question

EXPLAIN how to develop an orientation program.

answer

New employees need a clear understanding of company policies, expec-tations regarding their performance, and operating procedures. Orientation is part of the socialization process that instills in new employees the prevailing attitudes, standards, values, and patterns of behaviour that are expected by the organization. Onboarding helps to reduce reality shock— the discrepancy between what the new employee expected from his or her job and its realities.

question

DESCRIBE the five-step training process

answer

(1)NEEDS ANALYSIS: identify the specific job performance skills needed, to analyze the skills and needs of the prospective trainees, and to develop specific, measurable knowledge and performance objectives. (2) INSTRUCTIONAL DESIGN: the actual content of the training program is compiled and produced, including workbooks, exercises, and activities. (3) VALIDATION: in which the bugs are worked out of the training program by pre-senting it to a small, representative audience. (4) IMPLEMENTED: (5) EVAULATED: follow- up step in which the program's successes or failures are assessed.

question

DISCUSS two techniques used for assessing training needs.

answer

(1) Analyze the audience to ensure that the program will be suited to their spe-cific levels of education, experience, and skills, as well as their attitudes and personal motivations. (2) Use research to develop specific measurable knowledge and performance objectives.

question

EVALUATE at least five traditional training techniques.

answer

Traditional training techniques include on- the- job- training, apprenticeship training, informal learning, job instruction training, classroom training, audiovisual techniques, programmed learning, and vestibule or simulated training.

question

DESCRIBE the three types of e- learning.

answer

Three types of e- learning are computer- based training, online training, and electronic perfor-mance support systems.

question

DESCRIBE how to evaluate the training effort.

answer

In evaluating the effectiveness of a training program, four categories of outcomes can be measured: reaction, learning, behaviour, and results.

question

EXPLAIN several common types of training for special purposes.

answer

Today's organizations often provide training for special purposes, including literacy train-ing, diversity training, customer service training, training for teamwork, and training for first- time supervisors/ managers.

question

employee orientation ( onboarding)

answer

programs designed to introduce new employees to the job, the people they will be working with and the organization

question

socialization

answer

The ongoing process of instilling in all employees the prevailing attitudes, standards, values, and patterns of behav-iour that are expected by the organization.

question

reality shock ( cognitive dissonance)

answer

The state that results from the discrepancy between what the new employee expected from his or her new job and the realities of it.

question

training vs development

answer

trainging: The process of teaching employees the basic skills/ competencies that they need to perform their jobs. development: training on long term nature

question

task analysis

answer

A detailed study of a job to identify the skills and competencies it requires so that an appropriate training program can be instituted.

question

performance analysis

answer

Verifying that there is a performance deficiency and determining whether that deficiency should be rectified through training or through some other means ( such as transferring the employee). Distinguishing between can't do and won't do problems is at the heart of performance analysis.

question

electronic performance support systems ( EPSS)

answer

Computer- based job aids, or sets of computerized tools and displays, that automate training, documentation, and phone support.

question

EXPLAIN the strategic importance of career planning and development in the context of today's talent shortage.

answer

Career planning and development is a critical strategic issue in ensuring that the supply of necessary talent is available. It involves the delib-erate process through which a person becomes aware of personal career- related attributes, and the lifelong series of activities that contribute to his or her career fulfillment.

question

ANALYZE the factors that affect career choices.

answer

...

question

EXPLAIN the evolution of career development and the impact of that on employers and employees.

answer

The focus on life trajectories involves reframing career development from traits and states to context, from prescriptive to process, from linear to non- linear, from scientific to narrative, and from descriptive to modelling. In this evolution, organizations can benefit from becoming learning organizations that use behaviour modelling, including role- playing, simulations, management games, and mentoring opportunities.

question

RECOMMEND how to manage transfers and promotions more effectively.

answer

Transfers offer an opportunity for personal and career development, but they have become more difficult to manage because of spousal and fam-ily concerns. Thus, career- transition programs for spouses are often provided. In making promotion decisions, firms have to ( 1) decide to promote based on seniority or competence, ( 2) decide how to measure competence, and ( 3) choose between a formal or informal promotion system.

question

EXPLAIN what management development is and why it is important.

