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Human Resources Principles > human resources principles 2 > Flashcards

human resources principles 2 Flashcards

1
Q

360 Reviews

A

hard to conclude anything when there are conflicting results

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2
Q

6 appraisal cautions

A 
recency
strict or leniency
halo
similar to me
bias
central- in the middle
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3
Q

ADR- Alternate Dispute Resolution

A 
Step Review
Peer Review
Open Door
Ombudsmen
Mediation
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4
Q

Arbitration

A

Settling of disputes between two parties by an impartial third party whose decision the contending parties agree to accept
Typically a retired judge
both sides have an opening statement, present their cases and provide evidence and closing statements
can save litigation costs but is still expensive
avoid time delays and unfavourable publicity

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5
Q

Arbitration- What are the four factors used to make a decision

A

The wording of the collective agreement
the submission agreement
testimony and evidence offered
arbitration criteria and standards from other cases

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6
Q

Authorization card

A

Statement signed by the employee authorizing the union to act as their representation for the purpose of collective bargaining

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7
Q

Job Analysis should always be

A

Must be competency Based- skilled

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8
Q

Balance Sheet Approach

A

A compensation system designed to match the purchasing power in a persons HOME country

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9
Q

Balanced scorecard

A

A measurement framework that helps managers translate strategic goals into operational objectives
method to measure a firms strategic alignment
tools for mapping a firms strategy in order to ensure strategic alignment

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10
Q

Bargaining in good faith

A 
Meet at reasonable times and places
negotiate with competent representatives that have authority to make decisions
submit realistic proposals
offer counter proposals
negotiate with an open mind
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11
Q

Bargaining Zone

A

The area within which the union and the employer are willing to concede when bargaining

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12
Q

Behavioural Approaches to Performance Appraisals

A

Critical Incidents- Record unusual events that denotes superior or inferior performance
Checklists- Check statements on a list that describes characteristics of the employee
BARS- Vertical Scales one for each dimension of the job performance
BOS- frequency of an observable behaviour- 20% of the time

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13
Q

Behavioural Description Interview

A

An Interview in which an applicant is asked questions about what they did in an ACTUAL WORK Situation

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14
Q

BONA FIDE Occupational Qualification

A

A justifiable reason for discrimination based on a business reason of safety and effectiveness- It can permit discrimination by the employer

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15
Q

Burnout

A

The most severe stage of distress, manifesting itself in depression, frustration and loss of productivity

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16
Q

Systems approach to training uses what for its analysis

A

Training needs to analyze- Organization, Task, Person

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17
Q

Business Agent

A

Normally a paid labour official responsible for negotiating and administering the collective agreement and working to resolve union members problems

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18
Q

Changing HR managers Roles focusing on

A

Basic Services like selection, policy development, employee advocacy & advice

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19
Q

Charter of Rights and Freedoms

A

Federal- guarantees 6 basic rights- Prevents the discrimination on the basis of sex, race, ethnic origin, colour, religion, orientation and martial status and citizenship

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20
Q

CLC

A

Canadian Labour Congress-Governing body for labour unions in Canada- Provide professional and financial assistance during organizing drives& strikes, help negotiate agreements and training union leaders

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21
Q

most important reasons to purchase a training program

A

Cost

Volume of people

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22
Q

Co-determination

A

Representation of labour on the board of directors of a company

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23
Q

Collective agreement

A

Ontario Labour Relations ACT
The rights of workers to organize into unions and collective
Contract bargained by unions is a collective agreement

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24
Q

Collective agreement’s impact on management

A

can erode management rights over time

reduce the ability to make decisions about scheduling, transfers, promotions, training

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25
Q

Collective Bargaining Process

A

Prepare for negotiations- collect data, review past mistakes, identify priorities, economic data, internal grievances, disciplinary actions, transfers
Organize Bargain Teams- identify who is on the team
Develop bargaining strategies and tactics- understand the oppositions responses, list demands, limits of concessions
Negotiate the collective agreement- could use Interest based bargaining- WIN WIN
Formalize the Collective agreement- becomes a formal binding document under which employees and management must operate

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26
Q

common law

A

Judges decisions- implied terms of employment unless written in the contract

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27
Q

Company Bargaining Power

A

Continue production through using replacement workers or managers, technology or having over supply ready before the strike

