Final Flashcards
(101 cards)
1
Q
Compensation(class 7): What are the managers’ roles in order to compensate their employees fairly? (3)
A
1) To understand compensation principles
2) To possess adequate knowledge of the positions managed
3) To ensure equity, an important factor in compensation decisions.
2
Q
Compensation(class 7): What are the three goals on compensation?
A
1) To attract
2) To motivat
3) To retain employees
3
Q
Compensation(class 7): What are the two types of compensation, and their characteristics?
A
1) Direct : Base salary (Pay incentives)
2) Indirect: Benefits, paid time off and employee services
4
Q
Compensation(class 7): What legal concepts are behind base salary?
A
- Labour standard act
- Canadian charter of rights and freedom (equal pay for employee A and B)
- Pay equity act (Equal salary for equivalent work of men and women)
5
Q
Compensation(class 7): What legal concepts are behind paid off time?
A
- Labour standard act
6
Q
Compensation(class 7): What is internal equity?
A
Equity with respect to salaries and requirements for similar or different jobs within the organisation.
(Job analysis, job description & job evaluation).
7
Q
Compensation(class 7): What is external equity?
A
Equity with respect to salaries for similar jobs in different organisations?
(benchmark, salary surveys and salary range)
8
Q
Compensation(class 7): What is individual equity?
A
Equity with respect to salaries for individuals.
Salaries are compared using four criterias:
1) Individual performance
2) Competency
3) Seniority
4) Experience
9
Q
Compensation(class 7): What is collective equity?
A
Equity with respect to the compensation received by different groups of employees in the organisation.
*The group’s contribution to the success of the organization
10
Q
Compensation(class 7): Step-by-step process for setting the base salary
A
1) Job analysis
2) Job description
3) Job evaluation
4) Choose benchmark
5) Salary survey
6) Salary positionning
7) Salary ranges (according the merite, experience and comptencies)
11
Q
Compensation(class 7): As recommended by the Pay Equity Act, what are the 4 factors for evaluating the base salary?
A
1) Qualifications and experience requires
2) Responsibilities
3) Intellectual and physical effort
4) Working conditions
12
Q
Compensation(class 7): What is the weighting system ? (job positions)
A
Level 1 - High school degree = 10 points
Level 2 - College Degree = 20 points
Level 3 - Bachelor’s degree = 30 points
Level 4 - Master’s degree = 40 points
Level 5 - Member of a professional body = 50 points
can be the same for job experience
13
Q
Compensation(class 7): What is the description of choosing a benchmark?
A
Choose type of organisation to compare with: Market, organisation, size and other.
14
Q
Compensation(class 7): What is the description of the salary survey?
A
Information about wages supplied by companies in the benchmark market, and compare them with yours.
15
Q
Compensation(class 7): What is the description of salary positioning?
A
3 options:
lead: pay a employee higher than the market
lag: pay an employee lower than the market
match: pay en employee same as the market
16
Q
Compensation(class 7): What are some examples of pay inventives?
A
Short terms:
Team bonus - small teams - teamwork
Gain sharing - plant workers - lower costs
Profit sharing - managers - motivation
Long terms:
Stock purchase - all employees - mobilization
Stock options - senior managers - increase market value of stocks
17
Q
Compensation(class 7): What are some examples of indirect compensations?
A
1) Benefits ( retirement plans, insurance plan, government plans)
2) Paid time off (Civic holidays and vacations)
3) Employee services (Rebates, daycares, gym)
18
Q
Competencies(class 9): What is competency capital?
A
the sum of competencies an employee masters at a given time
19
Q
Competencies(class 9): What is competency development activity?
A
a tool used by an individual or organisation to acquire or develop a competency.
20
Q
Competencies(class 9): What is competency?
A
The ability to act effectively in the framework of one’s professional activity.
21
Q
Competencies(class 9): What are the three different types of competence?
A
1) Knowledge (thinking = cognitive perspective)
2) Skills (doing = psychomotor perspective)
3) Attitudes (feeling = affective perspective)
22
Q
Competencies(class 9): What characteristics (3) must a competent employee have?
A
1) Master the knowledge, skills and attitudes necessary to perform their jobs.
2) Have the ability to solve problem
3) Have the ability to adapt to change
23
Q
Competencies(class 9): What confirms competencies?
A
concrete actions that have short or longterm outcomes.
24
Q
Competencies(class 9): True or false: an unpredictable performance can define a competency.
A
FALSE
25
Competencies(class 9): What are the 3 parts of the life cycle of a competency?
