sac 2b Flashcards
(102 cards)
1
Q
Training is
A
- The process of teaching staff to perform their job more productively.
- provides people with the knowledge and skills they need to do a job
2
Q
Development is
A
The process designed to build up the skills necessary for future work activities and responsibilities
3
Q
Development includes
A
- preparing employees for longer term opportunities
- more general focus than skills training
- Skills for future
4
Q
Benefits of Training
Employees
A
- Opportunity to gain or grow skill set
- Opportunity for promotion and self improvement
- Improved job satisfaction
- A challenge, opportunity to learn new things
5
Q
Benefits of Training
business
A
- Higher productivity via better job opportunities
- Goals and objectives are easily met
- Reduced costs
- reduced absenteeism, less staff turnover, less errors and accidents
6
Q
Learning Organisation
A
- is an organisation that monitors and interprets its environment
- seeks to improve it’s understanding of the relationship between it’s actions and the environment
7
Q
Levels of analysis to help decide what training is required
Organisational Analysis
A
The entire business is analysed to decide what training activities are needed to best achieve the strategic objective
8
Q
Levels of analysis to help decide what training is required
Task Analysis
A
individual job and task required to perform that job are analysed to determine whether any specific skills are required for a successful performance
9
Q
Levels of analysis to help decide what training is required
Person Analysis
A
- Each employee is assessed to determine what kind of training is required.
- helps establish training and development objectives
10
Q
Performance appraisals can help determine individual needs such as…
A
- Basic skills
- Awareness of legislation
- Technical/job specific skills
- Interpersonal/communication skills
- Conceptual skills
11
Q
On the job training
A
On the workplace premises
- Coaching/mentoring by a supervisor/colleague
- Apprenticeship
- Involvement in planned work activities, special projects and committees
- Job rotation in or between department
12
Q
On the job training
Advantages/disadvantages
A
Advantages
- Employee is being trained on the specific tools or equipment they will be using
- able to practice under the supervision of more experience staff acting as their coach or mentor
- is tailored to meet specific needs of the business
Disadvantages
- may not be planned properly and to disjointed in its delivery making it difficult for employees to grasp information
- Bringing an external trainer into the workplace may not have the knowledge, skills and understanding with the equipment and practices at the business
13
Q
Off the job training
A
off the workplace premises
- Information presentation style (lectures written and visual)
- Information processing style (sit together and process information, mind map)
- Simulations (visual games and case studies)
14
Q
Off the job training
advantages/disadvantages
A
Advantages
- wider range of skills can be taught
- Learning from specialists and experts
- Less opportunity to be interrupted by workplace issues
Disadvantages
- More expensive if paying course fees transport and accommodation
- Lost working time
- Employees with new skills/qualification may leave the business to gain a job elsewhere
15
Q
What is performance management…
A
Improving business objectives by linking the business performance objectives to individual performance
16
Q
Performance Appraisals
A
is the formal assessment of how efficient and effective an employees is in performing their role in the business.
17
Q
Performance Appraisals
5 Main Objectives
A
- Provides feedback from management to employees regarding work performance
- Acts as a measurement to determine if employee requires pay rise or promotion
- Helps monitor employee selection
- Identifies employee training and development needs
- Identifies new objectives and puts a plan for future performance
18
Q
Methods of personal appraisal
A
- Essay method
- Critical incident method
- Comparison method
These methods help formalise feedback and should be discussed with the employee
19
Q
Management by objective
A
- Processes where management and employees agree on a set of goals for each employee
- individual goals contribute to the goals of the business
20
Q
Management by objective
The process includes
A
- Measuring progress to achieve the goals
- Managers use SMART goals to achieve these objectives
21
Q
Steps to MBO (5)
A
Is a constant rotation
- Business objectives are clearly defined
- Individual goals are negotiated
- Regular monitoring
- Performance feedback
- Performance appraisal to achieve goals
22
Q
Employee self evaluation
A
- employees carrying out a process of self assessment based on an agreed set criteria
- should look at the employees career aspirations for the future
23
Q
Employee Observation
A
The aim is to get feedback from a variety of different parties to arrive at a picture of past and current performance
24
Q
Employee Observation
360 degree feedback
A
- used to evaluate the performance of managers and supervisors, by getting input from their subordinates, supervisors and superiors
- Helps identify strengths and weaknesses
- Focus on how employee works as part of a team
- Helps to evaluate leadership, teamwork and interpersonal skills
25
Termination is..