answer

Management development is any attempt to improve managerial performance and is aimed at preparing employees for future jobs with the organization. When an executive position needs to be filled, succession planning is often involved. Management development is important because the majority of Canadian companies are facing a leadership shortage at all levels.

question

DESCRIBE on- the- job and off- the- job management- development techniques.

answer

Managerial on- the- job training methods include developmental job rotation, coaching, and action learning. Basic off- the- job techniques include case studies, management games, outside semi-nars, college/ university- related programs, and in- house development centres .

question

career planning and development

answer

The deliberate process through which a person becomes aware of personal career- related attributes and the lifelong series of activities that contribute to his or her career fulfillment.

question

career anchor

answer

A network of self-perceived talents, motives, and values that guide an individual's career decisions

question

learning organzation

answer

An organization skilled at creating, acquiring, and transferring knowledge and at modifying its behaviour to reflect new knowledge and insights.

question

management development

answer

The process of training and educating employees to become good managers and then monitoring the progress of their managerial skills over time. ( 1) assessing the company's human resources needs to achieve its strategic objectives, ( 2) creating a talent pool, and ( 3) developing the managers themselves.

question

succession planning

answer

The process of identifying and tracking high-potential employees who will be able to fill top management positions when they become vacant.

question

developmental job rotation

answer

A management training technique that involves moving a trainee from department to department to broaden his or her experience and identify strong and weak points.

question

action learning

answer

A training technique by which management trainees are allowed to work full time, analyzing and solving problems in other departments.

question

behaviour modelling

answer

A training technique in which trainees are first shown good management techniques, then asked to play roles in a simulated situation, and finally given feedback regarding their performance. (1) modelling (2) role-playing (3) social reinforcement (4) trainsfer of training

question

management game

answer

a development technique in which teams of managers compete by making computerized decisions regarding realistic but simulated situations

question

EXPLAIN the five steps in the performance manage-ment process.

answer

1. Defining performance expectations and goals 2. Providing ongoing feedback and coaching 3. Conducting performance appraisal and evaluation discussions 4. Determining performance rewards/ consequences 5. Conducting development and career opportunities discussions

question

DESCRIBE five performance appraisal methods and the pros and cons of each.

answer

(1) Graphics rating scale; Pro: simple and most popular Con: standards unclear, halo effect, bias (2) Alternation ranking method: Pro: easier to distinguish best and worst employees, avoids central tendency Con: can cause disagreements among employees (3) Paired Comparative Method:Pro: very precise Con: difficult with large number of employees (4) Forced distribution method Pro: predetermined number of people in each group Con: (5) Critical incident method

question

DISCUSS the major problems inhibiting effective performance appraisals.

answer

(1) halo effect (2) central tendancy (3) unclear performance standards (4) strictness / leniency (5) appraisal bias

question

DISCUSS 360- degree appraisal from multiple sources.

answer

The use of 360- degree feedback has grown rapidly. Performance information is collected from the individual being appraised, his or her supervisor, other employees reporting to the person being appraised, and customers. This approach supports the activities of performance appraisal, coaching, leadership development, succession planning, and employee rewards and recognition.

question

DESCRIBE the three types of appraisal interviews.

answer

(1) Satisfactory - promotable (2) Satisfactory -nonpromotable (3) Unsatisfactory - correctable

question

performance management

answer

Goal oriented process directed toward ensuring that organizational processes are in place to maximize productivity of employees, teams, and ultimately the organizations. It includes goal setting , pay for performance , training and development , career management , and disciplinary action

question

task performance

answer

includes employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces

question

contextual performance

answer

An individual's indirect contribution to the organization by improving the organizational, social, and psychological behaviours that contribute to organizational effectiveness beyond those specified for the job.

question

graphic rating scale

answer

The most widely used method for rating attributes. This method lists traits and provides a rating scale for each trait. The employer uses the scale to indicate the extent to which the employee being rated displays the traits. The rating scale may provide points to circle. A drawback of this approach is that it leaves to the particular manager the decisions about what is "excellent knowledge" or "commendable judgment" or "poor interpersonal skills". The results is low reliability, b/c managers are likely to arrive at different judgments.

question

alternation rating scale

answer

Ranking employees from best to worst on a particular trait.

