HR final

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Author:
jmali921
ID:
248348
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HR final
Updated:
2013-12-13 14:10:14
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Human Resources
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Final Prep
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  1. What is the role of the performance appraisal?
    • Appraisals provide information for performance improvement, promotion and salary decisions, career planning, and mentoring
    • performance appraisals can add value to mentoring programs
  2. 2 reasons to perform an appraisal
    • 1) Summative
    • -> provide information with which promotion and salary decisions are made 
    • 2) Formative 
    • ->provides an opportunity for managers and employees to review each employee’s work-related behaviour, achievements, and contributions to the organization.

    enables the manager and employee to

    •acknowledge the employee’s strengths

    •develop an action plan  to set goals
  3. 3 steps to the performance appraisal process
    • 1. Define performance expectations and standards
    • 2. Appraising employee performance by comparing actual performance to expectations 
    • 3. providing feedback to employees and planning future development 

    ** appraisal problems arise if these steps are not carefully followed
  4. Uses of compensation
    • improve performance
    • reward high performance
    • contribute to the achievement of an organization's strategic goals
  5. The purpose of "communication programs" in regards to Employee relations
    • in order to keep employees motivated and committed 
    • employees need information about the company, it's goals, and their role in making the organization successful
  6. 4 steps to discipline without punishment
    • 1. Issue oral reminder
    • 2. Issue the employee a formal written reminder. 
    • 3. Give a paid one-day "decision-making"leave 
    • 4. If no further incidents occur in the next year or so, the one-day paid suspension is purged from the person's file. If the behaviour is repeated, dismissal is required.
  7. 4 bases for dismissal
    • unsatisfactory performance 
    • misconduct
    • lack of qualifications for the job
    • changed requirements of the job
  8. Employers are deemed wrongful dismissal when there is termination without notice except....
    • when there is "just cause".
    • A legally defensible reason or cause.
    • The proof: the employer must prove that the employee has irreparably damaged the working relationship to the point that it is unrealistic and unreasonable to expect the employer to work with the employee.
  9. Changes in employment status that constitute constructive dismissal:
    • demotion
    • reduction in pay and benefits
    • forced resignation
    • forced early retirement
    • forced transfer
    • changes in job duties and responsibilities.
  10. true/false:
    a employee who believes that he or she has been constructively dismissed can sue the employer for wrongful dismissal
    True
  11. The organizational culture consists of core values, beliefs, and assumptions that are widely shared by members of an organization. Briefly list some purposes of HRM and organizational culture
    • fostering employee loyalty and commitment
    • shaping employees attitudes about themselves, the organization, and their roles
    • providing employees with a sense of direction and expected behaviours
    • create a sense of identity, orderliness, and consistency
  12. What are some actions that the UNION cannot do regarding union formation
    • refuse to bargain in good faith
    • intimidate employees based on union formation
    • conduct union business on company time/premises without permission
    • threaten/authorize unlawful strike
  13. Engage the "head" means what?
    head - the rational part, how employees connect with goals and values of the company
  14. engage the "hands" means?
    hands: employees willingness to contribute to the organizations success
  15. Some issues that may arise if employees are not engaged?
    • employee is not understood
    • lack of communication
    • not paid enough
    • doesnt get along with peers
    • job is not challenging enough
  16. What is an "open-door" program
    a program that allows the employee the right to appeal actions of supervisors to higher levels in the organizations
  17. The three foundations of fairness in discipline?
    • 1) Rules and regulations 
    • 2) System of progressive penalties
    • 3) an appeal process
  18. 6 things management  should do during disciplinary action
    Take a counseling approach to the problem

    • Exhibit a positive, non-verbal, not angry or
    • anxious demeanor

    • Provide employee with some control over
    • disciplinary process and outcome

    • Provide a clear explanation of the problem
    • behavior

    Ensure the discussion occurs in private

    • Ensure discipline is not arbitrary (consistent
    • with others)
  19. 5 ways to avoid wrongful dismissal
    • 1. Clear written rules that state what actions lead to dismissal
    • 2. evaluate employees annually 
    • 3. Do not make promises that cannot be kept
    • 4. Fully investigate infractions and review employee’s HR file before deciding to terminate 
    • 5. ensure policy on probationary period is clear
  20. Define the "shared responsibility model"
    a model that communicates the importance of employer and employee cooperation to reduce incidents
  21. 3 basic causes of accidents
    • 1) unsafe conditions
    • 2) unsafe acts
    • 3) chance occurances
  22. 4 steps to controlling Workers' Compensation costs
    • 1) Preventing the accident
    • 2) responding appropriately to an accident
    • 3) facilitating employees return to work 
    • 4) conduct functional abilities evaluations
  23. There are two ways to prevent accidents: 1) reduce unsafe conditions and 2) reduce unsafe acts. Describe a couple ways to reduce unsafe acts
    • practice careful selection
    • provide training
    • provide positive reinforcement
    • obtain top management commitment
    • monitor work related stress
  24. What is the purpose of employee wellness programs? Provide some examples of wellness programs.
    strategic health and safety initiatives that take the proactive approach to employee well-being; highly-cost effective 

    • stress management
    • smoking cessation
    • heart health
    • physical fitness
    • nutrition and weight management
  25. Workplace bullying is escalating and can range from social isolation to excessive criticism. List some ways HR can control this:
    • institue workplace violence policies
    • heighten security measures
    • improve employee screening
    • provide workplace violence
  26. Explain the strategic importance of managing performance
    • enhance employee motivation, performance, productivity
    • an opportunity to improve profitability 
    • appraisals provide information on : performance improvement, career planning, promotion and salary decisions
  27. Descrive the 3 steps in the performance appraisal process
    • define performance expectations and standards
    • appraising employee performance by comparing actual performance to expectations
    • providing feedback to employees and planing future development
  28. Identify 4 rater errors
    • Halo effect
    • similar-to-me bias
    • rater bias
    • strictness or lenience
  29. 5 steps required to conduct an appraisal interview
    • be direct and specific
    • focus on job-related behaviour
    • encourage person to talk
    • encourage collaboration
    • post-interview follow-up
  30. 4 ways to handle defensive employees
    • 1) recognize defensive behaviour is normal
    • 2) post-pone interview
    • 3) understand human limitations
    • 4) do not attack persons defences
  31. Describe steps in establishing pay rates
    • 1) determine the worth of each job within the organization through job evaluation (establish internal equity)
    • 2) Group similar jobs into pay grades
    • 3) conduct a salary survey to see what other employers are paying for similar jobs (external equity)
    • 4) price each pay grade using wage curves
    • 5)fine-tune pay grades
  32. 3 strategic approaches for compensation
    • 1) pay an employee for his/her competencies rather than based on the job description
    • 2) rewarding excellence through pay for performance 
    • 3) individualizing pay systems by providing flexibility and choice to an increasingly diverse work force

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