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Mos 1023A exam > Mos 1021 > Flashcards

Mos 1021 Flashcards

1
Q

human resources

A

people who make up the workforce of an organization

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1
Q

human capital

A

intangible resources possessed by an organization’s workforce

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2
Q

8 major systems overseen by HR

A

Job analysis - workforce planning - recruitment - selection - training & development - performance management - compensation & rewards - employee & labor relations

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3
Q

Tradition HR management

A

operational function largely administrative

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4
Q

Evolving HR management

A

Specific financial and non-financial results and organization aims to achieve its goals.
serve operational and strategic function
align employee efforts with the organization’s strategic goals
Strategic goal - improve employee retention (ability of an organization to keep its employees)
HR activity - develop and implement attractive compensation and benefit structures.

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5
Q

Corporate Social Responsibility (CSR)

A

maintain a balance between pursuing profitability and acting in a manner that benefits society
improved reputation, increases profitability, greater customer loyalty

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6
Q

Corporate Culture ( Organizational Culture)

A

identity of the organization
developed intentionally (hiring, training, appraisal)
core values, beliefs, norms widely shared by members
clarifies standards of behavior

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7
Q

Benefits of effective HR

A

better HR systems (selection, training, compensation, etc.) ,greater retention
emotional commitment to organizational goals, different from job satisfaction
better products, better employee performance , increased profits

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8
Q

Evidence-Based Human Resource Management

A

What Is It?-
evaluating human resources practices against data
sources include own data, data from other organizations, published studies, experts in the field

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9
Q

Research Question

A

question that a researcher sets out to answer
guides the research process

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10
Q

Hypothesis

A

formal statement outlining the expected outcome of a study
educated prediction made on basis of prior knowledge
want to test our hypothesis to see if there is evidence to support it

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10
Q

Variables

A

characteristic or features of a group that researchers aim to study
measurable (existing or developed

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11
Q

Primary Research methods

A

generate new information regarding a research question
e.g., true experiments, quasi-experiments, surveys

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12
Q

Secondary Research methods

A

True Experiment: Investigates if an independent variable (IV) affects a dependent variable (DV).
Conducted in controlled settings with random assignment of participants to groups.
Each group represents a level of the IV; all participants are measured on the DV.
Allows for causal conclusions (IV causes change in DV).
Challenges in generalizing findings to real-world experiences.

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13
Q

Quasi-Experiment -Assess whether the independent variable (IV) has an effect on the dependent variable (DV).

A

conducted in field settings
groups of participants that represent levels of IV are selected
all participants are measured on the DV
causal conclusions not recommended (too many other variables
Provides results that apply to the real word more easily.

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14
Q

Surveys

A

Assess whether there is a relationship between two variables.

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15
Q

Surveys

A

Questionnaire Study: Administers questionnaires to participants.
Measures variables of interest using the questionnaires.
Analyzes if scores on questionnaires are related.
Caution against making causal conclusions with correlational data.
Relationship between Variable 1 and Variable 2 may be influenced by various factors, making it spurious.

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16
Q

equality (section 15)

A

Every individual is equal before and under the law and has the right to the equal protection and equal benefit of the law without discrimination and, in particular, without discrimination based on race, national or ethnic origin, colour, religion, sex, age or mental or physical disability

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17
Q

Canadian Charter of Rights and Freedoms

A

federal law enacted in 1982
guarantees fundamental right and freedoms to all Canadians
applies to government action

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18
Q

Human Rights Legislation

A

prohibits discrimination in the public and private sector
applicable: (1) in the context of employment , (2) in the provision of goods and services

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19
Q

Canadian Human Rights Act

A

federal government
First Nations government
federally regulated organizations

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20
Q

provincial & territorial laws

A

organizations that fall under provincial and territorial jurisdiction

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21
Q

Ontario Human Rights Code

A

ethnic origin
place of origin
ancestry, colour, race
citizenship
creed
age
sex
sexual orientation
gender identity/expression
marital status
family status
disability
record of offenses

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22
Q

Types of discrimination

A

Indirect, and Direct

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23
Q

Direct discrimination

A

a.k.a. intentional discrimination
deliberately refusing to hire, train, or promote an individual on the basis of a protected characteristic

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24
Q

Indirect discrimination

A

Unintentional Discrimination (a.k.a. disparate impact): Arises from seemingly neutral policies or practices, unintentionally negatively affecting a protected group.
Bona Fide Occupational Requirements (BFOR): Attributes considered justifiable grounds for hiring, promotion, or retention decisions, which might otherwise be seen as discriminatory.
These requirements are deemed necessary to fulfill the job safely and effectively.

