Exam 4 - Study Guide Flashcards
(88 cards)
1
Q
understand the five dimensions of cultural differences; know where the U.S. stands on each dimension
A
- Individualism
- Uncertainty Avoidance
- Masculinity Femininity
- Power Distance
- Time Orientation
2
Q
Understand the three different sources of employees to staff international operations
A
- Home-Country-Nationals
- Host Country National
- Third National Country National
3
Q
Home-Country-Nationals
A
you live in the U.S to be send overseas
Hiring from home countries
4
Q
Host Country National
A
you hire local people from that country to do subsidiary
5
Q
Third National Country National
A
Not living in the home country nor the host country national.
6
Q
Why do expatriates fail?
A
FAMILY/SPOUSE ADJUSTMENTS [most influential factor why they fail] Language barrier Feeling isolated Adaption to the lifestyle in a different country Cultural differences/shock Home sickness Limited opportunity for other jobs Feeling of safety Time zone Poor performance Repatriation issues
7
Q
4 strategies four general HR management strategies used by international firms
A
- ethnocentric
- polycentric
- geocentric
- regiocentric
8
Q
Ethnocentric
A
foreign subsidiaries have little autonomy, centralized operation, major decisions made by corporate, key positions held by those moved to assignment by or from headquarters
9
Q
Polycentric
A
treat each subsidiary as distinct entity with some level of decision making authority
10
Q
Geocentric
A
strives to integrate its businesses; headquarters and subsidiaries are collaborative; key positions are filled by the most qualified
11
Q
Regiocentric
A
tends to appoint people to positions within general regions on the world; limited movement between corporate headquarters and region; strong regional headquarters
12
Q
Selection (3)
A
Technical capabilities
Cultural adaptation
Family concern
13
Q
Training
A
Language training
Cultural training
Career development and mentoring
Personal and family life
14
Q
Training stages (3)
A
- Pre-departure:
- On-site:
- Repatriation:
15
Q
Pre-departure:
A
language, cultural training, children w/ schooling
16
Q
Repatriation:
-
A
Repatriation: help expatriate transition back home: reverse culture shock, counseling personal life issues
Clarity and discuss prior to the pre-departure so they know what they are going to come to their home country/regular job
17
Q
On-site:
A
formal mentoring relationships; send updates -> feel that he/she is still “in the home-office loop”
18
Q
Know the criteria for an effective international compensation program
A
- Provide an incentive to leave the US
- Maintain a US standard of living
- Facilitate reentry into the US
- Provide for education of children
- Maintain relationships with family, friends and business associates
- Company housing
- Base salary
19
Q
Balance sheet
A
Maintain same standard of living in the host country as they had in the home country by providing a variety of financial, social and family benefits
20
Q
Localization
A
Localization (or the going-rate approach
converting expatriates to local standards (getting paid as local managers do)
21
Q
Another name for Localization
A
(or the going-rate approach
22
Q
What is repatriation?
A
What is repatriation?