1) Acquisition : new knowledge, skill or attitude.
2) Optimisation: employees are fully opertational and applu their competencies
3) Obsolescence: competency loses it relevance. Needs to be updated or replaced.
26
Competencies(class 8): What are the gaps in the crocodile syndrome?
Individual and organisation vulnerability!
| the difference between the relevance of the available competency and level of competency required for the hob.
27
Competencies(class 9): What is the 1st gap in the crocodile syndrome?
Croc isn't dangerous. Widening gap but controlled.
28
Competencies(class 9): What is the 2nd gap in the crocodile syndrome?
Croc looks threatening. Still time to act, but shortfall.
29
Competencies(class 9): What is the 3rd gap in the crocodile syndrome?
Croc is dangerous. The shortfall of the competency can't be made up entirely.
30
Competencies(class 9): What are the 6 qualities of a competency?
1) Relevance: competency responds to the situation.
2) Timing: delivered in time
3) Critical mass: have a significant effect on improving performances.
4) Compatibility: level of synergy among the competencies at play (entre les autres membres ou les autres compétences de la personne)
5) Costs: direct and indirect costs
6) Maintenance: effective application of new competency
31
Competencies(class 9): What are the job for a manager to develop the right competency?
1) have the right number of competency
2) have the right mix of employees
= in order to reach performance optimization
32
Competencies(class 9): As a manager, you must detect, identify and focus of competency profile?
TRUE
33
Competencies(class 9): What are some examples of incompetency?
1) Inability to meet quality standards and delivery deadlines
2) Inability to continue working certain suppliers
3) Tensions and conflicts between team members
34
Competencies(class 9): Methods to identify competency needs for individual employees?
- self assessment
- employee performance evaluation
- employee competency assessment
35
Competencies(class 9): Methods to identify competency needs for teams?
- Group interviews
| - Matrix approach (table to compare the competencies of employees with other employees)
36
Competencies(class 9): What are the three main scenarios for learning strategies?
1) Learning outside of work
2) Learning around the job
3) Learning during the job process
37
Competencies(class 9): TRUE OR FALSE: Leaning on hand and e-learning are harder to define?
TRUE
38
Competencies(class 9): What are the 3 essentiels elements to improve the quality of learning?
1) Employees
2) Development of the activity
3) Work environment
39
Competencies(class 9): What are the three levels of development in the retrospective analysis and the nature of their evaluation?
1) Participant satisfaction: measure efficiency
2) Effects of activity on participants: measure effectiveness
3) Return on investment in activity: overall measures of the efficiency of the process.
40
Managing employee's performances(class 8): What is performance appraisal?
Evaluation process is normally performed once a year by a supervisor to help employees understand their roles, objectives, expectations and level of performance success.
41
Managing employee's performances(class 8): What is performance management?
The process of creating a work environment in which people can perform to the best of their ability.
42
Managing employee's performances(class 8): What are some of the strategic tools used by the organisation for the purpose of performance appraisal?
- Facilitate the implementation of the strategic plan and help attain corporate objectives.
- Improve productivity
- identify training and development needs
- Update the competency inventory
- Provide feedback on training programs
- Shed light on staffing process
43
Managing employee's performances(class 8): What are some of the supervisory tools used by the supervisors for the purpose of performance appraisal?
- Justify salary increase
- Identify employee's strengths and weaknesses
- Pinpoint the group's strengths and weaknesses
- Define the objectives for the coming period
- Allocate responsibilities among group members.
44
Managing employee's performances(class 8): What are some of the proaction, follow-up and feedback used by the employees for the purpose of performance appraisal?
- Clarify what is expected with respect to the objectives, responsibilities, results and behaviours.
- indicate the supervisor's view of past employee performance
- Confirm employee's strengths and weaknesses
- Give opportunity to employees to express themselves.
45
Managing employee's performances(class 8): What are the 7 steps to treat employees like strategic partners?
1) Know the strategic context of your company
2) Master your business plan
3) Convince your staff of the importance of the business plan by providing them with an overview
4) Listen to employee's reactions and use their suggestions to improve the business plan
5) Give them a stimulating project based and the business plan
6) Make each person responsible for the success of the project
7) Provide an ongoing follow-up to maintain interest in the project's success.
46
Managing employee's performances(class 8): True or false : to evaluate performance, effective tools are created by external programs?
FALSE. Created by HRD and managers
47
Managing employee's performances(class 8): True or false: the 2 common mistakes in setting performances expectations are Deficiency and contamination?
