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Knowledge > Managing HR > Flashcards

Managing HR Flashcards

1
Q

Employee seperation

A

the termination of an employee’s membership in an organisation

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2
Q

turnover rate

A

the rate one employee separations in an organisation

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3
Q

Voluntary x external

A

quit

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4
Q

voluntary internal

A

voluntary transfer

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5
Q

involuntary external

A

termination

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6
Q

involuntary internal

A

mandatory transfer

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7
Q

Benefits of employee separation

A

reduced labour cost

replacement of poor performers

increased innovation

opportunity for greater diversity

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8
Q

Discharges

A

takes place when management decides that there is a poor fit between an employee and the organisation

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9
Q

downsizing

A

A company’s strategy to reduce the scale and scope of its business in order to improve the company’s financial performance

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10
Q

rightsizing

A

the process of reorganising a company’s employees to improve their efficiency

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11
Q

Attrition

A

not refilling job vacancies that are created by turnover

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12
Q

Hiring freeze

A

not hiring any new employees into the ocmpany

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13
Q

WARN worker adjustment and retraining notification act

A

a fever law requiring u.s. employers with 100 or more employees to give 60 day’s advance notice to employees who will be laid off as a result of a plan

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14
Q

most important criteria for layoffs (2)

A
  1. seniority

2. employee performance

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15
Q

outplacement

A

an hr program created to help separated employees deal with the emotional stress and finding a new job

-> emotional support, job search support

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16
Q

Performance appraisal

A

the identification, measurement and managing of human performance in organizations.

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17
Q

2 ways to classify appraisal formats

A
  1. relative judgements

2. absolute judgement

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18
Q

relative judgement

A

ask a supervisor to compare an employee’s performance to the performance of other employees

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19
Q

absolute judgement

A

formats ask supervisors to make judgments about an employee’s performance based on the standards

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20
Q

Trait appraisal instrument

A

an appraisal tool that asks a supervisor to make judgments about worker characteristics

trait based scales are: decisiveness, reliability, energy and loyalty

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21
Q

behavioural appraisal instrument

A

focus on assessing a worker’s behaviour

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22
Q

Outcome appraisal instrument

A

to assess the results achieved by workers

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23
Q

self review

A

workers rate themselves

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24
Q

peer review

A

workers at the same level of the organisation rate one another

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25
Q

subordinate review

A

workers rate their supervisors

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26
Q

360 feedback

A

a combination of peer, subordinate, and self review§

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27
Q

(challenges to effective performance management) rate error

A
  1. a supervisor may make an overall judgment about a worker and then conform all dimensional ratings to that judgment
  2. a supervisor may make all ratings consistent with the worker’s performance level on a dimension that is important to the supervisor
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28
Q

(challenges to effective performance management) Restricition of errors

A

when a manager restricts all of his ratings to a smal portion of the reading scale

29
Q

3 range restricitons

A
  1. Leniency error
    high portion of the scale
  2. central tendency error
    using only the middle points of the scale
  3. severity error
    only the low portion of the scale
30
Q

(challenges to effective performance management) influence of liking

A

when raters allow their like or dislike of an individual to influence their assessment

31
Q

(challenges to effective performance management) whether to focus on the individual or group

A
  1. individual contribution to team performance

2. the performance of the team as a unit

32
Q

(challenges to effective performance management) legal issues

A

must be free from discrimination

33
Q

(challenges to effective performance management) legal issues

A

must be free from discrimination

34
Q

Total compensation includes 3 components

A

base compensation, pay incentive and indirect compensations

35
Q

base compensation

A

the fixed pay an employee receives on a regular basis, either in a form of salary or as an hourly wage

36
Q

pay incentive

A

program designed to reward employees for good performance

37
Q

indirect compensation/benefits

A

E.G. health insurance, vacations and unemployment compansation

38
Q

performance-contingent compensation

A

traditional piece-rate plans, pay based on units

39
Q

membership-contingent compensation

A

provide the same similar wage to every employee in a given job

40
Q

egalitarian pay system

A

a pay plan in which most employees are part of the same compensation system

41
Q

elitist pay system

A

a pay plan in which different compensation systems are established for employees or groups at different organisational levels