Repatriation: help expatriate transition back home: reverse culture shock, counseling personal life issues
23
Q
Employment at will
A
An employee can LEGALLY fine anyone for any reason, as long as it isn’t discriminatory
24
Q
Exceptions to a employment at will
3
A
- -Violations of public policy
- -Implied contract
- -Tort theories
25
--Violations of public policy
-- wrongful discharge for acts protected by law
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--Implied contract
-- wrongful discharge contrary to employer oral or written promises
27
--Tort theories
wrongful discharge as a result of the intentional infliction of emotional distress and defamation by the employe
28
Wrongful discharge
- violations of public policy
- implied contract
- Tort theories
29
Employe handbooks as implied contracts
should not be used as evidence of an implicit or explicit employment contract; could serve as an unwritten guarantee of job
30
Employee surveillance
Employee surveillance
| watching and monitoring employees
31
technology usage policies
no abuse of privilege clause identifies and prohibits harmful activities and protects the employer from liability from employee misuse
32
Understand the four dimensions of organizational justice
1. Distributive Justice
2. Procedural Justice
3. Interpersonal Justice
4. Informational Justice
33
1. Distributive Justice
Equity in the allocation of rewards and penalties
34
2. Procedural Justice
The rules and procedures
35
3. Interpersonal Justice
How that person is being treated
36
4. Informational Justice
Adequate explanations are provided
37
Factors managers may consider when they try to decide how severe a punishment should be
- the manner in which similar infractions -
- have been handled in the past
- weigh costs and benefits
- employee's work history
- extenuating circumstances
- consequences of misconduct
- management may be contributing to problem
38
Flexible work arrangements
| CFJT
1. Compressed workweeks
2. flextime
3. job sharing
4. telecommuting
39
Telecommuting
enables employees to work at home using technology to transmit completed work back to office
40
Flextime
employee can choose his or her work schedule within some limits
41
Job sharing
two people divide the responsibilities for regular, full-time job
42
Compressed worksheets
allows employees to work fewer days during the week with longer hours per day worked
43
Guiding principles for discipline
- based on job-related criteria
- employees should be treated consistently
- company policy should be followed
- honest and accurate communication
44
Wagner Act
Places the protective power of the federal government firmly behind employee efforts to organize and bargain collectively through representatives of their choice.
Also created the national labor relations board
45
Taft-Hartley Act
Allowed the U.S. President to temporarily bar national emergency strikes
Defined list of activities as unfair union practices
Restrict the activities and powers of labor unions
46
Understand Right-to-Work laws
a. Union security agreements that require membership as a condition of employment are illegal.
b. 23 states have enacted right to work laws.
c. It is up to each employee at a workplace to decide whether or not to join a union and pay dues.
47
Understand the two primary functions of the National Labor Relations Board
1. To prevents and correct unfair labor practices
| 2. To administer certification and decertification elections to determine whether workers choose to be represented.
48
Why employees unionize
- Economics needs -> high bargaining power (higher pay, better benefits, work hours, job security, working conditions), opportunities for people who may not be able to get a job otherwise
- Dissatisfaction with management (unfair policies, promotion, shift assignments, etc)
- Employe belief about union: potential benefits.
- Higher wages, better benefits, etc
49
Why employers don’t like employees to unionize
Unions stress seniority over performance
50
Why do managers do not like unions
- Difficult for managers to discipline employees for bad behaviors
- Unions seek participation in decisions
- More costly (higher wages, better benefits, etc)
51
Good faith bargaining
- Intent to reach an agreement
- Meet at reasonable times and place
- Active participation
- Proposals and counter proposals
52
Good faith bargaining
The law does no require:
(2)
Agreeing to any proposal
| Making a concession
53
Collective bargaining
- Unions' representatives meet with management to determine employees' benefits and wages, to create or revise work rules, and to resolve disputes or violations of labor contracts.
- negotiate
54
Labor contract
A formal agreement between a union and management that specifies the conditions of employment and the union management relationship over a mutually agree upon period (usually 2 years- up to
Specifies what two parties have agreed on regarding wages, benefits, and working conditions.
55
Three types of bargaining
1. distributive bargaining
2. integrative bargaining
3. concessionary bargaining
56
distributive bargaining
1. distributive bargaining
Most common type of bargaining involves zero-sum negation.
One side wins, one side loses.
May threaten to strike if they don't get wage or working conditions wanted.
57
integrative bargaining
2. integrative bargaining
Both sides are trying to reach a mutually beneficial alternative or a win-win solution.
Both trying to resolve conflict.
AKA Interest based bargaining or mutual gains bargaining
58
concessionary bargaining
3. concessionary bargaining
| A union giving back to management some of what it has gained in previous bargaining.
59
How does the employer do to put pressure on the Union?
| 3
- Lockouts
- Hire replacements
- subcontracting
60
how does the Union do to put pressure on the company?
- Strikes
- Picketing
- Primary boycotts
61
Meditation
- The between-person makes a suggestion between company and; union
- [quizlet] No decisions can be made that is legally binding. Help move negotiations forward.