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25
Q

Rational Connection

A

characteristic is rationally connected to successful job performance

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26
Q

Good Faith

A

employer adopted the characteristic in good faith

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27
Q

Reasonable Necessity

A

characteristic is necessary for the accomplishment of the job

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28
Q

The Meiorin Test 1999: Reasonable Accommodation

A

modifications to certain rules, standards, policies, resources, physical environments
ensures individuals are not prevented from carrying out their job on the basis of prohibited grounds
accommodate to point of undue hardship

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29
Q

Job

A

collection of related tasks, duties, responsibilities that are grouped together for the purpose of accomplishing work within an organization

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30
Q

What is Job Analysis

A

systematic process of collecting detailed information pertaining to a job
includes tasks, duties, responsibilities, human attributes

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31
Q

Recruitment and alignment

A

better alignment between jobs and employees

32
Q

Training

A

better training and retraining programs

32
Q

Performance Management

A

performance of employees is assessed based on standard criteria provided in the job analysis

33
Q

Compensation

A

informs the pay, benefits, incentives (financial and non-financial)

34
Q

Job Analysis Step 1 (Review Background Info)

A

Previous job data
Digital databases
Organization charts

35
Q

Digital Database: National Occupational Classification (NOC)

A

created by the federal government
provides standardized language to describe over 30,000 jobs (general description, duties, requirements)

35
Q

Organizational Charts

A

visual diagram depicting the structure of an organization
provides information about
jobs within an organization, relative rank of jobs, reporting relationships among jobs

36
Q

Organizational Charts (Bureaucratic)

A

numerous levels of management
narrowly defined jobs
common in larger organizations
clear lines of communication
(downside) separation between units

36
Q

Organizational Charts (Flat)

A

common in smaller or newer organizations
fewer (if any) levels of management
Jobs are more defined
Empowerment vs.disorganization

37
Q

Organizational Charts (Matrix)

A

ideal in the case of multiple projects or products
two lines of accountability
Organized. Communicative
Conflicts possible

38
Q

Job Analysis Step 2 (Choose Sources of Job Info)

A

Incumbent
Supervisor
Job Analyst

39
Q

Incumbent

A
  • individual currently holding position
    knowledgeable about job
    Misinformation possible
40
Q

Supervisor

A
  • has charge over a workplace
    knowledgeable about job importance
    Less knowledgeable about day to day events
40
Q

step 3

A

Job Analysis Step 3 (Gather Job Info)

41
Q

Job Analyst

A

can provide objective assessment
Missing a lot of background information about the job/job history

42
Q

Direct Observation of Incumbents

A

record nature, frequency, duration, outputs, equipment
ideal for jobs involving observable activities

43
Q

Interview

A

can be conducted alone or in groups
supervisors should not be present during incumbent interviews
SMEs may not provide accurate information to protect own interest

44
Q

Questionnaire

A

surveys completed by SMEs
use established questionnaires or develop own

45
Q

Position Analysis Questionnaire (PAQ)

A

contains 195 items about various job elements
General behaviors
SMEs indicates extent to which each element is relevant to the job on a 5-point scale
Advantages : standardized, easy to administer, personal factors have little factors
Limitations: reading level high ,more suited to assess manual labor, poor differentiation between jobs

45
Q

step 4

A

Job Analysis Step 4 (Develop Key Documents)

46
Q

Collected information is used to develop

A

job description(what a job entails), *job specification
(characteristics needed to perform a job)

47
Q

job description

A

tasks
duties
Responsibilities
TDRs

48
Q

job specification

A

knowledge
skills
abilities
other characteristics
KSAOs

49
Q

Competency Modeling(What Is It?)-

A

alternative to traditional job analysis
reflects movement toward fluid roles, greater employee empowerment
process for determining key competencies

50
Q

Example (Teamwork)

A

Actively participates as a member of the team toward the completion of team goals.
contributes in team meetings, informal team gatherings, and other team settings
develops productive and cooperative relationships with other team members
expresses disagreement with other members of the team in a constructive manner

51
Q

Competency Categories

A

Core, Cross - Functional, Functional

52
Q

Recruitment

A

process of identifying and attracting potential employee
generation of an applicant pool for a job vacancy
Set of candidates who express interest in the position
provides qualified candidates for subsequent selection

53
Q

Sources of Recruitment (Internal

A

seeking individuals who currently hold positions in the organization
*may be freely exercised or dictated by policy
advantages: less taxing on time and resources, lower risk boost employee moral
disadvantages: maintenance of status quo

54
Q

Sources of Recruitment (External)

A

seeking individuals who do not currently hold positions in the organization
numerous strategies available
Active: actively looking for new opportunities, available immediately
Passive: not actively looking for new opportunities, not available immediately

55
Q

Advantages and Limitations

A

Advantages: larger applicant pool, greater innovation
Limitations : may affect workplace morale, higher risk, more taxing on resources

56
Q

Online Recruitment

A

e.g., job websites, corporate websites
low cost to post
large and diverse applicant pool
High cost to review