TRUE
Deficiency: Not clearly specifying at the outset the expectations that will later be used to evaluate an employee performance
Contamination: Expectations specified at the outset are not relevant to performance and not taken into account by managers conducting the evaluation
48
Managing employee's performances(class 8): Criterias for setting a good objective? (SMART)
```
S: specific
M: measurable
A: attainable
R: realistic
T:timely
```
49
Managing employee's performances(class 8): Actors in the multi-source appraisal or 360 degree appraisal that work together?
- Supervisors
- Co-workers
- Customers and suppliers
- Subordinates
50
Managing employee's performances(class 8): Advantages of the 360 degree appraisal?
- Comprehensive to gather multiple perspectives
- Quality if information is better
- It lessens bias and prejudice
- feedback from more people
- increase employee self-development
51
Managing employee's performances(class 8): Disadvantages of the 360 degree appraisal?
- system is complex in combining all the responsibilities
- Feedback can be intimidating
- conflicting opinions
- requires training to work effectively
- ppl can't be accountable because anonymous
52
Managing employee's performances(class 8): What are the steps (4) of the 360 degree appraisal process?
1) Preparing for the evaluation: neutral place and appropriate time.
2) Conducting the evaluation meeting: review objectives, suggest the employee give his first evaluation and encourage employee's comments, ideas, suggestions.
3) During the conversation: Listen, draw attention, show understanding for divergences, make an effort to come t an agreement and be open.
4) Propose an action plan: by focusing on the future, highlight manager's roles and highlight employee self-development.
53
Managing employee's performances(class 8): What are some of the assessment biases?
- halo effect
- contrast effect
- similarity effect
- restriction-of-range-bias
- tendency to extreme bias
- last impression effect
54
Managing employee's performances(class 8): What are the successes of the performance appraisal?
- Top management provide support
- Evaluation simple and understood by all
- Non-discriminatory evaluation
- Evaluators trained
- Employees informed
- Process clear and uniform
55
Managing employee's performances(class 8): What are failures of the performance appraisal?
- Inadequate preparation
- Employees are not given clear objectives at the beginning of the performance period
- Managers not able to observe performance
- Inconsistency ratings
- Managers rate personality rather than performances
56
Managing difficult employees(class 10): What is discipline?
Method to correct employee's behaviour when they have broken a rule or not followed a procedure correctly.
57
Managing difficult employees(class 10): What are some objectives of discipline?
- Modify the objectionable behaviour
- Acknowledge the satisfactory behaviour of other employees
- Preserve group productivity
- Maintain a stimulating atmosphere
- Restore harmony
- Oversee health and safety of difficult employees
58
Managing difficult employees(class 10): What are some possible negative impact of difficult employees for a difficult employee?
- Decrease productivity
- Poor performance evaluation
- Loss of credibility within the team
- Stress
- Suspension or dismissal
59
Managing difficult employees(class 10): What are some possible negative impact of difficult employees for a supervisor?
- Wasted time
- Too much attention given to the difficult employee
- Too little attention given to other employees
- Stress
- Decreased productivity
60
Managing difficult employees(class 10): What are some possible negative impact of difficult employees for the group?
- Poor work climate
- Deterioration of situation
- Stress
- Increased absenteeism
- Increase turnover
61
Managing difficult employees(class 10): What is the difference between a difficult employee and an employee in difficulty?
Difficult: persistent performance problem, persistent behaviour problem, hard to identity trigger for problem, lack of motivation to change behaviour and little support from co-workers
In difficulty: Temporary performance problem, temporary behaviour problem, identifiable trigger for problem, loyal support network at work and inability to change without outside support.
62
Managing difficult employees(class 10): What are the steps to resolve a problem caused by a difficult employee?
If employee in difficulty = specific action with employee
If difficult employee =
1) Meeting with employee
2) Action plan --->correct situation, maintenance plan
- --> No improvement, sanctions
63
Managing difficult employees(class 10): What are the progressive disciples?
- 1st offense: Verbal reprimand
- 2nd offense: Written warning placed in employee's file
- 3rd: Suspension with pay for a day
- 4th: Suspension without pay for a day
- 5th: long-term suspension without pay
- 6th: dimissal
64
Managing difficult employees(class 10): True of false: Managers should apply disciplinary sanctions on difficult employees right away
FALSE: try communication, tolerance and understanding before.
65
Managing difficult employees(class 10): True of false: Conflicts are evitable and an unnatural part of the organisation?
