Human Resources Midterm- Chapters' 1-4

Criteria to assess the appropriateness of a BFOR-Chapter 4

1.) Is the standard rationally connected to the performance of the job? 2.) Was the standard established in an honest belief that it was necessary to accomplish the purpose identified in stage one? 3.) Is the standard reasonably necessary to accomplish its purpose?

Three Characteristics of Sexual Harassment-Chapter 4

1.) The encounters must be unsolicited by the complainant, unwelcome to the complainant, and expressly or implicitly known by the respondent to be unwelcome. 2.) The conduct must either continue despite the complainant's protests or, its the conduct stops, the complainant's protests must have led to negative employment consequences; and 3.) The complainant's co-operation must be due to employment-related threats or promises

Position-Chapter 2

A collection of tasks and responsibilities performed by an individual employee

Canadian Human Rights Act- CHRA-Chapter 4

A federal law prohibiting discrimination. The act applies to all federal government departments and agencies, crown corporations, and business and industry under federal jurisdiction in their dealings with the public and in their employment policies. In areas not under federal jurisdiction, protection is given under provincial human rights laws.

Human Resource Audit-Chapter 1

A holistic review of the human resource strategies in an organization with the intention of identifying and correcting deficiencies

Bonafide Occupational Requirement-BFOR-Chapter 4

A justified business reason for discriminating against a member of a protected class (Ex: a fashion store catering to men is allowed to advertise for male models.)

Competency Matrix-Chapter 2

A list of the level of each competency required for each of a number of jobs.

Indexation-Chapter 3

A method of estimating future employment growth with a selected index, such as the ratio of production to sales. For example, planners may discover that for each million dollar increase in sales, the production department requires 10 new assemblers.

Human Resource Accounting-HRA-Chapter 3

A process to measure the present cost and value of human resources as well as their future worth to the organization.

HR Planning-Chapter 3

A process used to determine future human resource requirements by anticipating future business demands, analyzing the impacts of these demands on the organization, determining the current availability of human resources, and making decisions on how to effectively acquire and utilize firms' human resources

Proactive Human Resource Management-Chapter 1

An HR management approach wherein decision makers anticipate problems or challenges both inside and outside of the organization and take action before they impact the organization

Reactive Human Resource Management-Chapter 1

An HR management approach wherein decision makers respond to problems or challenges as they arise rather than anticipate them

Duty to Accommodate and Undue Hardship-Chapter 4

An employer has a duty to accommodate, for example, religious practices, unless those practices present undue hardship. Relevant considerations include financial costs, health and safety, disruption of a collective agreement, interference with other workers rights, the size of the operation, problems of morale of other employees, and interchangeability of workforce and facilities

Organizational Goals- Chapter 1

An organizations short and long-term goals that human resources management aims to support and enable

Step 3 of Strategic Human Resource Management-Chapter 1

Analysis of Organizational Character and Culture

Indirect, unintentional, or systemic discrimination

Any company policy practice, or action that is not opening or intentionally discriminatory, but has an indirect discriminatory practice.

Reverse Discrimination-Chapter 4

Arises when an employer seeks to hire or promote a member of a protected class over an equally qualified candidate who is not a member of a protected class

Step 2 in the HR Planning Process-Chapter 3

Assess internal and external supply of human resources.

Staff Authority-Chapter 1

Authority to advice, but not to direct others- human resource department have this kind of authority

CHRP- Chapter 1

Certified Human Resource Professional- Designation in HR based on a series of national standards.

Step 4 of Strategic Human Resource Management-Chapter 1

Choice and Implementation of Human Resource Strategies- involves identifying, securing, organizing, and directing the use of resources both within and outside the organization. In formulating strategies, the human resource department must continually focus on the following five major activities- 1) planning human resources. 2.) attracting human resources. 3.) placing, developing, and evaluating human resources. 4.) motivating employees. 5.) maintaining high performace.

Phase 2 of Steps in the Job Analysis Process-Chapter 2

Collection of Job Analysis Information- Step 4.) Determine sources of Job Data (non-human and human) Step 5.) Data Collection Instrument Design (develop job analysis questionnaires to help uncover the duties, responsibilities, human abilities, and performance standards of the job they are investigating.) Step 6.) Choice of Method for Data Collection (evaluate the trade-offs between time, cost, and accuracy associated with each method

Environmental Considerations involved in Job Design- Chapter 2

Consideration of the influences of the external environment. Includes employee availability/ability: considerations must be balanced against the abilities and availability of people will actually do the work. And includes social expectations: the larger societies expectations about job challenges, working conditions, and quality of work life.