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28
Q

Competencies Model of Human Resource Managers

A

Mastery of Change, Mastery of HR, Mastery of Business and Personal Credibility

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29
Q

Competency Assessment

A

Access the Set of Skills, Knowledge and Abilities to be successful- Good process to use for decision oriented & knowledge intensive jobs

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30
Q

Condemnation

A

Failure to deal with unacceptable behaviour is viewed a tacit approval or condemnation
It make it more difficult to address the situation later, it could be seen as a mitigating factor and impact the ability to appeal or defend

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31
Q

Constructive dismissal

A

when a employer commits a fundamental breach of the employment contract such as unilaterally changing the key terms of the contract- the employee can treat the breach as a termination

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32
Q

Core Values

A

The strong enduring beliefs and principles used by the company to make decisions

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33
Q

What is Job Analysis-

A

Obtaining information about the jobs by determining duties tasks or activities of those jobs- The study of the jobs currently being performed

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34
Q

Craft unions

A

Unions that represent skilled craft workers- carpenters, plumbers

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35
Q

Defined Benefit Plan

A

Pension plan which the amount the employee is to receive on retirement is specifically set forth

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36
Q

Defined Contribution Plan

A

Pension plan that establishes the basis on which the employer will contribute to the pension fund

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37
Q

What is Job Specification

A

A statement of the needed knowledge, skills and abilities of the person who is to perform the job example: the grocery cashier must: Know how to work the cash register, know the rules of the store and know basic math

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38
Q

Designated groups

A

women
Aboriginals
People with Disabilities
Visible Minorities

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39
Q

Dismissals of NON-UNION EMPLOYEES

A

Implied terms permitting the employer to terminate an employee for any reason, or no reason at all ) subject to discrimination) by simply giving the correct amount of NOTICE
Either the employee or Employer can terminate
Employers can terminate WITHOUT notice if the employee committed a serious breach of the contract
The EMPLOYEE can only sue the Employer in the COURTS for breach of contract- Will not be reinstated

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40
Q

Dismissals of UNION EMPLOYEES

A

COMMON LAW doesn’t apply
Employer must give JUST CAUSE or PERMANENT layoff
Managers must keep careful record of the misconduct
The Employee can file a grievance alleging the collective agreement
Arbitrator will be used if they can’t resolve or settle the issue
It is common for reinstatement of the employee using the grievance and arbitration process
Arbitrator will use the employees length of derive, past disciplinary, personal circumstances, impact of the dismissal on their lives and what has happen to other employees in similar circumstances

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41
Q

Trend Analysis is what type of analysis

A

Quantitative analysis- statistical based

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42
Q

Management Forecasts is what type of analysis

A

Qualitative -opinions, judgements,of experts or managers

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43
Q

Distress

A

Harmful Stress- Characterized by loss of feelings of security and adequacy

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44
Q

Diversity management

A

The optimization of an organizations multi cultural workplace to reach business objectives- Leadership NOT HR must drive the diversity program- Business Imperative to initiate the Diversity Policy

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45
Q

Effects of implementing an Employment Equity Program

A

Broadens the base of qualified individuals for employment, training and promotions
Reduces cost related to human rights violation penalties
Enhances the organizations ability to keep and attract the best qualified people
Increases employee morale to do flexible work schedules and work sharing
Improves the companies image- employer of choice

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46
Q

Employee Associations

A

NOT A UNION- but act like one- represent various groups of professionals & white collar employees

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47
Q

Employee Leasing

A

Process of dismissing employees who are then hired by a leasing company and contracting with that company to lease back those employees PEO

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48
Q

Employer Duties for H&S

A

Proactive role in protecting the H&S of workers
Provide a hazard free work environment
Inform employees about H&S requirements
Take disciplinary action when failure to comply
Provide adequate training
Provide annual summary of work related accidents and illness
Report aLL Deaths at the workplace immediately

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49
Q

Employment at Will doctrine

A

This is the presumption that employment is for an indefinite period of time and the employee or employer may terminate the employment relationship for any reason

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50
Q

Employment Equity

A

The employment of individuals in a fair and non biased manner

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51
Q

Employment equity protection- federal

A

The employment Equity Act of 1995
Canadian Human Rights Act- fines up to 50,000
Federal Contractors program- for business that secure federal contracts of 200,000