FALSE: conflicts are inevitable and a natural part of organizational life. Conflicts can lead to new understanding and stronger relationships.
66
Managing difficult employees(class 10): What are the managers' objectives while dealing with conflicts?
- Resolve conflicts quickly and at minimum cost
- Ensure all parties are satisfied with the agreements
- Promote harmony in the work environment
67
Managing difficult employees(class 10): the four types of conflicts (based on the nature of adversaries?)
1) Individual: example = personality conflict
2) Individual collective: example = Conflict between an employee and the employer
3) Intraorganizational: example = conflict between two departments
4) Interorganizational: examplle = conflict between a company and a sub-contractor
68
Managing difficult employees(class 10): When should management intervene during work conflicts?
- Conflict impact productivity
- Formation of opposite clans
- Impacts the quality of customer service
- Encourages the spread of rumours
69
Managing difficult employees(class 10): What are the five strategies for conflict management? (and the definition)
1) Accommodating: friendly helper (I lose - you win)
2) Collaborating: Problem solver (I win - you win)
3) Compromise: manoeuvring conciliator (win win or lose lose)
4) Avoiding: interpersonal compiler (I lose - you lose)
5) Competitive: though battle (i win - you lose)
70
Managing difficult employees(class 10): The 2 HRM tools to prevent and resolve conflicts?
1) Conflict prevention: employee survey and HRM indicators
| 2) Conflict resolution: meditation process and arbitration procedure.
71
Physical and psychology well-being(class 11): What act was created to eliminate at source, dangers to health and safety of workers?
Occupational health and safety act (1979)
72
Physical and psychology well-being(class 11): What act was created to provide compensation for employment-related injuries and the consequences they entail for beneficiaries?
Industrial accidents and occupational disease act (1985)
73
Physical and psychology well-being(class 11): What code attributes part of the responsibility to managers at all hierarchical level from the board of directors down to supervisors.
Quebec Criminal Code
74
Physical and psychology well-being(class 11): What are employer's obligations regarding health and safety for their employees?
- Evaluating accident risks at work stations
- Ensuring that employees use safety equipment properly and at all time
- Helping to implement accident prevention programs
- Investing accidents
75
Physical and psychology well-being(class 11): What are characteristics of accidents are work?
- Normally a sudden, unforeseen event related to the environment, to equipment or to an individual
- Event resulting in burns, cuts, electrical shocks, bone fractures or even death
- Usually caused by human error
76
Physical and psychology well-being(class 11): What are characteristics of occupational disease?
- Disease that develops over a period of time after substantial exposure to a product or an unhealthy environment
- Malfunctioning of the human organism is diagnosed
- damages develop slowly but begin early
77
Physical and psychology well-being(class 11): What are the 2 roles of the CSST?
1) Prevention: promote health and safety, eliminate danger and perform inspections.
2) Compensation : to injured or sick employees and provide care to them.
78
Physical and psychology well-being(class 11): What are some of the managerial roles regarding health and safety?
- Supplying protective equipment to employees
- Informing employees and providing them with proper training
- Ensuring safety and maintaining sanitary work conditions
- Ensuring that work organisation, procedures and techniques are safe
- Setting up protective programs
79
Physical and psychology well-being(class 11): What are some of the employers' responsibilities with respect to protective equipment?
- Provide individual or group protective equipment
- Ensure that employees use protective equipment correctly
- inform employees by providing proper training
80
Physical and psychology well-being(class 11): What consists of preventing programs?
- Eliminating unsafe conditions
- Preventing unsafe actions
- Providing training and education
- Giving positive reinforcement
- Monitoring work overload and stress
81
Physical and psychology well-being(class 11): Why are accident investigations conducted?
- an obligation after accidents occur
- Determine the cause of the accident
- take steps to ensure similar accidents to not occur in the future.
82
Physical and psychology well-being(class 11): What are the roles of the person responsable for injured individual?
- Having first aid administration (first 50 employee = 1 first aid provider)
- Ensuring medical consultations if and when necessary
- Notifying the CSST in case of injury or death
- Registered accident
- Paying injured employees their full salary for the entire day of the accident
83
Physical and psychology well-being(class 11): What are the four rights for the worker?
1) Right to refuse to perform work
2) Right to protective reassignment
3) Right to receive rehabilitation
4) Right to return to work
84
Physical and psychology well-being(class 11): What are the workers' obligations?