Ergonomic Considerations involved in Job Design-Chapter 2

Consideration of the relationship between physical attributes of workers and their work environment to reduce physical and mental strain and increase productivity and quality of work life. Focuses on fitting the task to the worker rather than simply forcing the employees to adapt to the task

Job-Chapter 2

Consists of a group of related activities and duties. May be held by a single employee or several persons

Competency Models-Chapter 2

Describes a group of competencies required in a particular job, with typical jobs defined with between 10-15 competencies.

Step 4 in the HR Planning Process-Chapter 4

Design and Implement HRM Programs. Planners make a decision on what type of human resource programs will be developed to achieve their objectives. These programs attempt to balance supply and demand.

Step 3 in the HR Planning Process-Chapter 3

Develop HR Objectives. Planners identify what they expect to accomplish as a result of their chosen actions. Planners carry out an analysis to determine the differences between demand and supply of human resources

Organizational Considerations involved in Job Design-Chapter 2

Each job should contribute to the overall organizational objectives in a timely, effective, and efficient manner. This involves focus on two interrelated concepts: efficiency (achieving maximum output with minimal input) and workflow (the sequence of and balance between jobs in an organization needed to produce the firms' goods or services.)

Secondary Dimensions of Diversity-Chapter 4

Education, past work experience, family status, income, first language, geographic location, and family background

Step 2 of Strategic Human Resource Management-Chapter 1

Environmental Scan- major forces facing Canadian organizations today are: economic, technological, demographic, cultural, and legal

Pay Equity-Chapter 4

Equal pay for equal work

Step 5 in the HR Planning Process-Chapter 5

Establish Program Evaluation. Evaluate effectiveness, using some form of qualitative or quantitative measurement. Answers the question, "Is there a tangible link between investments in human resource programs and organizational sustainability and to what degree?"

Extrapolation-Chapter 3

Extending past rates of change into the future (If an average of 20 workers were hired each month for the past two years, extrapolation indicates that 240 workers will probably be added the following year

Employment Equity-Chapter 4

Federal law to remove employment barriers and promote equality to women, persons with a disability, aboriginal peoples, and visible minorities. Every HR function is affected by this- hr plans, job descriptions, recruiting, selection, training and development, performance appraisal, compensation programs.)

Step 1 in the HR Planning process-Chapter 3

Forecast Demand for Resources (demographic impacts, turnover, legal changes, technological changes, competitors, strategic plan, budgets and revenue forecasts, new ventures, and job design.) Forecasting techniques include expert forecasts, (informal and instant decisions, formal expert surveys, Delphi technique.) Trend projection forecasts (extrapolation, indexation, statistical analysis.) Other techniques include budget and planning analysis, new venture analysis, and computer-based simulations

Human Resource Information Systems-HRIS- Chapter 3

Gathers, analyzes, summarizes, and reports important data for formulating and implementing strategies by HR specialists and line managers

Functional Authority-Chapter 1

HR department may be provided authority to make decisions

Options for managing an Oversupply-Chapter 3

Headcount reduction, (layoffs, leave without pay, termination, outplacement procedures.) attrition, (hiring freeze, early and phased retirement offers, incentives for voluntary separation.) alternative work arrangements (job sharing, using part time employees)

Options for Managing a Shortage-Chapter 3

Hire employees, (full time/part time.) source service providers, (independent contractor, consultants etc.) develop employees internally, (eg replacement charts, succession planning, transfers and promotions.) and create existing work arrangments (overtime and flexible schedules)

Job Design-Chapter 2

Identification of job duties, characteristics, competencies, and sequences, taking into consideration technology, workforce, organizational character, and environment. There are 5 elements that deserve consideration: organizational, ergonomic, employee, job specification, and environment.

Glass Ceiling-Chapter 4

Invisible, but real obstructions to career advancement of women and people of visible minorities, resulting in frustration, career dissatisfaction and increased turnover

CHRA Prohibition Against Harassment-Chapter 4

It is considered a discriminatory practice a.) in the provision of goods, services, facilities, or accommodation customarily available to the public. b.) in the provision of commercial premises or residential accommodation, or c.) in matters related to employment, to harass an individual on a prohibited ground of discrimination. Such behavior may be verbal, physical, deliberate, unsolicited, or unwelcome; it may be one incident or a series of incidents.

