Glossary Flashcards
(266 cards)
1
Q
A comparative diagram that includes appraisal and assessment data to allow managers to easily see an employee’s actual and potential performance
A
9-box grid
2
Q
A term applied to different types of employee complaint or dispute resolution procedures. Encompasses a wide range of informal, formal, or external resolution processes.
A
Alternative dispute resolution (ADR)
3
Q
A software application that recruiters use to post job openings, screen resumes, contact potential candidates for interviews, and track the time and costs related to hiring new people.
A
Applicant tracking system (ATS)
4
Q
A system of training in which a worker entering the skilled trades is given thorough instruction and experience, both on and off the job, in the practical and theoretical aspects of the work.
A
Apprenticeship
5
Q
The final and binding award issued by an arbitrator in a labour management dispute.
A
Arbitration award
6
Q
A process by which individuals are evaluated as they participate in a series of situations that resemble what they might need to handle the job.
A
Assessment centre
7
Q
A natural departure of employees through quits, retirements, and deaths. Internally, it refers to employees moving upwards through the company or laterally to a better suited position.
A
Attrition
8
Q
Skills helpful in facilitating the efforts of managers working outside of their own country.
A
Augmented skills
9
Q
A statement signed by an employee authorizing a union to act as his or her representative for the purposes of collective bargaining.
A
Authorization card
10
Q
A measurement framework that helps managers translate strategic goals into operational objectives.
A
Balanced scorecard (BSC)
11
Q
In this approach, employees continue to be paid their home salary, maintain the link to home benefits, and receive a series of allowances to balance host vs. home costs for income taxes, goods and services, and housing.
A
Balance-sheet approach
12
Q
The power of labour and management to achieve their goals through economic, social, or political influence.
A
Bargaining power
13
Q
Group of two or more employees who share common employment conditions, and may reasonably be grouped together for purposes of collective bargaining.
A
Bargaining unit
14
Q
Area within which the union and the employer are willing to concede when bargaining.
A
Bargaining zone
15
Q
An approach that demonstrates desired behaviour and gives trainees the chance to practise and role-play those behaviours and receive feedback.
A
Behaviour modelling
16
Q
The principle that a behaviour that is rewarded, or positively reinforced, will be exhibited more frequently in the future, whereas behaviour that is penalized or unrewarded will decrease in frequency.
A
Behaviour modification
17
Q
A behavioural approach to performance appraisal that measures the frequency of observed behaviour.
A
Behaviour observation scale (BOS)
18
Q
An interview in which an applicant is asked questions about what they did in a given situation.
A
Behavioural description interview (BDI)
19
Q
A behavioural approach to performance appraisal that consists of a series of vertical scales, one for each important dimension of job performance.
A
Behaviourally anchored rating scale (BARS)
20
Q
The process of measuring one’s services and practice against the recognized leaders to identify areas for improvement.
A
Benchmarking
21
Q
The use of multiple training methods to achieve optimal learning.
A
Blended learning
22
Q
A justifiable reason for discrimination based on business reasons of safety or effectiveness.
A
Bona fide occupational qualification (BFOQ)
23
Q
An incentive payment that is supplemental to the base wage.
A
Bonus
24
Q
A company’s efforts to help existing and prospective workers understand why it is a desirable place to work.
A
Branding
25
The most severe stage of distress, manifesting itself in depression, frustration, and loss of productivity.
Burnout
26
The labour official responsible for negotiating and administering the collective agreement and working to resolve union members' problems.
Business agent
27
Process by which managers meet to discuss the means of performance assessment of their employees to ensure that their employee appraisals are in line with one another.
Calibration
28
The process of discussing with employees their current job activities and performance, personal and career interests and goals, personal skills, and suitable career development objectives.
Career counselling
29
The process of establishing mutually beneficial relationships with other businesspeople, including potential clients and customers.
Networking
30
Lines of advancement in an occupational field within an organization.
Career paths
31
A situation in which, for any reason, the probability of moving up the career ladder is low.
Career plateau
32
Systematic way of bringing about and managing both organizational and individual changes.
Change management
33
a high-ranking manager directly responsible for fostering employee learning and development within an organization.
