IFSTA: HR Management (Ch 13)

Question 1

Plans: types

Answer 1

• Standing: policies, procedures, rules.
• Single-use: program development, project, or budget
• Strategic: charts course of organization over an indefinite future divided into definite time components.
• Operational/administrative: How objectives will be met, focus on factors within control of organization (objective, fact-based)
• Contingency: alternative plans in the event of uncontrollable circumstances.

Question 2

Planning: 5 step model

Answer 2

1. Identify: select problem
2. Select: choose response (including goals, outcomes, objectives required to meet them)
3. Design: determine steps needed to meet goals
4. Implement: perform selected activity
5. Evaluate: determine effectiveness of activities in meeting goals or outcomes.

Question 3

Plans: reasons for altering

Answer 3

• Existing conditions may warrant the immediate alteration of an operation
• Original requirements are not being effectively met

Question 4

Emergency incident planning: 2 types

Answer 4

• Preincident. Uses first 3 steps (identify hazards, select actions, design action plan)
• At incident scene. Puts preincident plan into play, and mentally applies the planning process steps to create an incident action plan.

Question 5

Two aspects of behavior management

Answer 5

• Conflict management
• Discipline

Question 6

Conflict management: 3 types of behavior

Answer 6

• Passive (avoid conflict)
• Aggressive
• Assertive. communication through mutual respect fair play, and compromise

Question 7

Conflict management styles: 5 types

Answer 7

• Avoiding conflict
• Accomodating conflict (appeasing by giving in)
• Forcing conflict (aggresive/uncooperative approach)
• Negotiating conflict (compromise solution all parties agree upon. Moderately assertive supervisor.)
• Collaborating conflict (sharing information openly which usually results in best solution. Places interests of organization first rather than personal interests.)

Question 8

Conflict resolution: 6 steps

Answer 8

1. Classify/identify the problem (what type, who)
2. Define/diagnose the problem: time, skils, effort, resources required to resolve.
3. List alternative options: collaboration, negotiation, force, accomodation, or avoidance. Determine best conflict management style.
4. Determine the right response/appropriate conflict management style.
5. Convert the decision into action: implement choice .
6. Test the action against desired outcome.

Question 9

Peer mediation process: benefits

Answer 9

• Relationships maintained
• External publicity avoided
• Costly litigation avoided
• Organization and participants control process
• Participants control the resolution

Question 10

Discipline: purposes

Answer 10

• Educate and train
• Correct inappropriate behavior
• Provide positive motivation
• Ensure compliance with established rules, regulations, standards, and procedures
• Provide direction
• “Disciple” - a learner

Question 11

Reasons people break rules

Answer 11

• Resentment
• Boredom
• Ignorance
• Stress

Question 12

Investigative interview: Weingarten rights

Answer 12

• Right of employee to have union rep present during an investigatory interview
• Supervisor not required to inform the employee
• Employee’s responsibility to request union rep
• Used when employee has reasonable believ that discipline may result from answers that are given.
• Rules
  
  1. Employee must make clear request for union rep and cannot be punished for this request
  2. Once requested, supervisor has 3 options
     
     1. Grant request and delay interivew
     2. Deny request and end interview
     3. Give employee choice of having the interview without rep or ending
  3. If supervisor denies request and continues interview, may constitute a ULP and employee has right to refuse to answer questions. Employee cannot be disciplined for failure to answer, but may not leave until supervisor terminates the interview.

Question 13

3 levels of progressive discipline: level 1

Answer 13

• Preventative action: hold counseling interview as soon as behavior is discovered
  
  • Ensure employee understands both the rule violated and the organizational necessity for the rule during the interview.
  • Explain exactly what is expected of the employee in the future and what may happen if the rule is violated again
  • Document the interview in a written record.

Question 14

3 levels of progressive discipline: level 2

Answer 14

Corrective action

Question 15

3 levels of progressive discipline: level 2

Answer 15

Corrective action:

• Use when violation is repeated or commits a different violation. May be used for serious first offense.
• Always done in writing. Letter includes:
  
  • Description of what transpired in preventative interview (if held)
  • Description of what employee is or is not doing that violates rules
  • Review of organizational policy regarding possible consequences if behavior continues or doesn’t meet standards
  • Statement informing employee that copy of letter will be placed in personnel file

Question 16

3 levels of progressive discipline: level 3

Answer 16

Punitive action:

• Give notice of possible sanctions
• Put on notice behavior cannot and will not be tolerated
• Possible range of sanctions
  
  • Formal written reprimand
  • Fine
  • Suspension
  • Demotion
  • Termination
  • Prosecution