Regulations-Chapter 4

Legally enforceable rules developed by governmental agencies to ensure compliance with laws that the agency administers

Knowledge Workers-Chapter 1

Members of occupations generating, processing, analyzing, or synthesizing ideas and information (like scientists and management consultants.)

Harassment-Chapter 4

Occurs when a member of an organization treats an employee in a disparate manner because of that person's sex, race, religion, age, or other protected class. It will be assumed that harassing behavior has taken place if a "reasonable person ought to have known that such behavior was unwelcome."

Remedies for Violations enforced by the Canadian Human Rights Tribunal-Chapter 4

Order a violator to stop the discriminatory practice, restore the rights, opportunities, and privileges denied to the victim, compensate the victim for lost wages and any expenses incurred as a result of the discriminatory practice, compensate the victim for pain and suffering, and develop and implement employment equity programs to equalize opportunity for certain groups that have suffered from discriminatory practices

Step 1 of Strategic Human Resource Management-Chapter 1

Organizational Mission, Goals, and Strategy Analysis- includes mission statement

Line Authority-Chapter 1

Possessed by managers of operating departments- allows these managers to make decisions about production, performance, and people.

Phase 1 of Steps in the Job Analysis Process-Chapter 2

Preparation for Job Analysis- Step 1.) Familiarization with the organization and its jobs. Step 2.) Determine uses of job analysis information. Step 3.) Identify jobs to be analyzed.

Canadian Charter of Rights and Freedoms

Provides fundamental rights to every Canadian. These include freedom of conscience and religion, freedom of thought, belief, opinion, and expression, including freedom of the press and other media communication, freedom of peaceful assembly. Provides protection to every Canadian in the following specific areas: fundamental freedom, democratic rights, the right to live and seek employment anywhere in Canada, legal rights such as the right to life, liberty, and personal security, equality rights for all individuals, officially recognized languages of Canada, minority language education rights, Canada's multicultural heritage, and Aboriginal Peoples rights

Steps in Diversity Management-Chapter 4

Step 1- identify ideal future state Step 2- Analyze present systems/procedures Step 3-Change systems/procedures/practices (five factors are particularly critical in this context: senior management commitment, establishment of a diversity committee, education and retraining, wide communication changes, and evaluation of results and follow up Step 4-Evaluation of Results and follow up

Educational Attainment-Chapter 1

The highest educational level attained by an individual worker, employee group, or population

Job Descriptions-Chapter 2

A recognized list of functions, tasks, accountabilities, working conditions, and competencies for a particular occupation or job. Contents include job identity, job summary, job duties, and working conditions.

Focus Strategy-Chapter 1

A strategy to gain a competitive advantage by focusing on the needs of a specific segment of the total market.

Differentiation Strategy-Chapter 1

A strategy to gain competitive advantage by creating a distinct product or offering a unique service

Cost Leadership Strategy-Chapter 1

A strategy to gain competitive advantage through lower cost operations and lower prices for products

Job Analysis-Chapter 2

A systematic study of a job to discover its specifications, skill requirement, and so on. Used for wage setting, recruitment, training, or job design purposes

Managing Diversity-Chapter 4

Ability to manage individual employees with different cultural values and lead teams made up of diverse employees.

Change Mastery-Chapter 1

Ability to use skills (problem-solving, critical thinking, negotiation, and interpersonal skills) to bring about changes in the organization and its various subsystems

Core Dimensions of Diversity-Chapter 4

Age, sex/gender, race, religion, ethnicity and culture, sexual orientation, and mental and physical disabilities.

Internal assessment of supply (part of step 2 in hr planning process)- Chapter 3

Includes audits, management/leader inventories, (reports of management capabilities) replacement charts/summaries, and Markov analysis (forecast of a firm's future HR supplies, using transitional probability matrices that reflect historical or expected movements or employees across jobs

Employee Considerations involved in Job Design-Chapter 2

Includes consideration for Autonomy: in a job setting, independence and having control over one's work and one's response to the work environment. Consideration for variety: wherein the worker has the opportunity to use different skills and abilities, or perform different activities. Consideration for task identity: the feeling of responsibility or pride that results from doing an entire piece of work, not just a small part of it. Consideration for feedback: to provide guidance and motivation for workers to perform better. And consideration for task significance: knowing that the work one does is important to others in the organization or to outsiders.