42
Q

keys steps in creating a job-based compensation plan

A

1: achieving internal equity
2. achieving external equity
3. achieving individual equity

43
Q
  1. Achieving internal equity
A 
step 1. conduct job analysis
step 2. write job descriptions
step 3. determine job specifications
step 4. rate worth of all jobs using a predetermined system
step 5. create job hierarchy
step 6. classify jobs by grade level
44
Q
  1. achieving external equity
A

step 1. identify jobs that are similar and check salary surveys to determine how much these jobs are worth to other employees

step 2. establish pay policy

45
Q
  1. achieving individual equity
A

assign each employee a pay rate within the range established for his or her job.

use previous experience, seniority and performance appraisal

46
Q

skills based pay

A

uses skills as the basis of pay

47
Q

depth skills

A

when they learn more about a specialised area or become expert in a given field.

48
Q

horizontal/breath skills

A

when they learn more and more jobs or tasks within the firm

49
Q

vertical skills

A

when they acquire ‘self management’ abilities such as scheduling, coordinating, training and leadership

50
Q

exempt employees

A

an employee who is not covered by the provisions of the fair labour standards

51
Q

nonexempt employees

A

an employee who is covered by the provisions of the fair labour standard acts.

52
Q

there are 3 different employee rights

A
  1. statutory rights
  2. contractual rights
  3. other rights
53
Q

Statutory rights

A

a right protected by specific laws

protection from discrimination based on race, sex, religion, national origin, age, handicap etc.

54
Q

contractual rights

A

a right based on the law of contracts

55
Q

contract

A

a legally binding promise between two or more competent parties

56
Q

other rights

A
  1. right to ethical treatment
  2. limited right to privacy
  3. limited right to free speech
57
Q

employment at will

A

a common-law rule used by employers to assert their right to and an employment relationship with an employee at any time for any cause

58
Q

Legal limitations to employment at will

A
  1. public policy exceptions
    an employee can’t be discharged for engaging in activities protected by law
  2. implied contracts
    when an employer makes oral or written promises of job security
  3. lack of good faith an fair dealing
    that courts expect that each party in the employment relationship treats the other in good faith
59
Q

(challenges of employee rights) random drug testing

A

drug testing can be seen as a violation of the privacy of employees

therefore often used: the performance tests
computer-based performance tests that test workers coordination to measure their ability to do their jobs

60
Q

(challenges to effective performance management) electronic monitoring

A

electronic surveillance devices to monitor employees (because there is a lot of theft)

61
Q

(challenges to effective performance management) whistle blowing

A

A whistle-blower is an employee of your organization who reports another employee for something that is believed to be wrong, dishonest or illegal

62
Q

(challenges to effective performance management) restrictions on moonlighting

A

holding a second job outside normal working hours

63
Q

(challenges to effective performance management) restriction of office romance

A

no dating policies

64
Q

progressive discipline

A

a series of management interventions that gives employees the opportunities to correct undesirable behaviours before being discharged

step 1. verbal warning
step 2. written warning
step 3. suspension
step 4. discharge

65
Q

positive discipline

A

step 1: session that ends with a verbal solution that is acceptable for both parties

step 2. they meet again to discuss why it failed and to develop a new plan. this plan is written down this time

step 3. warning that the employee is at risk of being discharged with pay

step 4. failure to improve performance after the final warning results in discharge.

66
Q

incompetent employee

A

someone who is lacking ability, not effort

67
Q

probationary employment period

A

a period of time that allows the employer to discharge any employee at will.

68
Q

insubordination

A

either refusal to obey a direct order from a supervisor or verbal abuse of a supervisor

69
Q

against workplace bullying hr should 3x

A

promote zero tolerance
value statements
screen job candidates

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