question

paired comparison method

answer

Ranking employees by making a chart of all possible pairs of employees for each trait and indicating the better employee of the pair.

question

forced distribution method

answer

Predetermined percentages of ratees are placed in various performance categories.

question

critical incident method

answer

Method of performance measurement based on managers' records of specific examples of the employee acting in ways that are either effective or ineffective.

question

Behavioural Anchored Rating Scale (BARS)

answer

An appraisal method that aims to combine the benefits of narratives, critical incidents, and quantified ratings by anchoring a quantified scale with specific narrative examples of good and poor performance. Pros: (1) more accurate measure (2) clear standards (3) feedback (4) independent dimensions (5) Consistency Cons: very time consuming to develop

question

To motivate performance goals must be..

answer

fair and attainable

question

halo effect

answer

In performance appraisal, the problem that occurs when a supervisor's rating of an employee on one trait biases the rating of that person on other traits.

question

central tendancy

answer

tendancy to rate everyone in the middle of the scale

question

recency effect

answer

The rating error that occurs when ratings are based on the employee's most recent perfor-mance rather than on performance throughout the appraisal period.

question

similar-to-me baias

answer

The tendency to give higher performance ratings to employees who are perceived to be similar to the rater in some way.

question

formal appraisal discussion

answer

This is an interview in which the supervisor and employee review the appraisal and make plans to remedy deficiencies and reinforce strengths.

question

EXPLAIN the strategic importance of total rewards.

answer

An integrated package of all rewards ( monetary and non- monetary, extrinsic and intrinsic) gained by employees arising from their employment.

question

EXPLAIN in detail each of the three stages in establishing pay rates.

answer

1. Determine the worth of jobs within the organization through job evaluation ( to ensure internal equity), and group jobs with similar worth into pay grades. 2. Conduct a wage/ salary survey of what other employers are paying for com-parable jobs ( to ensure external equity). 3. Combine the job evaluation ( internal) and salary survey ( external) informa-tion to determine pay rates for the jobs in the organization.

question

DISCUSS competency- based pay.

answer

Competency- based pay plans provide employee compensation based on the skills and knowledge that they are capable of using, rather than the job that they currently hold.

question

Five basic elements of compensation for managers

answer

The five basic elements of compensation for man-agers are salary, benefits, short- term incentives, long- term incentives, and perquisites.

question

DEFINE pay equity and EXPLAIN its importance today.

answer

Pay equity is intended to redress systemic gender discrimination as measured by the wage gap, which indicates that full- time working women in Canada make about 71 cents for every dol-lar made by full- time working men. Pay equity requires equal pay for female- dominated jobs of equal value to male- dominated jobs ( where value is determined through job evaluation).

question

5 Componants of Total Rewards

answer

a) compensation b) benefits c) work-life programs d) performance and recognition e) development and career opportunities

question

wage/ salary survey

answer

A survey aimed at determining prevailing wage rates. A good salary survey provides specific wage rates for comparable jobs. Formal written questionnaire surveys are the most comprehensive.

question

pay ranges

answer

Set the upper and lower bounds of possible compensation for individuals whose jobs fall in a pay grade

question

broadbanding

answer

Reducing the number of salary grades and ranges into just a few wide levels or " bands," each of which then contains a relatively wide range of jobs and salary levels.

question

pay for knowledge systems

answer

Pay- for- knowledge systems are known as competency- based pay ( for man-agement and professional employees) and skill- based pay ( for manufacturing employees).

question

DISCUSS how piecework and team or group incentive plans are used.

answer

Piecework is the oldest type of incentive plan. Here, a worker is paid a piece rate for each unit that he or she produces. The differential piece-rate plan rewards workers by a premium that equals the percentage by which their perfor-mance is above standard. Group incentive plans are useful when the workers' jobs are highly interrelated.

question

EXPLAIN how to use short- term and long- term incentives for managers and executives.

answer

Most management employees receive a short-term incentive, usually in the form of an annual bonus linked to company or divisional profits. Long- term incentives are intended to motivate and reward top management for the firm's long- term growth and prosperity and to inject a long- term perspective into executive decisions.

question

ANALYZE the main advantages and disadvantages of salary plans and commission plans for salespeople.