Workplace Diversity-Chapter 4

Includes important human characteristics that influence employee values, their perceptions of self and others, behaviors, and interpretation of events.

External assessment of supply (part of step 2 in hr planning process)- Chapter 3

Includes labour market analysis, (the study of a firms' labour market to evaluate the present or future availability of different types of workers) community attitudes, and demographic trends (affects the availability of external supply)

Job Specifications-Chapter 2

Indicates the human knowledge, skills, and abilities that are required and necessary to do a job. These requirements include experience, training, education, and physical and mental demands.

Strategic Human Resource Management-Chapter 1

Integrating the strategic needs of an organization into our choice of HR management systems and practices to support the organization's overall mission, strategies and performance

Productivity- Chapter 1

Refers to the ratio of an organization's outputs (eg., goods and services) to its inputs (eg., people, capital, materials, and energy.) Increases as an organization find new ways to use fewer resources to produce its output.

The Canadian Labour Code-Chapter 4

Regulates union certification, the right to organize, union protection, occupational health/safety regulations, hours of the standard work week and overtime pay regulations, weekly rest day, and mediation and arbitration procedures. (Provincial equivalent to the code is the Employment (or labour) Standards act.

Step 5 of Strategic Human Resource Management- Chapter 1

Review, Evaluation, and Audit of Human Resource Strategies

Job Performance Standards-Chapter 2

Serve two functions. Firstly they become objectives or targets for employee efforts. Secondly they are the criteria against which job success is measured

Strategic Importance of Diversity Management-Chapter 4

Several factors make diversity management strategically important. Changing workforce- current workforce includes women, ethnic minorities, Aboriginal Canadians, the physically disabled and people with alternative lifestyles. Importance of human capital- the most valuable part of a firm's operation may be reflected in the human task of sensing, judging, and making decisions. Diversity as a competitive advantage- understand the needs of a diverse population. Increasing work teams- differences among members must be considered as value added

Mechanization-Chapter 1

Shift toward converting work that was traditionally done by hand to being completed by mechanical or electronic devices

The Canadian Human Rights Council-CHRC-Chapter 4

Supervises the implementation and adjudication of the Candian Human Rights Act.

CCHRA-Chapter 1

The Canadian Council of Human Resources Association

C.O.P.S- Chapter 3

The Canadian Occupational Projection System. Provides a highly detailed projection of the Canadian Economy up to 10 years

Organizational Culture-Chapter 1

The core beliefs and assumptions that are widely shared by all organizational members

Human Resource Management-Chapter 1

The leadership and management of people within an organization using systems, methods, processes, and procedures that enable employees to optimize their performance and in turn their contribution to the organization and its goals

Natural Justice-Chapter 4

The minimum standard of fair decision making imposed on persons acting in a judicial capacity- includes the right to fair hearing, to a bias-free proceeding, to present the opposing argument, legal representation, timely notice of a hearing, and a timely process.

Organizational Character- Chapter 1

The product of an organization's features- people, objectives, technology, size, unions, policies, successes and failures.

Delphi Technique-Chapter 3

The soliciting of predictions about specified future events from a panel of experts, using repeated surveys until convergence in opinion occurs

Job Specialization Considerations involved in Job Design-Chapter 2

To increase the quality of life for those who hold specialized jobs (because often these jobs seldom offer satisfaction.) HR departments often use a combination of job rotation, (moving employees from one job to another to allow for more variety and to learn a new skill) job enlargement, (adding more tasks to a job to provide greater variety.) job enrichment, (adding more responsibilities and autonomy to a job to give the worker more power to plan, do and evaluate their job performance), and employee involvement and work teams (to increase employee motivation work teams or increasingly used.)

Sexual Harassment-Chapter 4

Unsolicited or unwelcome sex or gender-based conduct that has adverse employment consequences for the complainant.

Phase 3 of Steps in the Job Analysis Process-Chapter 2

Use of Job Analysis information (Job descriptions, job specifications, job performance standards, competency models.)

Reasonable Accommodation-Chapter 4

Voluntary adjustments to work or workplace that allow employees with special needs to perform their job effectively.

Old Boy's Network-Chapter 4

an organizational barrier; a set of informal relationships among male managers providing increased career advancement opportunities for men and reinforcing male culture