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BUSI 2312U - Human Resources Management > Test 1 > Flashcards

Test 1 Flashcards

1
Q

Job Analysis

A

The process of identifying the duties and responsibilities of a job and the knowledge

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2
Q

Job Description

A

The duties and responsibilities of a job.

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3
Q

Job Specification

A

The knowledge

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4
Q

Discrimination

A

Unfair treatment of a person or group based on certain characteristics

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5
Q

Intentional Discrimination

A

Deliberate unfair treatment based on prohibited grounds

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6
Q

Unintentional Discrimination

A

Also known as systemic or adverse impact discrimination

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7
Q

Bona Fide Occupational Requirement (BFOR)

A

A job requirement that is necessary for the safe and efficient performance of the job and cannot be reasonably accommodated without undue hardship.

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8
Q

Realistic Job Preview (RJP)

A

Providing potential job applicants with both positive and negative information about a job to set accurate expectations.

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9
Q

Expectations Lowering Procedure (ELP)

A

Educating potential job applicants that their expectations may not be met

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10
Q

Human Resources Management (HRM)

A

The management of an organization’s employees

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11
Q

Business Cycle

A

The natural fluctuation of the economy between periods of expansion (growth) and contraction (recession).

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12
Q

Unemployment Rate

A

The percentage of the labour force that is unemployed and actively seeking work.

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13
Q

Generational Differences

A

Variations in attitudes

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14
Q

Paradox Navigator - Strategic Positioner

A

HR Professionals can evaluate both external and internal business contexts

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15
Q

Paradox Navigator - Credible Activist

A

HR Professionals achieve the trust and respect to be to be viewed as influential and valuable

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16
Q

Paradox Navigator - Paradox Navigator

A

Captures the entire extent of HR Professionals

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17
Q

Paradox Navigator - Culture and Change Champion

A

HR Professionals ensure that the structure of the organization designs culture and manages change to meet changing business demands

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18
Q

Paradox Navigator - Human Capital Curator

A

HR Professionals identify and develop the right kind of talent

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19
Q

Paradox Navigator - Total Rewards Steward

A

HR Professionals are building tangible value for employees

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20
Q

Paradox Navigator - Technology and Media Integrator

A

HR Professionals are able to leverage social media and integrate technology

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21
Q

Paradox Navigator - Analytics Designer and Intrepreter

A

HR Professionals identify opportunities to gather, interpret and use data for better decision-making

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22
Q

Paradox Navigator - Compliance Manager

A

HR Professionals ensures compliance with relevant legal requirements

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23
Q

Paradox Navigator List

A

Strategic Positioner
Credible Activist
Paradox Navigator
Culture and Change Champion
Human Capital Curator
Total Rewards Steward
Technology and Media Integrator
Analytics Designer and Interpreter
Compliance Manager

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24
Q

Environmental Forces on HR

A

Political
Economic
Technological
Social

(PETS)

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25
Q

14 Legal Jurisdictions in Canada

A

10 Provinces
3 Territories
1 National

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26
Q

4 Types of Unemployement

A

Frictional
Structural
Cyclical
Seasonal

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27
Q

Frictional Unemployment

A

Temporary transition in workers’ lives

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28
Q

Structural Unemployment

A

Mismatch in demographics of workers and type of jobs available

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29
Q

Cyclical Unemployment

A

Lack of demand in economy for specific goods and service

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30
Q

Seasonal Unemployment

A

Labour not in season

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31
Q

Labour Planning Process

A

Forecast the demand for labour
Forecast the supply for labour
Conduct a gap analysis
Develop strategies to achieve a labour equilibrium
Prepare a staffing table
Implement the strategies / staffing table

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32
Q

Regression Analysis

A

Looking at past relationships before one or more casual factors and employment

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33
Q

Management Forecasts

A

HR Staff speak with the various departments in an organization

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34
Q

Skills Inventory

A

An organization searches its human resource information system which has information on each employee’s KSAEs

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35
Q

Management Inventory

A

Same as Skills Inventory for Management Employees

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36
Q

KSAE

A

Knowledge
Skills
Abilities
Experience

37
Q

Replacement Chart

A

A chart that has a contingency plan if an employee can no longer work in that position

38
Q

Replacement Summaries

A

A summary on the replacement chart which specifies why you can do a replacement of employees