1) Workers must know the prevention program
2) They must do their best to protect their own and their co-workers health and safety
3) They must have medical examinations if required by AOHS
4) They must identify and eliminate risks
5) They must cooperate with the health and safety committee or with the employer's health and safety representative.
85
Physical and psychology well-being(class 11): What is psychological harassement?
Vexatious behaviour, in the form of repeatedly hostile or unwanted conduct, with verbal comments or physical actions that affects an employee's dignity of his or her psychological or physical integrity and that results in a harmful work environment.
86
Physical and psychology well-being(class 11): What are the 4 phases of a burnout?
1) Warnings : depression, anxiety and boredom
2) Mild symptoms : sleep disturbances, muscular aches, physical and emotion fatigue and irritability
3) Entrenched cumulative stress: deep depression, increase use of alcohol or drugs and sleeplessness.
4) Serious symptoms : severe depression, health problems, suicidal thinking...
87
New challenges for managers(class 12): what are the 3 reasons for major transformation in the work environment?
1) Organisational change
2) Nature of work environment change
3) Work force changes
88
New challenges for managers(class 12): What are organisational changes?
- Service and knowledge-based society
- Globalization of the economy
- Performance increase
- Complex organizational structures
89
New challenges for managers(class 12): what changes of the nature of work environment?
- Employees will see major modifications to their jobs
- Work life will be increasingly organized around projects and initiatives
- Fewer supervisory levels
- Reduced administration
90
New challenges for managers(class 12): What are changes of work force?
- Aging population
- Low birthrate and increasing life expectancy
- Visible and ethnic minorities
- Feminization
- Education
91
New challenges for managers(class 12): What are the nine Management Situations to Expect in the Next Decade
1) Managing four generations
2) Encouraging experienced workers to stay
3) Facing an increase in the number of employees Retiring
4) Managing multicultural teams
5) Dealing with labour shortages
6) Suggesting new employment relationships
7) Dealing with the search for work-life balance
8) Implementing telecommuting
9) Ensuring agreement between job requirements and competencies
92
New challenges for managers(class 12): What are today's HR professionals?
1) Strategic business partners
2) Agents of change
3) HR consultants
4) HR champions
93
New challenges for managers(class 12): 5 guiding principles of successful railroad operations at the CNR?
1) Provide good service
2) Control your costs
3) Use your assets
4) Ensure that you operate safely
5) Develop you people
94
New challenges for managers(class 12): To mobilize you employee, managers need to use trust. What are the two types of trust?
1) Personal attributes
| 2) Based on present and past behaviours
95
New challenges for managers(class 12): To mobilize you employee, managers need to use support. What is support?
Synergy trust, If you feel supported, you will feel trust
96
New challenges for managers(class 12): What are the types of organizational justice?
1) Distributive justice: Perception of fairness of resource distribution
2) Procedural justice: Perception of fairness of application of rules
3) Interpersonal justice: Perception of fairness of personal treatment.
97
New challenges for managers(class 12): What are the 2 dimensions of empowerment?
1) Structure
| 2) Psychological
98
Managing employee's performances(class 8): What is the graphic rating scale method for Appraising Performance?
Graphic Rating Scale: The most used. Managers used a grid that has predefined criteria related to the job (quality of service). These criteria may correspond to behaviour, personality or competencies, and can go from 1 to 5. This type of evaluation is simple and quick to fill out. This form is uniform of the evaluation criteria which makes it easier to compare employee performance. But some criteria are sometimes difficult to apply to every job.
99
Managing employee's performances(class 8): What is the Behaviorally Anchored Rating Scale (BARS) method for performance appraisal?
BARS:
A manager evaluates an employee on a certain number of criteria using a rating scale ranging, for example “sales aptitudes” from 1 to 5. For every criterion a specific behaviour is associated with each level.
This form provides the uniformity and precision of each performance level and reduces possible differences in interpretation by raters for a given level. Very costly to develop this tool, in both time and resources.
100
Managing employee's performances(class 8): What is the Behaviorally Observation Scale (BOS) method for performance appraisal?
BOS:
Based on observing behaviors, it is not on evaluating an employee’s behaviour as in BARS but rather how frequently a given behaviour is exhibited. It goes from always to never. The success of BOS depends greatly on a manager’s self-discipline.
101
Managing employee's performances(class 8): What is the Management by Objectives (MBO) method for performance appraisal?
MBO:
More often used to evaluate management, since the work consists mainly of coordinating activities and completing projects rather than carrying out precise tasks. Objectives are generally set jointly.