answer

Salary plans for salespeople are effective when the main sales objective is finding new clients or servicing accounts. The main disadvantage of salary plans is that pay is not tied to performance. Commission plans attract high- performing salespeople who see that performance will clearly lead to rewards. The problem with straight commission plans is that there is a tendency to focus on " big- ticket" or " quick- sell" items and to disregard long- term customer relationships.

question

EXPLAIN why money is somewhat less important as an incentive for professional employees than it is for other employees.

answer

Money is somewhat less important as an incen-tive for professional employees than it is for other employees; professionals are already driven by the desire to produce high- calibre work, and the time cycle of professionals' incentive plans tends to be longer than one year, reflecting time for research, design, and development of new products and services. Professionals seek recognition and support in the form of the latest equipment and support for journal publications.

question

COMPARE the three types of organization- wide incentive plans.

answer

Profit- sharing plans, employee share purchase/ stock ownership plans, and gainsharing plans are examples of organization- wide incentive plans.

question

EXPLAIN under what conditions it is best to use an incentive plan.

answer

...

question

ANALYZE the emerging emphasis on employee recognition.

answer

...

question

fixed pay

answer

Compensation that is independent of the performance level of the individual, group, or organization.

question

variable pay

answer

Any plan that ties pay to productivity or profitability.

question

differential piece- rate plan

answer

A plan by which a worker is paid a basic hourly rate plus an extra percentage of his or her base rate for production exceeding the standard per hour or per day. It is similar to piecework payment but is based on a percentage premium.

question

employee benefits

answer

Indirect financial payments given to employees. They may include supplementary health and life insurance, vacation, pen-sion plans, education plans, and discounts on company products.

question

Explain the role of employees benefits

answer

The strategic importance of employee benefits is increasing in the post- job- security era. When benefits are aligned with business strategy, they can help to attract and retain the right people to achieve business objectives.

question

DESCRIBE six government- sponsored benefits.

answer

1) employment insurance, 2) Canada/ Quebec Pension Plan 3) workers' compensation, 4) vacations and holi-days 5) leaves of absence 6) pay on termination of employment.

question

EXPLAIN why the cost of health insurance benefits is increasing and how employers can reduce these costs.

answer

Health insurance costs are rising because of expensive new drugs, rising drug use by an aging population, and reductions in coverage under provincial healthcare plans. These costs can be reduced by increasing the amount of healthcare costs paid by employees, publishing a restricted list of the drugs that will be paid for under the plan, implementing health and wellness promotion plans, using risk assessment programs, and offering health services spending accounts.

question

DESCRIBE the two categories of pension plans and the shift that is occurring in their relative popularity.

answer

The two categories of pension plans are defined benefit plans and defined contribution plans. Defined benefit plans provide a benefit based on a formula related to years of service, and the employer assumes the investment risk associated with the pension fund assets. Defined contribu-tion plans provide for specified contributions to a pension fund by the employer, and the benefit will vary depending on the rate of return on the pension fund assets ( employees assume the investment risk).

question

DISCUSS three types of personal employee services and six types of job- related services offered to employees.

answer

Six types of job- related services offered by many employers include subsidized childcare, eldercare, subsidized employee transportation, food services, educational subsidies, and family-friendly benefits.

question

EXPLAIN how to set up a flexible benefits program.

answer

The flexible benefits approach allows the employee to put together his or her own benefit plan, subject to total cost limits and the inclu-sion of certain compulsory items. The employer first determines the total cost for the benefits package. Then a decision is made as to which benefits will be compulsory ( such as Canada/ Quebec Pension Plan, workers' compensation, and employment insurance). Then other benefits are selected for inclusion in the plan, such as life insurance, health and dental coverage, short- and long- term disability insurance, and retirement plans. Sometimes vacations and employee ser-vices are included as well. Then employees select the optional benefits they prefer with the money they have available to them under the total plan.

question

employee benefits

answer

Indirect financial payments given to employees. They may include supplementary health and life insurance, vacation, pen-sion plans, education plans, and discounts on company products.

question

ANALYZE the responsibilities and rights of employees and employers under occupational health and safety legislation.