57
Q

Print Media Recruitment

A

e.g., newspapers, magazine, trade journals
Target audience to people who in a particular trade or industry
can target specific candidates
(trade journals for specialized work, newspapers for local knowledge)
Long lead times are common (e.g., 4-6 month for magazines)

58
Q

Managing Expectations in Recruitment

A

help manage employee expectations
provide a balanced view of the job and organization
Promotion of employer brand and realistic job preview

58
Q

Campus Recruitment

A

recruiting from universities, colleges, technical schools
innovative and cutting edge
low experience (invest in training)
May not be long term(50% leave job in the first year)

59
Q

Employer Brand

A

reflects an organization’s reputation as a place to work
Favorable features: compensation, flexibility, social responsibility, social events

60
Q

Realistic Job Preview

A

tool that provide candidates with a realistic view of what a job entails
communicate positive and negative aspects of job
Manages expectations
Increases retention

61
Q

Step 1: Preliminary Screening

A

Application Review:
Assess submitted materials (application forms, résumés, cover letters).
Eliminate candidates not meeting basic criteria.
Application Forms:
Standardized with contact, education, work details.
Avoid prohibited questions.
Résumé:
Non-standardized, may include varying information.
Carefully evaluate for potential issues.

62
Q

Reliability

A

extent to which a test produces consistent or stable results
(test/retest) test produces same/similar results across testing occasions
(inter - rater/peer report) test produces same/similar results across raters

63
Q

Validity

A

Construct Validity, Criterion Related Validity, Face Validity

64
Q

Construct Validity

A

Positive correlation with self-confidence, self-worth, self-esteem.
No correlation with intelligence tests.
Convergent Validity:
Positive correlation with similar tests’ results.
Discriminant Validity:
No correlation with results from dissimilar tests.

65
Q

Criterion Related Validity

A

*correlating positively with teamwork skills demonstrated now
correlating positively with leadership skills demonstrated in the future
(Concurrent) degree to which test scores are related to current performance
(Predictive) degree to which test scores are related to future performance

66
Q

Face Validity

A

Test’s perceived relevance to the job.
Judged subjectively by test-takers.
Importance:
High face validity increases candidate receptivity.
Example:
Applicants complete a basic math test.

67
Q

Cognitive

A

Intelligence Testing:
Assesses general intelligence, thought processing, and decision-making.
Advantages:
Predictive of job performance, quick administration.
Limitations:
Potential negative reactions, adverse impacts on minority groups.
Example:
Wonderlic Personnel Test: 50 multiple-choice questions, 12-minute time limit, scored based on correct responses.

68
Q

Physical Ability

A

Physical Ability Testing:

Assesses the capability to perform job-related physical tasks.
Importance:

Linked to detailed job analysis to ensure relevance.
Nature:

Typically pass/fail based on job demands.
Pros and Cons:

Advantages include increased workplace safety and difficulty to fake.
Limitations involve time and resource demands, often in contrived settings.

69
Q

Personality

A

pattern of thoughts, feelings, and actions that are characteristic of a person, consists of a collection of traits

70
Q

Big Five Personality Model

A

(OCEAN) Open to Experience, Conscientiousness, Extraversion, Agreeableness, Neuroticism

71
Q

Big Five Personality Model

A

Advantages- *predictive of job performance
predictive of training success
predictive of employee engagement
fast and easy to administer
Limitations - susceptible to faking and social desirability responding

72
Q

Step 3: Selection Interviews

A

Predict job performance based on applicants’ oral responses to questions.
Versatile method, conducted one-on-one or with multiple participants and interviewers.
Reasons for Use:

Multipurpose, promotes employer brand, creates an illusion of validity.
Issues:

Initial impression bias, biased interpretation of responses.
Favorable ratings for similar candidates, impacting diversity.
Influence of verbal and non-verbal cues.
Risk of leading candidates to expected answers.

73
Q

Step 4: Background and Reference Checks

A

Background Checks:

Verify details provided during the selection process.
Require signed permission from candidates.
Types:

Examples include basic checks (education, work history), credit checks, and criminal checks.
Reference Checks:

Obtain candidate details from provided references using standardized questions.
Legal Aspects:

Defamation risk with false information hurting reputation (libel or slander).
Negligent Hiring risk: Legal claim if employer fails to verify details, leading to harm.
Importance:

Thorough reference and background checks are necessary.

74
Q

Step 5: Selection Decision

A

Multiple Cut-Off Approach:

Set cut-off for each tool; applicants meeting or exceeding all are retained.
Multiple Hurdles Approach:

Progress to next tool if meeting or exceeding cut-off; retained if passing all tools.
Compensatory Model Approach:

Scores on each test contribute to an overall score.
High scores can compensate for low scores; candidates ranked accordingly.

Mos 1023A exam (11 decks)

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