Chief ethics officer
34
A high-ranking manager directly responsible for fostering employee learning and development within the organization.
Chief learning officer
35
Representation of labour on the board of directions of a company, either through election or participation.
Codetermination
36
Software that allows workers to interface and share information with one another electronically.
Collaborative software
37
An employment contract between an employer and a union that sets out the terms of employment for the employees represented by the union.
Collective agreement
38
A compensation plan that includes a straight salary and a commission.
Combined salary and commission plan
39
The body of case law in which courts interpret employment contracts and the legal principles taken from those cases that guide the interpretation of employment contracts.
Common law of employment
40
A selection decison model in which a high score in one area can make up for a low score in another area.
Compensatory model
41
Pay based on am employee's skill level, variety of skills possessed, or increased job knowledge.
Competence-based pay
42
Analysis of the skills and knowledge needed for decision-oriented and knowledge-intensive jobs; compares current abilities against job description.
Competency assessment
43
Binding method of resolving collective bargaining deadlocks by a neutral third party. Typically parties lose the right to sue or appeal in these cases. e.g. bargaining deadlocks for essential services can be resolved with this method so services can continue.
Compulsory binding arbitration
44
Term applied to designated groups whose numbers in a particular occupation or level are high relative to their numbers in the labour market.
Concentration
45
The extent to which the results of a particular test or measurement correspond to those of a previously established measurement for the same construct.
Concurrent validity
46
The extent to which a selection tool accurately measures a theoretical construct or trait
Construct validity
47
When an employee resigns because the employer committed a fundamental breach of contract, such as by unilaterally changing a key term of the contract.
Constructive dismissal
48
A measure of the average change in prices over time for goods and services.
Consumer price index (CPI)
49
The extent to which a selection instrument adequately samples all of the knowledge and skills being tested.
Content validity
50
A performance rating error in which an employee's evaluation is biased either upward or downward because of comparison with another employee just previously rated.
Contrast error
51
A pension plan in which contributions are made jointly by employees and employers.
Contributory plan
52
Training program that combines practical on-the-job experience with formal educational classes.
Cooperative training
53
Integrated knowledge sets within an organization that distinguish it from its competitors, and delivers value to its clients.
Core capabilities
54
Skills considered critical to an employee's success.
Core skills/ core competencies
55
The strong and enduring beliefs and principles that the company uses as a foundation for its decisions.
Core values
56
The responsibility of the firm to act in the best interests of the people and communities affected by its activities.
Corporate social responsibility (CSR)
57
Unions that represent skilled craft workers.
Craft unions
58
The extent to which a selection tool predicts, or significantly corresponds with, the characteristic it is trying to measure.
Criterion-related validity
59
A performance event that denotes superior or inferior employee performance.
Critical incident
60
A job analysis method that focuses on the essential behaviors that determine whether a task is done well or poorly. Documentation in this case involves briefly summarizing situations (incidents) that demonstrate either successful or unsuccessful behavior and outcomes.
Critical incident method
61
The process of training employees to do multiple jobs within an organization.
Cross-training
62
Verifying the results of one assessment tool by administering the same tool to a different sample drawn from the same population.
Cross-validation
63
Audits of the culture and quality of work life in an organization.
Cultural audits
64
The communications, values and ideologies, education, and social structure of a country or organization
Cultural environment
65
The stress experienced by people who live overseas.
Culture shock
66
Injuries involving inflammation from repeated stresses and strains, typically in the tendons of the fingers, hands, and arms.
Cumulative trauma disorders
67
A performance appraisal that is based on total quality management concepts and seeks evaluation from external and internal customers.
Customer appraisal
68
A pension plan in which the amount an employee is to receive is specifically set forth.
Defined-benefit plan
69
A pension plan that establishes the basis on which an employer will contribute to the pension fund.
Defined-contribution plan
70
Women, visible, minorities, Aboriginal people, and people with disabilities who have been disadvantaged in employment.
Designated groups
71
A compensation rate under which employees whose production exceeds the standard amount of output receive a higher rate for all of their work than the rate paid to those who do not exceed the standard amount.
