MIDTERM 2 Flashcards
Organizational culture
Shared belief and values that shape employee behaviour
Impact of organisational culture on employees
Culture serves as guide for employee action and behaviour
Key components of occupational health and safety
-compliance with legal safety requirements
-shared responsibility through health and safety commitees
-consequences on violation
-worker compensation for injuries and illness
Ways to protect employees
-safety programs
-monitoring of health and safety violations
-identify potential hazards
-ergonomic workplace design (environment that emphasizes employee safety through workstation setup, work environment, tools and equipment, safety considerations)
Programs/ services to promote employee well being
Wellness programs
Employee assistance program (EAP) for conselling
Disability management
Workplace security
Emergency response, harrasement prevention, personal safety
Employee engamement
Leadership, values, and teamwork
Occupational disease
Disease resulting from exposure relating to a particular process, trade or occupation in idustry
Occupational illness
Condition resulting from exposure to environmental factors in industry
Safety data sheet (SDS)
Document made by supplier with detailed info regarding hazardous materials
WHMIS
Workplace hazardous materials information system
Benefits of employee orientation
Reduce turnover, increase productivity, improves comonay identification, lowers training costs
Instructional system design approach (ADDIE model)
ASSESS- identify training needs at organisational, task and individual level
DESIGN- develop objectives, training format, and course structure
DEVELOP- create content, instructional materials, and evaluation methods
IMPLEMENT- deliver training via chosen method (simulations, e learning…)
EVALUATE- measure effectiveness of training
Components of a needs assessment
Organizational level- aligns with company goals and strategies
Job level- identifies specific skills and knowledge required for a job
Personal level- determines individual employee training needs and gaps
Key issues in program design
Instructional goals- defining clear objectives
Trainee characteristics- prior knowledge, learning styles, motivation
Learning principles- use reinforcement, engagement, and real world application
Types of training
On the job training
Apprenticeship (formal skill training)
Internship program
Classroom instruction
Self directed learning
Audiovisual training
Simulation learning
E learning
Seminar/ conference
Case studies
Role playing
Coaching
Methods to evaluate training
Reaction- collect feedbaxk
Learning- assess knowledge through tests or demonstrations
Behaviour- measure how employees apply what they learned
Results (ROI)- analyse impact on performace, quality, revnue
Meeting employee amd organisational needs through career development
Align employee growth with company objectives
Enhance job satisfaction, engagement, retention
HR practices should support both employee and business goals
Mentorship programs help employee develop skills and prepare for promotions
Trainee readiness
Employees ability and motivation to learn
Lateral transfer
Moving to a different position at the same level
Transfer of training
Applying learmed skills to the job
Gamification
Gamification is the application of game design elements (points, leaderboard, challenges, rewards), to non game environments (workplace)
Examples of pitfalls
⁃ Managers not realizing the benefits of effective performance management, not trained, leaving it to HR
⁃ Metrics unknown to employees (don’t know what they’ll be evaluated on) or questionable (not reliable, not valid)
⁃ No plans for helping employees develop or for addressing poor performance
⁃ System not aligned with strategy, not linked to other HR processes, not consistent throughout the organization…
Performance management system (PMS)
Structured set of management practices to help employees maximize performance, align employee effort with organizational goals
Of
Structured set
Purpose of managing performance
Enhance employee performance and efficiency, align individual contributions with organizational success
Steps in an effective PMS
Clarify work expectations
Set goals and performance plan
Provide coaching
Conduct formal reviews
Recognize and reward
Create action plans
Reasons for ineffective performance
Organizational issues: poor policies, lack of accountability, inadequate training
Job related issues: unclear job roles, lack of motivation, excessive workload
Personal issues: health problems, family stress, financial worries
Reasons performance management systems fail
Structural issues: lack of clear goals, complex or ineffective processes
Cultural issues: lack of alignment with business strategy, lack of employee buy in
Managerial issues: poor communication, insufficient coaching, rating biases
Process issues: overemphasis on annual reviews, lack of adaptability to changing needs
Sources of employee performance information
Manager review- feedback from direct supervisors
Self-review- employees assess their own performance
Subordinate review- employees evaluate their managers
Peer review- colleagues provide feedback
Customer review- extrenal or internal customer feedback
360 review- a combination of multiple sources
Performance review method
- Trait based methods: focus on traits (characteriestics)
- Behavior based methods: focuses on specific job related actions (behavioural checklist, behaviorally anchored rating scales (BARS), pros job specific feedback, cons time consuming to develop)
- results based methods: measures output and achivements (eg management by objectives (MBO), balanced scorecard, pros objective and measurable, cons may neglect long term development)
3 general criteria for complying with the law
