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Human Resources > Midterm Review CH 1,2,4 > Flashcards

Midterm Review CH 1,2,4 Flashcards

1
Q

What are the three stages in the evolution of HRM?

A
  • Scientific Management (concern for production - Taylorism)
  • Human Relations Movement (Concern for people)
  • Human Resources Movement (concern for people and productivity)
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2
Q

What are the 2 HR Responsibilities?

A
  • Operational HRM (day to day)

- Strategic HRM (short/long term for whole organization)

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3
Q

What is Operational HRM?

A
  • Traditional HRM that includes administrative responsibilities ( e.g. payroll, selection, compensation, training, etc.)
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4
Q

What is Strategic HRM?

A
  • Contemporary HRM that participates in setting up a strategic plan for organizations and executes that plan (e.g. designing strategies to attract top talent to gain competitive advantage!)
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5
Q

What are the traditional measures of the value of HR?

A
  • focused on the amount of activity and the cost of the HR function (ex. number of job candidates interviewed per month, cost per hire)
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6
Q

What are Today’s Measures of HR Value?

A
  • focus on productivity, quality, sales, market share, and profits
  • balanced scorecard system
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7
Q

What are External Influences on HRM?

A
  • Economic conditions (Unemployment. Productivity)
  • Labour market issues (Demographics, Education)
  • Technology (FB/Twitter, Privacy, Ethics)
  • Government (Rights, Equity, Benefits)
  • Globalization (Labour Sources, World Economy)
  • Environmental Concerns (climate change, Sustainability)
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8
Q

What are the Internal Influences on HRM?

A
  • Organizational culture (core values, beliefs)
  • Organizational Climate (friendly/unfriendly, open/secretive)
  • Management practices (organic,Bureaucratic)
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9
Q

Three Critical Things for Employee Engagement?

A

1) Opportunities to grow
2) A mission Warranting Extraordinary effort
3) Leader behaviours and values

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10
Q

What are the Levels of Canadian Legislation?

A
  • Constitutional law - Charter Rights& Freedoms
  • Acts of Parliament - Income Tax Act
  • Regulations - Rules Interpreting Laws
  • Common Law - Precedents
  • Contract Law - Collective Agreements/Contracts
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11
Q

What does the Charter of Rights & Freedoms Cover?

A
  1. Freedom of conscience and religion
  2. Freedom of thought, belief, opinion, and expression, including freedom of the press and other media or communication
  3. Freedom of peaceful assembly
  4. Freedom of association
  5. Equality
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12
Q

What is Discrimination?

A

a distinction, exclusion or preference based on one of the prohibited grounds that has the effect of nullifying or impairing the right of a person to full and equal recognition and exercise of his or her human rights and freedoms

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13
Q

What are the 2 types of Discrimination?

A
  • Intentional (direct,indirect,by association)

- Unintentional (embedded in policies, constructive or systemic discrimination, apparently neutral)

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14
Q

What is the only reason where Discrimination is allowed?

A

Bona Fide Occupational Requirement

- based on business necessity, required for job tasks (vision standards)

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15
Q

What is Harassment?

A

unwelcome behaviour that demeans, humiliates, or embarrasses a person and that a reasonable person should have known would be unwelcome

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16
Q

What is the Difference between Sexual Coercion and Annoyance?

A

Sexual Coercion – harassment of a sexual nature that results in some direct consequence to the worker’s employment status or some gain in or loss of tangible job benefits

Sexual Annoyance – sexually related conduct that is hostile, intimidating, or offensive to the employee but has no direct link to tangible job benefits or loss thereof

17
Q

What can employers do to reduce liability for harassment?

A
  • establish sound harassment policies
  • communicate policies to all employees
  • enforce policies in a fair and consistent manner
  • take an active role in maintaining a working environment that is free of harassment
18
Q

Employer Remedies for harassment?

A

Systemic - steps to ensure compliance

Restitutional - monetary, reinstatement, apology, etc.

19
Q

What 3 perceptions does bullying promote?

A
  • Sense of Entitlement - Privilege & Right to Control
  • Intolerance of Differences - Difference = Inferior
  • Liberty to Exclude
20
Q

What is Occupational Segregation?

A

– the existence of certain occupations that have traditionally been male dominated and others that have been female dominated

21
Q

5 questions/checks of Ethical Intelligence?

A

1) Do No Harm
2) Make Things Better
3) Respect Others
4) Be Fair
5) Be Loving

22
Q

What are the 4 parts of Organizational Justice?

A
  • Distributive (Fairness of a decision outcome)
  • Procedural (Fairness of the process used to make a decision)
  • Interactional (Fairness in interpersonal interactions by treating others with dignity and respect)
  • Informational (Fairness in the information used to justify the change, decision, strategy, outcome, etc.
23
Q

What is Job Analysis?

A

A Process by which information about jobs is systematically gathered and organized

24
Q

What is the 6 Step process of Job Analysis?

A
  1. Identify the use to which the information will be put, since this will determine the types of data that should be collected and the techniques used
  2. Review relevant background information, such as organization charts, and process charts
  3. Select the representative positions and jobs to be analyzed
  4. Analyze the jobs by collecting data on job activities, required employee behaviours, working conditions, and human traits and abilities needed to perform the job
  5. Review the information with job incumbents
  6. Develop a job description and job specification (the two concrete products of the job analysis)
25
Q

Explain the different Types of Organizational Structures?

A
  • Bureaucratic - Top Down, many level, centralized
  • Boundary-less - Joint ventures, teams
  • Organic - Decentralized, no hierarchy, followers define leaders
  • Matrix - Multiple components: functions, products, teams
  • Flat - Decentralized, Few levels, Teams, Broadly defined jobs
26
Q

3 aspects of the Evolution of Jobs and Job Design?

A
  • Job Specialization - Work simplification, industrial engineering (efficiency,cycles, time standards)
  • Behavioural Aspects -Reduce boredom,fatigue, increase motivation
  • Ergonomic Aspects - Physical needs of workers, Health & Safety
27
Q

What are three aspects of Behaviour Aspects with regards to job design?

A
  • Job Enlargement (Horizontal Loading) – a technique to relieve monotony and boredom that involves assigning workers additional tasks at the same level of responsibility to increase the number of tasks they have to perform
  • Job Rotation – another technique to relieve monotony and boredom that involves systematically moving employees from one job to another
  • Job Enrichment (Vertical Loading) – any effort that makes an employee’s job more rewarding or satisfying by adding more meaningful tasks and duties
28
Q

Compare Job Specification and Job Description?

A

Job Description – a list of the duties, responsibilities, reporting relationships, and working conditions of a job – one product to a job analysis
Job Specification – a list of the “human requirements” that is, the requisite knowledge, skills and abilities, needed to perform the job – another product of a job analysis

29
Q

Explain How Job Analysis Information is Collected

A
  • Qualitative - Interviews, Questionnaires, Observation, Diary/Logs
  • Quantitative - Position Analysis, Questionnaire, NOC (National Occupational Classification)
30
Q

What is NOC?

A
  • Reference tool for writing job descriptions and job specifications
  • NOC and it’s counselling component, the career handbook, both focus on occupations rather than jobs
31
Q

Three Reasons to use Competency Analysis?

A

1) Traditional job descriptions (with their lists of specific duties) may actually backfire if a high performance work system is your goal
2) Describing the job in terms of the skills, knowledge, and competencies the worker needs is more strategic
3) Measurable skills, knowledge, and competencies support the employer’s performance management process

Human Resources (4 decks)

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