Differential piece rate
72
Harmful stress characterized by a loss of feelings of security and adequacy.
Distress
73
The optimization of an organization's multicultural workforce.
Diversity management
74
The planned elimination of jobs.
Downsizing
75
A plan that contains step-by-step procedures for dealing with emergency situations.
Emergency action plan
76
Services provided by employers to help workers cope with a wide variety of problems that interfere with the way they perform their jobs.
Employee assistance programs (EAPs)
77
Labour organizations that represent various groups of professional and white-collar employees in labour management issues.
Employee associations
78
Power of employees to initiate change, thereby encouraging them to take charge of what they do.
Employee empowerment
79
Groups of employees who meet to resolve problems or offer suggestions for organizational improvement.
Employee involvement groups (EIs)
80
The process by which an organization contracts a company to provide workers for specific projects or time periods.
Employee leasing
81
A profile of an ideal worker developed by studying an organization's top performers to recruit similar types of people.
Employee profile
82
Stock plans in which an organization contributes shares of its stock to an established trust for the purpose of stock purchases by employees.
Employee stock ownership plans (ESOPS)
83
The employment and compensation of individuals in a fair and nonbiased manner.
Employment equity
84
Systematic monitoring of the major external forces influencing the organization.
Environmental scanning
85
An interdisciplinary approach to designing equipment and systems that can be easily and efficiently used.
Ergonomics
86
A performance rating error in which all employees are rated about average.
Error of central tendency
87
Clauses in collective agreements that provide for cost-of-living adjustments in wages, based on changes in the consumer price index.
Escalator clauses
88
A trait approach to performance appraisal that requires the rater to compose a statement describing an employee's behaviour.
Essay method
89
Positive stress that accompanies achievement and exhilaration.
Eustress
90
The percentage of employees who do not perform satisfactorily.
Failure rate
91
A program that encourages new manager with high potential to remain with an organization by enabling them to advance more rapidly than those with less potential.
Fast-track program
92
Method of resolving collective bargaining deadlocks whereby the arbitrator has no power to compromise but most select one or another of the final offers submitted by the two parties.
Final offer arbitration
93
Benefits plan that enables individual employees to choose the benefits that are best suited to their particular needs.
Flexible benefits plan (cafeteria plan)
94
Flexible working hours that permit employees the option of choosing daily starting and quitting times provided that they work a set number of hours per day or week.
Flextime
95
Data that provide a profile of the employment decisions affecting designated groups. Data is collected via voluntary self-identification questionnaires.
Flow data
96
An appraisal system in which all of an organization's employees are reviewed at the same time of the year rather than on the anniversaries of the individual hire dates.
Focal performance appraisal
97
A trait approach to performance appraisal that requires the rater to choose from statements designed to distinguish between successful and unsuccessful performance.
Forced-choice method
98
When an organization asks or requires employees to take time off for either reduced or no pay.
Furloughing
99
Programs under which both employees and the organization share financial gains according to a predetermined formula that reflects improved productivity and profitability.
Gainsharing plans
100
A centralized pay system for international companies whereby host-country employees are offered a full range of training programs, benefits, and pay comparable to those of a firm's domestic employees, but adjusted for local differences.
Global compensation system
101
A manager equipped to run an international business
Global manager
102
A trait approach to performance appraisal whereby each employee is rated accoridng to a set of characteristics.
Graphic rating scale method
103
Formal procedure that provides for the union to represent members and nonmembers in processing a grievance.
Grievance procedure
104
Foreign workers invited to perform needed labour.
Guest workers
105
A job evaluation technique using 3 factors - knowledge, mental activity, and accountability - to evaluate executive and managerial positions.
Hay profile method
106
A practice whereby new workers are not hired as planned or workers who have left the organization are not replaced.
Hiring freeze
107
Pay based on an expatriate's home country's compensation practices.
Home-based pay
108
Expatriate pay comparable to that earned by employees in a host country.
Host-based pay
109
A country in which an international corporation operates.
Host country
110
Employees who are natives of the host country.
Host-country nationals
111
The knowledge, skills, and capabilities of individuals that have economic value to an organization.
Humal capital
112
The process of evaluating the availability of critical talent in a company and comparing it to the firm's supply.