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52
Q

Employment equity protection- provincial

A

Ontario Human rights code

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53
Q

Environmental Scanning

A 
Systematic Scanning of major external forces influences the organization
Economic
Technology
Demographic
social
legal
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54
Q

Escalator Clause

A

Clauses in a collective agreement that provide for quarterly cost of living adjustments in wages, basing the adjustments on the consumer price index

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55
Q

Eustress

A

Positive Stress that accompanies achievement and exhulation

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56
Q

Examples of safety hazards

A

fatigue, distracted driving, workplace violence

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57
Q

Expectancy theory

A

one’s level of motivation depends on the attractiveness of the rewards sought and the probability of obtaining those rewards

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58
Q

Flow Data

A

Data that provides a profile of the employment decisions affecting designated groups

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59
Q

Global Compensation System-

A

Centralized pay system whereby the host country employees are offered the full range of training programs , benefits, and pay comparable to the firms domestic employees but adjusted for local differences

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60
Q

Global Corporations

A

A firm that has integrated worldwide operations through a centralized home office

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61
Q

Hay profile method- Evaluation of jobs

A

The level of :
Accountability
Knowledge- Know how
Mental Activity- problem solving

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62
Q

Health and safety Committee

A

Identifies hazards but it is the Employers responsibility to ensure workers are aware

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63
Q

How to conduct a performance evaluation

A 
Ask for self evaluation
Invite participation
Express appreciation
Be supportive and demonstrate that you care
minimize criticism
Establish goals
Follow up Day to day 
Focus on behaviour not the person
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64
Q

How to create a safe workplace

A

Promote Safety awareness
enforce safety rules
ensure accidents are investigated
keep safety records
train- workplace violence,ppe, accident prevention techniques
controlling Eliminating hazards
Create a healthily work environment- ergonomics, wellness plans

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65
Q

How to Enrich jobs

A

BY Job rotation, Task identity- working as a team to be efficient- feedback - customer satisfaction

66
Q

How to implement Pay equity programs

A

Compare work of female dominated job classes to the value of work performed in male dominated jobs
compere by ACCOUNTABILITY SKILL EFFORT WORKING CONDITIONS

67
Q

How to increase motivation of Employees

A

Use job enrichment, promotion, coaching, feedback & rewards

68
Q

HRIS

A

A computerized system that provides current and accurate data for organizational decisions

69
Q

Human Capital

A

The knowledge, skills and capabilities of individuals that have economic value to the organization- note To build Human capital- Always hire the Best and Brightest individuals available

70
Q

Human Resources Functions

A 
Recruitment
Selection
Training &Development
Performance Appraisals
Compensation Management
71
Q

Human Resources Planning

A

The process of anticipating and providing for the movement of people into, within and out of the organization- The purpose is to help managers deploy their human resources effectively as possible where and when they are needed to accomplish the organizations goals

72
Q

Impact Unions have on Management

A

Management rights can be eroded over time through successful union negotiations
supervisors work with the collective agreement on a daily basis and must base all decisions on aligning with the collective agreement
supervisors must be able to demonstrate JUST CAUSE in disciplinary decisions- most will be overturned during the grievance process and the supervisor will lose creditability
Restrict managements ability to decide scheduling, transfers, promotion training
management may lose the ability to hire who they wish or fire people that are good workers because they must belong to the union

73
Q

Implementing an Employment Equity Program

A

Senior Management must be committed- one person in charge- formal documentation
Data collection and Analysis- develop internal workforce profile, voluntary employee self identification, stock and flow data
Employment Systems review- recruitment, training and development, job classifications, hiring
Establish a work plan-how internal workforce will be brought into line with external representation
Implementation- implement and be accountable for outcomes
Evaluate and monitor- progress set goals

74
Q

Industrial Disease

A

A disease resulting from exposure to substance related to a articular process , trade or occupation in industry

75
Q

Industrial Relations

A

Broad interdisciplinary field of study and practice that encompasses all aspects of the employment relationship
Refers to the laws duties and employer and labour union obligations

76
Q

Industrial Unions

A

Unions that represent unskilled and semi skilled workers employed along industry lines- Canadian Postal workers