62
Arbitration
- Legally binding a judge hears an argument from both sides
- It is voluntary
- [quizlet] The decision is legally binding (judge, collective bargainer) MORE EFFICIENT AND POPULAR
63
What does OSHA stand for:
Occupations Safety Health Act
64
Recordkeeping
(>10)
65
OSHA functions
Issues citations and penalties for standard infractions
66
Citations contain the following information:
```
Number of standard violated
Explanation for citation
Degree of severity
Time allotted for correction
Initial fine or penalty
```
67
Selection
Selection
Human characteristics to reduce accidents. For example, vision
◦Can be built into interviews
68
Training
Training
| Training is important and popular.
69
Motivation
Motivation
| Motivation - incentive to work productively and safe
70
Ergonomics
Ergonomics
◦Need ergonomic chairs and keyboards to
reduce risk of injury
71
Enforcement
Enforcement
- safety policies
- Any consequences for unsafe behaviors.
72
WORKPLACE AGGRESSION:
Hostile forms of behavior involving efforts by individuals to harm others with whom they work or have worked.
73
What are the 5 things you can do to PREVENTING WORKPLACE AGGRESSION
1. Screen out individuals with propensity toward aggression
2. Know profile of typical violence-prone worker
for intervention purposes
3. Workplace violence policy
4. Empathize and be fair
5. Training in aggression management
74
sources of major work-related stress
```
sources of major work-related stress
Sources:
• Responsibility without authority
• Inability to voice complaints
• Prejudice because of age, gender, race, or religion
• Poor working conditions
• Inadequate recognition
• Lack of a clear job description or chain of command
• Unfriendly interpersonal relationships
```
75
Worker’s compensation
Federally mandated insurance program developed on the theory that work-related accidents and illnesses are cost of doing business that should be paid for by the employer and passed on to the consumer
76
Liability Without Fault
Provides that worker who are victims of work-related injury or illness are granted benefits regardless of who is responsible for the accident, injury or illness
77
Right to know provisions of OSHA
Right to know provisions of OSHA
1. Allowed to know about hazards to which they may be exposed at work
2. Companies must have hazard communication
3. Worker have the right to refuse
4. Companies officials can serve time if a death occurs
78
Negligent retention
Negligent retention
occur when an employer failed to remove an employee from a position of responsibility after it became apparent or should have been apparent that the employee should not have had this responsibility
79
Negligent hiring
Negligent hiring
when an employee who actually caused the death or injury had a clear history or reputation indicating a propensity to behave in a certain way and this record would have been discovered by the employer through appropriate due diligence
80
Job stress
Job stress
• Definition: A situation wherein job-related factors interact with a worker to change his/her psychological and/or physiological condition such that the person is forced to deviate from normal functioning.
81
Role conflict
pressure from two or more sources are exerted such that complying with source creates greater problems regarding another source
82
Role ambiguity
Role ambiguity
worker simply do not understand what is expected on the job or where what is expected is contrary to what they think should be done
83
Burnout
Reflection of emotional exhaustion, depersonalization, and reduce personal accomplishment
84
know where the U.S. stands on each dimension
```
know where the U.S. stands on each dimension
Highest individualism
2nd low power distance
Middle uncertainty avoidance
2nd highest achievement orientation
2nd short-term orientation
```
85
Coping with stress: Two Basics Methods
- -Emotion-- Focused Coping:
| - --Problems---------Focused coping:
86
What are the two basic methods for coping with stress
Emotion-- Focused Coping:
| ---Problems---------Focused coping:
87
Emotion-- Focused Coping:
how to deal with stress for feelings
attempting to alleviate stress by avoiding or ignoring a stressor and attending to emotional needs related to one's stress reaction
coping strategy that features a positive outlook on feelings or situations accompanied by behaviors that reduce painful emotions
88
---Problems---------Focused coping:
coping strategy by which we problem-solve and tackle life's challenges head-on
coping strategies that try to eliminate the source of a stress or reduce its impact through direct actions