Human capital readiness
113
A computerized system that provides current and accurate data for purposes of control and decision making.
Human resources information system (HRIS)
114
The process of managing human talent to achieve an organization's objectives.
Human resources management (HRM)
115
The process of anticipating and providing for the movement of people into, within, and out of an organization.
Human resources planning (HRP)
116
Terms judges read into employment contracts when the written contract does not expressly deal with the matter.
Implied contract terms
117
A disease resulting from exposure to a substance relating to a particular process, trade, or occupation in industry.
Industrial disease
118
A field of study concerned with the optimization of complex processes, systems, or organizations by developing, improving and implementing integrated systems of people, money, knowledge, information and equipment.
Industrial engineering
119
Unions that represent all workers - skilled, semiskilled, and unskilled - employed along industry lines.
Industrial unions
120
An informal meeting with someone in an occupation that interests you.
Informational interview
121
Desired outcomes of a training program
Instructional objectives
122
Third-party neutral who resolves a labour dispute by issuing a final decision in the disagreement.
Interest arbitrator
123
Problem-solving bargaining based on a win-win philosophy and the development of a positive long-term relationship.
Interest-based bargaining (IBB)
124
Labour market in which higher level jobs are filled from within the organization.
Internal labour market
125
A domestic firm that uses its existing capabilities to move into overseas markets.
International corporation
126
A group of related activities and duties.
Job
127
The process of obtaining information about jobs by determining the duties, tasks, or activities of jobs
Job analysis
128
A job design theory that purports that three psychological states (experiencing meaningfulness, responsibility for work outcomes, and knowledge of the results of the work performed) of a jobholder result in improved work performance, internal motivation, and lower absenteeism and turnover.
Job characteristics model
129
The three psychological states of the job characteristics model.
Experiencing meaningfulness, responsibility for work outcomes, and knowledge of the results of the work performed
130
The four outcomes of the job characteristics model.
Improved performance, improved internal motivation, lower absenteeism, lower turnover.
131
A system of job evaluation in which jobs are classified and grouped according to a series of predetermined wage guides.
Job classification system.
132
A statement of the tasks, duties, and responsibilities of a job to be performed.
Job description
133
An outgrowth of job analysis that improves jobs through technological and human considerations to enhance organization efficiency and employee job satisfaction.
Job design
134
Enhancing a job by adding more meaningful tasks and duties to make the work more rewarding or satisfying.
Job enrichment
135
A systematic process of determining the relative worth of jobs to establish which jobs should be paid more than others within an organization.
Job evaluation
136
A group of individual jobs with similar characteristics.
Job family
137
The hierarchy of jobs a new employee might experience; a promotional pathway.
Job progression
138
The simplest and oldest system of job evaluation by which jobs are arrayed on the basis of their relative worth.
Job ranking system
139
The process of observing an employee in their work environment to obtain a better understanding of what the employee does.
Job shadowing
140
When multiple part-time employees perform a job that otherwise would be held by one full-time employee.
Job sharing
141
A statement of the needed knowledge, skills, and abilities of the person who is to perform the job.
Job specification
142
Training delivered to trainees when and where they need it to do their jobs, usually through online delivery.
Just-in-time training
143
Workers whose responsibilities extend beyond the physical execution of work to include planning, decision making, and problem solving.
Knowledge workers
144
A person assigned to interpret and decide disputes ("grievances") about the meaning, interpretation, and application of a collective agreement governing employees in a unionized workplace.
Labour arbitrator
145
The sequence of four events:
1. Works desire collective representation
2. The union beings its organizing campaign, which may lead to certification and recognition
3. Collective negotiations lead to a contract
4. The contract is administered.
Labour relations process
146
The labour relations process includes these four events:
1. Works desire collective representation
2. The union beings its organizing campaign, which may lead to certification and recognition
3. Collective negotiations lead to a contract
4. The contract is administered.
146
A performance rating error in which the appraiser tends to give employees either unusually high or unusually low ratings.
Leniency or strictness error
146
Online system that provides a variety of assessment, communication, teaching, and learning opportunities.