77
Q

Interest Based Bargaining

A

WIN WIN- Development of a positive long term relationship NON Adversarial

78
Q

Internal Labour Management

A

Labour markets which workers are hired into entry level jobs and higher levels are filled from within

79
Q

International Corporation

A

Domestic firm that doesn’t change their operations but adapts their products to overseas markets- Uses existing capabilities to move to overseas markets- HONDA, GE

79
Q

Intrinsic

A

Internal

80
Q

ISD- Instructional System Design

A

Needs Analysis
Training Design and Delivery
Training Evaluation

82
Q

Job Characteristics that motivate employees

A 
Meaningfulness of work
Responsible for work outcomes
Knowledge of results
Skill variety
Task significance
Task identity
Autonomy
feedback
83
Q

Job Design

A

An Outgrowth of job analysis that improves the jobs through technological & human consideration to enhance the organization efficiency and employee job satisfaction

83
Q

Job enrichment

A

Enhancing a job by adding more meaningful tasks and duties to make the work more rewarding & satisfying

84
Q

Job Ranking

A

Jobs ranked based on their worth

86
Q

Joint Health and Safety Committee

A

Partnership of management and Employees to maintain safe and secure workplace
More than 20 employee it is required
Fines up to $500,000 if not compliant

87
Q

Labour relations

A

Is part of Industrial Relations
The study of ALL aspects of the Union Management relationship, bargaining rights, negotiations and administration of the collective agreement

88
Q

Legislated Employee Rights in the workplace

A

The right to know
the right to refuse
The right to be part of the process

88
Q

Legal Considerations for Appraisals

A

Performance ratings must be job related
Employees should have a written copy of their job standards
Employee performance should be observable
Supervisors should be trained on the appraisal process
Appeal process should be developed to voice disagreement
Managers should openly discuss performance with employees

89
Q

Line Managers

A

NON HR Managers who are responsible for overseeing the work of other employees

90
Q

Legislation governing H&S

A

Federally- Canada Labour Law- covers all federally regulated employees
Provincially- Workplace Safety and Insurance Act- Ministry of Labour

92
Q

Management Rights Clauses

A

Management’s Authority is supreme in all matters except those conceded in the collective agreement or in those areas which it’s authority is restricted by Law

93
Q

mediation

A

the use of an impartial third party- neutral to reach a compromise decision in employment disputes
Becoming very popular
the essence is compromise
gathers information from both sides, through discussion, suggestions and persuasion obtains an agreement that satisfies the needs and requirements of both sides
NO POWER or Authority to force either side toward an agreement
Parties maintain control over the settlement outcome
flexible and informal process
used in a wide variety of situations

94
Q

Motivation

A

Exectancy( Outcome of working harder) X Instrumentality( comparable) X Valence (important to them)

95
Q

Multidomestic Corporation

A

Fully autonomous units operating in multiple countries, great latitude to address local issues

96
Q

Obstacles that the designated groups have faced in securing employment

A

high levels of unemployment in their groups
high concentration in low paying jobs
limited opportunity for promotions

97
Q

Ombudsmen system

A

a designated individual from whom employees may seek council for resolution of their complaints
decisions are non binding
compromises are highly possible
problem solving approach
must operate in an atmosphere of confidentiality
Need to access top levee managers to ensure employees complaints receive fair treatment
listens to the complaint and attempts to resolve it by seeking an equitable solution between the employee and the supervisor

98
Q

Outplacement services

A

Services provided by the organization to help terminated employees

99
Q

Pay Equity Programs

A

Meant to eliminate the WAGE GAP-
Equal pay for Work of Equal value
Equal pay for similar work

100
Q

Performance discussion should ensure that

A

there are no surprises
timely
focus on the individuals goals are inline with the organization

101
Q

Performance discussions lead to discussion about

A

promotions succession planning
compensation rewards
disciplinary termination
career development

102
Q

Performance Management

A

The process of creating a work environment in which people can perform to the best of their abilities

103
Q

Performance Standards must have the following:

A

Strategic relevance-meaningful
Criterion deficiency- include the FULL range of the job
Criteria Contamination- the right criteria- affected by something
Reliability- standard is reliable is it is consistent overtime.