-fairness
-reliability
-validity
360 degree review- sources of performance info
Subordinates, peers, team, employee, supervisor, customer
Graphic rating scale
Manager rates employee on several characteristics
Behavioural checklist
Supervisor checks statements that characterize the employee’s bhevaiour
Financial rewards vs non financial
Financial: direct (wages, salary, bonuses…) or indirect (life insurance, dental plan…)
Non financial: flexible hours, recognition program…
Equity theory
- Inputs: the contribution employees feel they are putting into their job
- Outcomes: the rewards employees receive in return for their inputs
- Comparison: employees compare their own input-outcome ratio to that of others (co workers, peers…)
- Perception of fairness: if the employee perceives their ratio to be equal, they will stay motivated, otherwise they may act to restore equity
- Restoring equity: adjusting inputs (reducing efforts), adjusting outcomes (asking for raise), distorting perceptions (convincing themselves the situation is fair), leaving the organisation
Determining compensation
Internal factors: compensation policy, employee’s worth and worth of the job, ability to pay
External factors: economy, labour market conditions, area wage rates, cost of living, collective bargaining, collective bargaining (negociated agreements), legal requirements
Job evaluation systems
Job ranking system: job arrayed on basis of relative worth, compensation determined by rank
Job classification: job classified and grouped on certain factors, jobs of same group get same compensation
Point system: attribute points to jobs on basis of compensable factors, compensation based on sum of points (quantitative)
Factor comparison system: also uses compensable factors, but compensation based on comparison with those of key jobs within org.
Tools (the compensation structure)
Tools —> wage and salary surveys, wage curves (relationship between the relative worth of jobs and their wage rates), pay grades, rate ranges, other ways (not job based) see notes
Incentive plans
Tie employee compensation with the attainment of organizational objectives (individual bonuses, merit raises, gainsharing, profit sharing)
Mandatory employee benefits
Canada & Quebec pension plan (CPP/ QPP)
Employee insurance (El)
Provincial hospital and medical services
Leaves without pay
Other benefits related to employment standards (eg holidays)
Competency based pay
Pay based on knowledge, capabilties, or the number of jobs an employee can perform
Consumer Price Index (CPI)
Measures average change in consumer prices over time
Piecework
Pay based on number of units produced
Employee rights
Expectations of fair treatment granted by:
-government (legislation)
-employers (contract)
-courts (due process)
Employment protection rights
(Main aspects of the employment relationship)
- Statutory rights: derive from legislation (eg human rights, basic employment conditions, health & safety)
- Contractual rights: for type of work, length of work, compensation, derive from contracts written or verbal
- Due process: employee’s rights to a fair process in decisions related to the employment relationship, derived from the courts (eg right to know job expectations, right to appeal disciplinary action)
How to lessen vulneribility of verbal contracts
Words can be binding, explain nature of employment relationship in writing, keep proof that employees read documents, train supervisors not to imply contractual rights.
Job expectancy rights
-Employee searches and electronic monotoring (employers have the right to search and monitor employees),
-electronic privacy (employees righjt to privacy dont extend to email etc on company owned material),
-substance abuse rights (drug free environment, some org. Have drug testing policies)
-access to employee files: Applicable legislation— personal info (PIPEDA), employees r entitled to examine their own files, info cant be disclosed or used without employees knowledge and consent
-Employee conduct outside the workplace: generally no control, but a clear relationship could be established beyween misconduct and its negative impact on the org.
Discipline
set rules/ policies, define discipline, “apparent violation of rules”, conduct investigation, interview the employee, take disciplinary action, respect due process, assess just cause for dismissal, discharge if appropriate.
Alternative dispute resolution (ADR)
refers to different types of employee complaint or dispute resolution procedures (used in non-unionized organizations)
appealing disciplinary actions (alternative methods)
mediation, hearing officer, open door policy, arbitration, ombudsperson (only role in org. is counselling), step review
common features of federal and provincial legislation
employees right to unionize, employers obligation to recognize certified unions, identification of unfair labour practices, union rights and employer rights
sequence of events on how employees unionize
- employees want collective representation
- organizing process
- collective bargaining
- collective agreement is administered
organizational progress when employees are unionizing
employees-union contract, initial organizational meeting, formation of in house organizing committee, application to appropriate labour relations board, certification by labour relations board, election of bargaining committee and negotiations
collective bargaining process
prepare for negotiations, develop strategies, conduct negotiations and formalize collective agreement
grievance procedures
a grievance is a complaint by employee that some aspect of collective agreement has been violated
grievance procedures
provides for the union with a formal process to represent the interests of employees in processing a complaint