Learning management system (LMS)
147
Non-HR managers who are responsible for overseeing the work of other employees.
Line managers
148
Adapting pay and other compensation benefits to match those of a particular country.
Localization
149
Program under which employees receive a year-end merit payment, which is not added to their base pay.
Lump-sum merit program
150
A philosophy of management that rates performance on the basis of employee achievement of goals set by mutual agreement between employee and manager.
Management by objectives (MBO)
150
The opinions (judgements) of supervisors, department managers, or others about the organization's future employment needs.
Management forecasts
151
Decisions regarding organizational operations over which management claims exclusive rights.
Management rights
152
A performance appraisal done by an employee's manager, often reviewed by a manager one level higher.
Manager and/or supervisor appraisal
153
A method for tracking the pattern of employee movements through various jobs.
Markov analysis
154
The use of an impartial neutral party to reach a compromise decision in employment disputes.
Mediation
155
A third party in an employment dispute who meets with one party and then the other to suggest compromise solutions or to recommend concessions from each side that will lead to an agreement.
Mediator
156
Individuals who coach, advise, and encourage individuals of lesser rank.
Mentors
157
Guidelines for awarding merit raises that are tied to performance objectives.
Merit guidelines
158
The basic purpose of the organization as well as its scope of operations.
Mission
159
A trait approach to performance appraisal based on comparison with a standard.
Mixed-standard scale method
160
A selection-decision model that requires an applicant to achieve some minimum level of proficiency on all selection dimensions.
Multiple cutoff model
161
A sequential strategy in which only the applicants with the highest scores at an initial test stage go on to subsequen stages.
Multiple hurdle model
162
The process of moving jobs closer to the organization's home country.
Nearshoring
163
A pension plan in which contributions are made solely by the employer.
Noncontributory plan
164
An interview in which the applicant is allowed the maximum amount of freedom in determining the course of the discussion, while the interviewer carefully refrains from influencing the applicant's remarks.
Nondirective interview
165
Any abnormal condition or disorder, other than one resulting from an occupational injury, caused by exposure to environmental factors associated with employment.
Occupational illness
166
Any cut, fracture, sprain, or amputation resulting from a workplace accident or from an exposure involving an accident in the work environment.
Occupational injury
167
The business practice of sending jobs to other countries.
Offshoring
168
A designated individual from whom employees may seek counsel for resolution of their complaints.
Ombudsman
169
The process of systematically socializing and training new employees to help them join the organization.
Onboarding
170
A method by which employees are given hands-on experience with instructions from their supervisor or other trainer.
On-the-job training (OJT)
171
A policy of settling grievances that identifies various levels of management above the immediate supervisor for employee contact.
Open-door policy
172
Examination of the environment, strategies, and resources of the organization to determine where training emphasis should be placed.
Organziational analysis
173
The capacity of the organization to act and change in pursuit of sustainable competitive advantage.
Organizational capability
174
The formal process of familiarizing new employees with the organization, their jobs, and their work units.
Orientation
175
Services provided by organizations to help terminated employees find a new job.
Outplacement services
176
Contracting out work that was formerly done by employees.
Outsourcing
177
An interview in which a board of interviewers questions and observes a single candidate.
Panel interview
178
People who are not looking for jobs but could be persuaded to take new ones given the right opportunity.
Passive job seekers
179
Equal pay for work of equal value.
Pay equity
180
Groups of jobs within a particular class that are paid the same rate.
Pay grades
181
A performance appraisal done by one's fellow employees, generally on forms that are compiled into a single profile for use in the performance interview conducted by the employee's manager.
Peer appraisal
182
A system for reviewing employee complaints that utilizes a group composed of equal numbers of employee representatives and management appointees, which functions as a jury.
Peer-review system
183
The result of an annual or biannual process in which a manager evaluates an employee's performance relative to the requirements of his or her job and uses the information to show the person where improvements are needed and why.
Performance appraisal
184
The process of creating a work environment in which people can perform to the best of their abilities.
Performance management
185
Special nonmonetary benefits given to executives.
Perquisites (perks)
186
Determination of the specific individuals who need training.
Person analysis
187
Work paid according to the number of units produced.