104
Q

perquisites

A

special NON MONETARY benefits given to executives often referred as PERKS

105
Q

Policy- HR Managers Ability regarding

A

HR Managers can propose policy formulation and implementation BUT Senior Executives ISSUE the policy

106
Q

Position

A

The different duties and responsibilities performed by one employee

107
Q

Positive Discipline

A

Focuses on early correction
Cooperative
Engage in joint discussion and problem solve to resolve employee problems
based on giving reminders rather than reprimands

108
Q

Positive NON PUNITIVE Discipline

A

A system of discipline that focuses on early correction of the employees behaviour or misconduct- employee must take full responsibility for correcting the problem

109
Q

Problem Solving Interviews

A

Format is proactive, listening accepting and responding to feelings- Seeks to obtain the BUY IN for mutually agreed upon ways to overcome the PROBLEM or OBSTACLES and improve the persons performance-

110
Q

Process to Start a Union

A

Workers desire collective representation or UNION Drive
Union organizing Campaign- to get support
Application to the labour relations board and notification to the company
Certification or Recognition
Collective negotiations and administration of the agreement

111
Q

Progressive discipline

A

Application of corrective measures by increasing degrees

112
Q

Purpose of a Performance appraisal

A

Administrative- compensation, promotions, transfers of staff, training identification
Developmental- performance levels provide indicators where employees may be developed with their job or for other positions
HRM Indicators- Verify the success of various HRM initiatives, recruitment and training

113
Q

Real Wages

A

Wage increases larger than the rise in the consumer price index, that is the real earning power of wages

114
Q

Reasonable Accommodation

A

Undue Hardship

Attempt of employers to adjust to the working conditions or schedules of employees with disabilities and religions

115
Q

Red Circle Rates

A

Outliers- Payment rates that above the maximum of the pay range- To correct- Promotions, job transfers

116
Q

Reliability

A

Comparable data is stable and consistent OVER TIME

117
Q

Relocation Services

A

Services provided to an employee who is transferred to a new location, which might include helping in moving cost, selling a home, orienting to a new culture and learning a new language

118
Q

Responsibilities of the Supervisor H&S

A

Inform workers of potential hazards
ensure workers are wearing PPE
Provide written instructions where appropriate
ensure reasonable precautions are taken

119
Q

Results Methods of performance appraisals

A

MBO- management by Objectives- SWOT analysis

based on their achievements of goals set mutually but them and their manager

120
Q

Rights Arbitration

A

Arbitration over the interpretation of the meaning of the contract terms or employee work grievance

121
Q

Severance Pay

A

A lump sum payment given to terminated employees by an employer at the time of an EMPLOYER initiated termination- soften the impact of unexpected termination

122
Q

Situational Interview

A

An interview in which an applicant is given HYPOTHETICAL incidents and asked how they would respond to it

123
Q

Stock Data

A

Data showing the status of designated groups in occupational categories and compensation levels

124
Q

Statutory Regulations

A

Legislation that influences the employment relationship and co-exists with common law- CANNOT be contracted out

125
Q

Statutory Rights

A

Legal entitlements that derive from government legislation

126
Q

Steps in Developing a Performance systems

A 
Consider:
Performance Standards
Legal Considerations
Who should be appraised
Training Appraisors
127
Q

Steps in the Grievance Procedure

A

Union steward presents grievance other orally or written form to the step officer
Step officer is generally the employees immediate supervisor
The steps are outlined in the collective agreement
Stipulates the number of steps in the grievance process
who is responsible at each level for hearing the grievance
time limits for filing
managements response time limits
how binding decision is done at the final level of the process
successive steps

128
Q

Steps of Progressive Disciplinary

A 
Oral or Reprimand
Written Warning
Suspension without pay
Dismissal
INCREASES the degrees of corrective action
129
Q

Strategic Human Resources Management

A

The pattern of Human Resources deployment and activities that enable an organization to achieve its strategic goals

130
Q

Strategic Planning

A

Procedures for making decisions about the organizations longterm goals and strategies

131
Q

Strategic Planning Process

A 
Mission values vision
External Analysis- Environment scanning
Internal Analysis- succession planning.labour supply
Formulating Strategy- SWOT Analysis
Strategy Implementation
Evaluation and assessment
132
Q

Summary Dismissal

A

when a NON UNION Employer terminates an employee without notice because the employee has committed a serious breach of the contract

132
Q

systemic Discrimination

A

The exclusion of members of certain groups through the application of employment practices/policies based on criteria that are not job related

134
Q

Task Identity

A

The degree to which a job requires completion of a whole and identifiable piece of work

135
Q

Tell and Listen

A

Supervisor delivers the strengths and weakness and allows the employee to talk about how they feel about the comments

136
Q

Tell and Sell Appraiser Interview

A

Supervisor communicates the issue and uses persuasion to change the employees desired manner.