39
Q

Succession Planning

A

An initiative to replace employees

40
Q

Markov Analysis

A

Analyses the job turnover rate

41
Q

Labour Equilibrium

A

Supply = Demand

42
Q

Labour Shortage

A

Supply < Demand

43
Q

Labour Surplus

A

Supply > Demand

44
Q

Staffing Table

A

A table that showcases the timeline to achieve Labour Equilibrium

45
Q

Strategies for Dealing with a Labour Surplus

A
  • Decrease number of employees
  • Increase number of existing employees leaving the organization
    > Attrition
    > Quitting
    > Early Retirement
    > Sabbatical
    > Layoff
    > Firing without just cause
    > Job Sharing
    > Part Time
    > Working Share
    > Overtime
    > Transfer/Promotion/Demotion
    > Internal Recruitment
    > Retention
    > Outsourcing
    > External Recruitment
46
Q

Hiring Freeze

A

Organization stops hiring new employees

47
Q

Attrition

A

Relies on natural causes of leaving

> Death
Retirement

48
Q

Quitting

A

Same as fired without cause, will offer reference letter and outplacement

49
Q

Early Retirement

A

Offers earlier retirement

50
Q

Sabbatical

A

Offers leave of absence without pay

51
Q

Layoff

A

Will send employees home until there is more work

52
Q

Firing without cause

A

Will fire and give pay in leiu

53
Q

Job Sharing

A

Divides one job between two or more employees

54
Q

Part Time

A

Shift from full time to part time

55
Q

Work Sharing

A

Reduced work week to 3 or 4 days a week

56
Q

Overtime

A

Offer more hours for more pay

57
Q

Transfer/Promotion/Demotion

A

Shifts an employee to another vacant job

58
Q

Internal Recruitment

A

Looks to fill a position from within

59
Q

Retention

A

Focuses on trying to prevent employees from quitting

60
Q

Outsourcing

A

Finding an outside organization to do the work for cheaper

61
Q

External Recruitment

A

Finding people for a job

62
Q

Prohibited Grounds of Discrimination

A

Race
Ancestry
Place of origin
Colour
Ethnic Origin
Citizenship
Creed
Sex
Sexual Orientation
Gender Identity
Gender Expression
Age
Record of Offences
Marital Status
Family Status
Disability

63
Q

Intentional Discrimination on a Non Prohibited Ground

A

Allowed, you can as it is non prohibited

64
Q

Intentional Discrimination on a Prohibited Ground

A

Not Allowed, you cannot as it is prohibited

65
Q

Unintentional Discrimination on a Prohibited Ground

A

Not Allowed, you cannot as it is prohibited

66
Q

Unintentional Discrimination on a Non Prohibited Ground

A

Allowed, you can as it is non prohibited

67
Q

Harassment

A

Engaging in a course of vexatious comments or conduct that is out reasonably

68
Q

Human Rights Tribunal of Ontario

A

Provincial governing body to resolve discrimination and harassment

69
Q

Employment Equity Act

A

Aims to make employment fair and designed to achieve equality in the workplace

70
Q

Designated Groups

A

Groups that are commonly targeted against;

Gender
Aboriginal People
Visible Minority (Race)
Disability

71
Q

Employment Equity Process

A
  1. Announce and communicate the program
  2. Collect workforce data
  3. Conduct a workforce analysis
  4. Conduct an employment systems review
  5. Develop and implement a plan
  6. Submit reports to the government
72
Q

Recruitment

A

The process of getting people to apply for jobs at an organization

73
Q

Employer Branding

A

The image an organization has as an employer

74
Q

Employer Branding 3 Steps

A
  1. Define Target Audience
  2. Develop the employee value proposition
  3. Communicate the value proposition
75
Q

Recruitment Methods

A

Advertisements
Open House
Educational Institutions
Employee Referrals
Former Employees
Employment Agencies
Online Recruiting
Career Fairs

76
Q

Selection

A

The process of choosing the best applicant for the job

77
Q

Selection Steps

A

Screening
Testing
Interviewing
Reference Checking
Offer and Acceptance

78
Q

Screening

A

Resumes are checked whether they meet all KSAEs

79
Q

Testing

A

Tests are conducted by HR and should be reliable and valid.

80
Q

Testing Types

A

Physical
Personality
Knowledge
Work Sample

81
Q

Interviewing

A

Conducted by HR Supervisor, a way to get to know the candidate better

82
Q

Types of Interviews

A

Individual
Panel
Sequential

83
Q

Types of Media Interview

A

In Person
Phone
Virtual

84
Q

Interviewing Steps

A
  1. Planning the Interview
  2. Establishing Rapport
  3. Asking Questions
  4. Closing the Interview
  5. Evaluating the Interviewee
85
Q

First Impression Error

A

Interviewer’s first perception of an interviewee to influence later preceptions

86
Q

Contrast Effect

A

Interviewer’s perception of an interviewee to be influenced by previous perceptions

87
Q

Reference Checking

A

Applicants’ information is checked for accuracy

88
Q

Offer and Acceptance

A

Decision can be made based on subjective approach or statistical approach or both

BUSI 2312U - Human Resources Management (1 decks)

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