Piecework
188
A quantitative job evaluation procedure that determines the relative value of a job by the total points assigned to it.
Point system
189
A questionnaire that seeks to determine the degree to which different tasks are involved in performing a particular job.
Position analysis questionnaire (PAQ)
190
A system of discipline that focuses on early correction of employee misconduct, with the employee taking total responsibility for correcting the problem.
Positive, or nonpunitive, discipline
191
The extent to which applicants' test scores match criterion data obtained from those applicants/employees after they have been on the job for an indefinite period.
Predictive validity
192
An objective and standardized measure of a sample of behaviour that is used to gauge a person's knowledge, skills, abilities, and other characteristics (KSAOs) relative to other individuals.
Preemployment test
193
Any procedure by which an employer pays, or makes available to all regular employees, in addition to base pay, special current or deferred sums based on the profits of the enterprise.
Profit sharing
194
Application of corrective measures by increasing degrees.
Progressive discipline
195
A change of assignment to a job at a higher level in the organization.
Promotion
196
A metric designed to assess how well new hires are performing on the job.
Quality of fill
197
Change that occurs after external forces have already affected performance.
Reactive change
198
Wage increases that reflect rises in the consumer price index.
Real wages
199
Informing applicants about all aspects of the job, including both its desirable and undesirable facets.
Realistic job preview (RJP)
200
Attempt by employers to adjust the working conditions or schedules of employees with disabilities or religious preferences.
Reasonable accommodation
201
A performance rating error in which the appraisal is based largely on the employee's most recent behaviour rather than on behaviour throughout the appraisal period.
Recency error
202
The practice of outsourcing an organziation's recruiting function to an outside firm.
Recruiting process outsourcing (RPO)
203
Approved payment rates above the maximum of the pay range.
Red circle rates
204
The degree to which interviews, tests, and other selection procedures yield comparable data over time.
Reliability
205
Services provided to an employee who is transferred to a new location, which may include help in selling a home, orienting to a new culture, or learning a new language.
Relocation services
206
The process of transitioning an employee home from an international assignment.
Repatriation
207
Listings of current jobholders and people who are potential replacements if an opening occurs.
Replacement charts
208
The process of keeping track of and maintaining relationships with former employees to see if they would be willing to return to the firm.
Rerecruiting
209
Arbitration over interpretation of the meaning of contract terms or employee work grievances.
Rights arbitration
210
An extended period of time where an employee leaves an organization to pursue other activities and later returns to their job.
Sabbatical
211
A compensation plan that pays a salary and a bonus achieved by reaching targeted sales goals.
Salary plus bonus plan
212
The process of choosing individuals who have relevant qualifications to fill existing or projected job openings.
Selection
213
The number of applicants compared to the number of people to be hired.
Selection ratio
214
A performance appraisal done by the employee being evaluated, generally on a appraisal form completed by the employee prior to the performance interview.
Self-appraisal
215
A format in which a candidate is interviewed by multiple people, one right after the other.
Sequential interview
216
A lump-sum payment given to terminated employees.
Severance pay
217
An early retirement incentive in the form of increased pension benefits for several years or a cash bonus.
Silver handshake
218
A performance rating error in which an appraiser inflates the evaluation of an employee because of a mutual personal connection.
Similar-to-me error
219
An interview in which an applicant is given a hypothetical incident and asked how they would respond to it.
Situational interview
220
A set of principles and practices for process improvement whose core ideas include understanding customer needs, doing things right the first time, and striving for continuous improvement.
Six Sigma
221
Files of personnel education, experience, interests, and skills that allow managers to quickly match job openings with employee backgrounds.
Skill inventories
222
A system whereby expatriates are given a portion of their pay in the local currency, and a portion in their home currency to safeguard their earnings from changes in inflation or foreign exchange rates.
Split pay
223
Programs that award employees immediately when they do something particularly well during training or on the job.
Spot rewards
224
Graphic representations of all organizational jobs, the numbers of employees currently occupying those jobs, and the future employment requirements.
Staffing tables
225
An incentive plan that sets rates based on the completion of a job in a predetermined standard time.
Standard hour plan
226
Legal entitlements that derive from government legislation.