137
Q

To reduce labour

A

Attrition

early retirement

138
Q

Transnational

A

a Firm that attempts to balance local responsiveness and global scale via a network of specialized operating units

138
Q

Trait Approaches to Performance Appraisals

A

Graphic Rating Scale- Most common- each employee is rated according to a scale of characteristics
Mix Standard Scales- Based on comparisons- better than, equal to , worse than
Force Choice Forms- Choose from statements that distinguish between successful or unsuccessful
essays- compose a statement

140
Q

UNION bargaining POWER

A

Strikes, picketing, boycotting products

141
Q

Union Shop

A

It is mandatory that all employees are part of the union in order to work there

142
Q

Unions impact on HRM

A

HRM policies

143
Q

Unions opinion of the Charter of freedom and rights

A

unions don’t like it because it does not allow them to strike or allow them the right to associate or to bargain collectively automatically

144
Q

Validity

A

ACCURATE- the degree to which a concept or conclusion is well founded and corresponds accurately

145
Q

Wage Rate Compression

A

When a less experienced worker earns as much or more than an experienced worker due to high starting salaries for new employees mostly due to scarcity of qualified applicants

146
Q

What appraisers should be trained on

A

Appraisal plan- Objectives of performance appraisal system, the method the frequency and strengths and weaknesses of the program
Rater Error- Ensure they use reliable information to make decisions
How to provide feedback- How to give and receive feedback

147
Q

What are performance appraisals used for

A

they are one tool organizations use to provide information to staff on how they are actually performing- it helps employees understand their roles objectives expectations and performance success

148
Q

What are the 2 primary goals of Performance appraisals

A

Administrative and developmental

149
Q

What are the characteristics of a good Performance appraisal

A

When the right information is gathered
simple to use
employees are confident they are used fairly

150
Q

What do you use in Job Design

A

Uses Simplification, enrichment, relation & Enlargement to design jobs people like to do

151
Q

What is Critical Incident method

A

Style of JOB Analysis- Which job tasks are identified for job success- Interview asking the employee to describe the job, how it is performed, what work is done and what tools & equipment are used

152
Q

What is involved when deciding to use an arbitrator

A

Importance of the issue
cost involved
chance of obtaining a favourable award
political pressure

153
Q

When Misconduct happens- steps

A

Violations of Rules
Investigation of offences
Disciplinary interviews
progressive disciplinary

154
Q

Who administers the H&S program

A

HR or industrial relations department

155
Q

Who is responsible for developing Disciplinary Procedures

A

HR Department
Set a standard of rules and communicate them to employees
the goal is to obtain change in the behaviour not punish the employees

156
Q

Who IS responsible for Disciplinary Process in NON-UNIon

A

Supervisors and managers
Must address unacceptable behaviour
Must be properly investigated
the employee must be given the opportunity to present their side

157
Q

Who should appraise

A 
Manager/Supervisor
Peer Review
Subordinate Review
Team Review
Customer Review
360 review-
158
Q

Why implement Employment Equity policies

A

to ensure equitable representation in the workforce and redress past discrimination

159
Q

Why join a union

A

workers desire collective representation
Dissatisfaction with Management - feel under valued, management isn’t fair,
social- being apart of a group
economic needs- union will improve their wages. working conditions and hours

160
Q

Workers Duties and Responsibilities H&S

A

Requires to comply with legislation regulation
Report hazardous conditions _ NOT POTENTIAL
Wear appropriate protective equipment
Adhere to employers H&S rules

161
Q

Workplace violence occurs most commonly in what field of work

A

community service, nursing

162
Q

Wrongful Dismissal

A

NON-UNION- employee can file a wrongful dismissal lawsuit
It only deals with whether NOTICE should have been given
Remedy on the courts is financial ONLY

Human Resources Principles (2 decks)

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