answer

Employers and employees are held jointly responsible for maintaining the health and safety of workers, including participation on joint health and safety committees. Employers are responsible for " due diligence"— taking every reasonable precaution to ensure the health and safety of their workers. Supervisors are responsible for ensuring workplace policies are well communicated and adhered to by employ-ees, and that employees concerns are dealt with in a safe and systematic manner. Employees are responsible for protecting their own health and safety and that of their co- workers. Employees have the right to know about workplace safety hazards, the right to participate in the occupa-tional health and safety process, and the right to refuse unsafe work.

question

EXPLAIN WHMIS legislation.

answer

is a Canada- wide, legally mandated system designed to protect workers by providing crucial information about hazardous materials and substances in the workplace. WHMIS requires labelling of haz-ardous material containers, material safety data sheets, and employee training.

question

ANALYZE in detail three basic causes of accidents.

answer

There are three basic causes of accidents— 1) chance occurrences, 2) unsafe conditions, 3) and unsafe acts on the part of employees. In addition, three other work- related factors— the job itself, the work schedule, and the psychological climate— also contribute to accidents.

question

DESCRIBE how accidents at work can be prevented.

answer

One approach to preventing accidents is to reduce unsafe conditions by identifying and removing potential hazards. Another approach to improving safety is to reduce unsafe acts—

question

EXPLAIN why employee wellness programs are becoming increasingly popular.

answer

Employee wellness programs aim to improve employees' health and reduce costs for sickness and disability claims, workers' compensation, and absenteeism. Wellness initiatives include physical fitness programs, smoking cessation programs, relaxation classes, and heart health monitoring.

question

DISCUSS six major employee health issues at work and RECOMMEND how they should be handled.

answer

Substance abuse is an important and growing health problem among employees. Techniques to deal with this challenge include disciplining, discharge, in- house counselling, and referrals to an outside agency. Stress, depression, and burnout are other potential health problems at work. Job stress can be reduced by ensuring that employees take breaks each day, providing access to counselling, and giving employees more control over their jobs. Repetitive strain inju-ries occur as a result of repetitive movements, a wkward postures, and forceful exertion. Ergonomics is very effective at reducing RSIs.

question

burnout

answer

A state of physical, emotional, and mental exhaustion created by long-term involvement in an emotionally demanding situation and accompanied by lowered performance and motivation

question

DEFINE voluntary and involuntary turnover and explain the impact of each.

answer

Turnover can be voluntary ( employee initiated) or involuntary ( employer initiated). HR consider-ations in managing turnover include making sure that there is enough talent to complete produc-tion demands as well as minimizing turnover costs to the organization.

question

wrongful dismissal

answer

An employee dismissal that does not comply with the law or does not comply with a written or implied contractual arrangement.

question

EXPLAIN the six steps in the termination interview.

answer

The six steps in the termination interview are to 1) plan the interview carefully 2) get to the point 3) describe the situation 4) listen until the person has expressed his or her feelings 5) discuss the severance package 6) identify the next step.

question

EXPLAIN various techniques for ensuring effec-tive employee communication in organizations to help manage turnover.

answer

Techniques for ensuring effective employee communication include suggestion programs, employee opinion surveys, and communication from management.

question

A fair and just disciplinary process is based on three prerequisites:

answer

rules and regulations, a system of progressive penalties, and an appeals process.

question

Just cause

answer

Employees who are dismissed without just cause must be provided with reasonable notice. This means paying them for several weeks or months in addition to the legally required notice period on termination. If the employee does not believe that the period of notice is reasonable, he or she may file a wrongful dismissal lawsuit. Constructive dismissal occurs when the employer makes unilat-eral changes in the employment contract that are unacceptable to the employee, even though the employee has not been formally terminated.

question

constructive dismissal.

answer

The employer makes unilateral changes in the employment contract that are unacceptable to the employee, even though the employee has not been formally terminated.

question

performance appraisal process

answer

( 1) defining performance expectations and goals, ( 2) providing ongoing feedback and coaching, ( 3) conducting performance appraisal and evaluation discussions, ( 4) determining performance rewards/ consequences, and ( 5) conducting development and career opportunities discussions.

Human Resource Management in Canada 12 edition – Cap U – Flashcards

Unlock all answers in this set

Haven't found what you were looking for?

Search for samples, answers to your questions and flashcards