Statutory rights
227
A system for reviewing employee complaints and disputes by successively higher levels of management.
Step-review system
228
Data showing the status of designated groups in occupational categories and compensation levels.
Stock data
229
A compensation plan based on a percentage of sales made. No fixed components outside of sales are included
Straight commission plan
230
An incentive plan under which employees receive a certain rate for each unit produced.
Straight piecework
231
A compensation plan where employee receives a salary amount at a fixed rate regardless of the number of hours worked with no overtime pay. Permits salespeople to be paid for performing various duties that are not reflected immediately in their sales volume.
Straight salary plan
232
The pattern of HR deployments and activities that enable an organization to achieve its strategic goals.
Strategic human resources management (SHRM)
233
Procedures for making decisions about the organization's long-term goals and strategies.
Strategic planning
234
A statement about where the company is going and what it aims to become in the future; clarifies long-term direction of the company and its strategic intent.
Strategic vision
235
Any adjustive demand caused by physical, mental, or emotional factors that require coping behaviour.
Stress
236
An interview in which a set of standardized questions with an established set of answers is used.
Structured interview
237
A performance appraisal of a superior by an employee, typically used for developmental purposes.
Subordinate appraisal
238
The process of identifying, developing, and tracking key individuals for positions that are not yet open.
Succession planning
239
When a nonunion employer terminates an employee without notice because the employee has committed a serious breach of the contract.
Summary dismissal
240
A comparison of strengths, weaknesses, opportunities, and threats for strategy formulation purposes.
SWOT analysis
241
The exclusion of members of certain groups through the application of employment policies or practices based on criteria that are not job related.
Systemic discrimination
242
The process of determining what the content of a training program should be; based on study of the tasks and duties involved in the job.
Task analysis
243
An organization-specific list of tasks and their descriptions used as a basis to identify components of jobs.
Task inventory analysis
244
The number of days from when a job opening is approved to the date the candidate is selected.
Time-to-fill metric
245
Effective application of principles learned to what is required on the job.
Transfer of training
246
A firm that attempts to balance local responsiveness and global scale via a network of specialized operating units.
Transnational corporation
247
A quantitative approach to forecasting labour demand based on an organizational index such as sales.
Trend analysis
248
Term applied to designated groups that are not utilized or represented in the employer's workforce proportional to their numbers in the labour market.
Underutilization
249
Specific employer and union illegal practices that deny employees their rights and benefits under federal and provincial labour law.
Unfair labour practices (ULPs)
250
A form of a union security clause where the employer agrees to either only hire labor union members or to require that any new employees who are not already union members become members within a certain amount of time.
Union shop
251
Employee who as a nonpaid union official represents the interests of members in their relations with management.
Union (shop) steward
252
The degree to which a test or selection procedure measures a person's attributes
Validity
253
What the firm adds to a product or service by virtue of making it; the amount of benefits provided by the product or services once the costs of making it are subtracted.
Value creation
254
The process of outlining the behaviours that exemplify a firm's corporate culture and then hiring people who are a fit for them.
Values-based hiring
255
Tying pay to a specific measure of individual, group, or organizational performance.
Variable pay
256
A guarantee of accrued benefits to participants at after a certain period, regardless of their employment status at the time. Usually referring to pension benefits.
Vesting
257
A survey of the wages paid to employees of other employers in the relevant labour market.
Wage and salary survey
258
A curve in a scattergram representing the relationship between the relative worth of jobs and wage rates.
Wage curve
259
Compression of differentials between job classes, particularly between hourly workers and their managers.
## Footnote
Typically happens when minimum wage gets boosted - the difference between between hourly workers and their manager gets compressed.
Wage-rate compression
260
A job evaluation system that seeks to measure a job's worth through its value to the organization.
Work valuation
261
Insurance provided to workers to defray the loss of income and cost of treatment resulting from work-related injuries or illness.
Workers' compensation insurance
262
A lawsuit filed in a court by an employee alleging that they were dismissed without proper contractual or reasonable notice.
Wrongful dismissal
263
The percentage of applicants from a recruitment source that make it to the next stage of the selection process.
Yield ratio
