal appraisal discussions

A

satisfactory-promotable, satisfactory-non promotable, unsatisfactory-correctable

60
Q

Benefits are an example of a ______ pay

A

indirect

61
Q

Total rewards includes:

A

compensation, benefits, work-life balance, performance recognition, development and career opportunities

62
Q

You can establish pay rates by

A

job evaluation, wage/salary survey, combine to determine pay

63
Q

Government mandated benefits include:

A

EI, termination pay, leave of absence, CPP, worker’s comp, vacation and holidays, paid breaks

64
Q

Employee benefits include

A

life insurance, retirement plan, health benefits

65
Q

Voluntary e’e separation is called

A

turnover

66
Q

Involuntary e’e separation is called

A

Dismissal or layoff

67
Q

Functional termination is

A

when you’re happy the person is gone (bad performer)

68
Q

Dysfunctional termination is

A

When you lose a person you didn’t want to lose

69
Q

Some alternatives to layoffs

A

Pay reduction, vacation time, work-sharing, contingent workers

70
Q

Distributive organizational justice is

A

same behaviour, same outcome

71
Q

procedural organizational justice is

A

fair/unbiased

72
Q

interactional organizational justice

A

maintains dignity / respect

73
Q

Reasonable notice is

A

required if just cause not provided, 3-4 weeks per year of service, capped at 24

74
Q

wrongful dismissal

A

doesn’t comply with law or employment contract

75
Q

constructive dismissal

A

where they have changed the job in such a way that you are effectively terminated

76
Q

The recognized association of e’e, collective voice dealing with management

A

labour union

77
Q

formal agreement regarding terms and conditions of employment

A

collective bargaining agreement

78
Q

bargaining unit

A

group of e’e recognized for collective bargaining purposes

79
Q

3 types of unions

A

type of worker, geographical scope, labour congress affiliation

80
Q

Labour relations process

A
  1. decision to seek collective representation
  2. union organizing campaign begins
  3. if support union receives recognition
  4. union and management negotiate
  5. day to day contract administration
81
Q

Union organizing campaign

A
  1. e’e/union contact
  2. initial organization meeting
  3. form committe
  4. organize campaign
  5. outcome
82
Q

Employer rights when union is organizing

A

express views on union, prohibit unions activities on company property/time, increase wages in normal cause of business

83
Q

Major sources of disagreement

A

seniority, discipline, grievance

CHRP (10 decks)

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