- The ending of employment of an employee
- process is generally handled by the HR manager, who needs to make sure the employee is treated fairly and is within the law
26
Voluntary termination
The individual chooses what they plan to do when it comes to employment
27
Involuntary termination
When the organisation decides to terminate your employment
28
Retirement - Voluntary
When an employee decides to give up full time or part time work and is no longer part if the labour force
29
Resignation - Voluntary
- Is the voluntary ending of employment by the employee ‘quitting’ their job
- employee needs to give 4 weeks notice when they plan to resign
30
Resignation - Voluntary examples
- Offered a promotion in another business
- start own business
- Look for other challenges
- A change of lifestyle
31
Cost of voluntary termination on the business
- Loss of talent/knowledge
- Cost of replacement
- Decline in morale
- Break down effective teams
- Productivity can either increase or decrease
32
Redundancy - involuntary
| definition
- Occurs when a person's job no longer exists,
| - usually due to technological changes, a business restructure
33
Voluntary redundancy
- Occurs when the business wants to reduce the size and/or nature of the workforce
- Employees are informed and can nominate themselves for a redundancy
34
Involuntary redundancy
- Happens when you get asked to leave the business against his/her will
- employee is not at fault
35
Retrenchment
Is when an employee loses their job due to a lack of sufficient work to keep them occupied
36
HR procedures in relation to redundancy and retrenchment
- HR managers must follow the correct procedures when making employees redundant or issuing a retrenchment
- Ease employees throw the emotional process
37
HR procedures in relation to redundancy and retrenchment
procedures may include
- Providing the correct information to employees
- Consultation process
- Time off to look for new work
- Redundancy/severance pay
- retraining
38
Dismissal - involuntary
When an employee's behaviour is considered unacceptable they can be dismissed
39
Summary dismissal
- the most serious form of dismissal
| - it's when an employee commits a serious breach of an employment contract
40
Dismissal on notice
- when the employee is not performing the job satisfactory
- may be identified during an appraisal
- more common
41
Impact of Involuntary termination Advantages/Disadvantages
advantages
- Cutting of non-productive employees
- Reduction in costs
- Change in structure of the business
disadvantages
- Loss of talent
- Decline in moral
- Breakdown of effective teams
42
Unfair Dismissal
When an employee is dismissed because the employer has discriminated against them in some way
43
Things you cannot be dismissed for
- Absence from work due to illness/injury
- Belonging or not belonging to a union
- Race, colour, sexual preference, nationality, religion
44
Fair work commission Australia
Is Australia's national workplace relations tribunal
45
Fair work commission Australia
| Its role
To assist employees and employers to maintain fair and productive workplace
46
When can you use the Fair Work Commission
- Must have worked for the organisation for a minimum of 12 months
- Wages must be covered by an award, set salary or agreement
- Earn less than $136,700 per year
- employee must believe their terminated was harsh, unjust or unreasonable
- employee must apply within 21 days of the dismissal
47
In a case the fair work commission they must consider
- Was there a valid reason for dismissal of the employee
- Was the employee given notice? Of the reason and given an opportunity to respond
- If the dismissal related to poor performance has the employee been warned about that performance
- Any other factors that may be relevant
48
fair work commission
| How the process works
- FWC will try to conciliate both sides on the matter by helping resolved the matter on mutual agreement
- If a resolution cannot help an arbitration hearing is required
- If the dismissal is deemed to be unfair, FWC can order the employer to reinstate the employee or compensate them for up to 26 weeks pay
49
fair work commission
| Who is at the meeting?
- The HR manager
- Terminated employee and support person
- Conciliator from fair work commission
50
Entitlements
- Remuneration
- Any accrued annual leave
- Long service leave
- If they are retrenched they are entitled to severance/redundancy
51
Transition issues
when employees find it hard to move from on job to another or leaving the labour force.
- retiring from the workplace need assistance to organise their finances
- Outplacement to help employees find a job
52
Workplace relations
Is focused on the relationship between employers and employees
53
Workplace relations
| 4 categories
1. contractual
2. emotional
3. physical
4. practical
54
Workplace relations
| contractual
- Job description
- work conditions and hours
- rate of pay
- OH&S
- policies and procedures
55
Workplace relations
| emotional
Emotional health of employees
- stress/work life balance
- community participation
- no bullying
- is the workplace safe
56
Workplace relations
| physical
Physical component
- office layout
- factory, distribution
57
Workplace relations
| practical
- Is the job practical
- is the process practical
- day to day running
- does it make sense
- does it flow
58
trade union
An organisation formed to represent and protect the rights of workers in a particular industry
59
What the union does for its members
- Employees pay a subscription fee.
- Negotiates and bargains on their behalf during the collective bargaining process
- Argues employees cases during hearings
- Provides advice and support
- Provides information to members on matters relevant to their workplace situation
60
Collective Bargaining
Involves determining the terms and conditions of employment through direct negotiation between unions and employers
61
Shop steward
- employee at a workplace is elected by local union members to represent them
- act as the first point of conduct for an employee with their trade union
62
shop steward
| role
role is to liaise with management and the union regarding workplace issues
63
shop steward
| How their role works
- individual employee approaches their shop steward first
| - may choose to take up the matter directly with management/HR or straight to union executive
64
Union executive
- people who are elected to run the union on a day to day basis
- represent members in negotiations with employers
65
Two key unions in Victoria
1. Australian council of Trade Unions (ACTU)
| 2. Victorian Trade Hall Council (VTHC)
66
Role of the employer
Employers and HR manager handle employee relation issues on a daily basis
67
Employer associations
- Organisations that represent and assist employer groups
| - were originally created to respond to unions and make sure employers could work together with a common voice
68
Three types of Employer Associations
1. Industry associations
2. Professional associations
3. Broad based or peak bodies
69
Industry associations
Made up of employers from the same industry
Master Builders Association
70
Professional associations
Made up of members of a profession
Financial Planning Association
71
Broad based or peak bodies
A large number of employees from a variety of industries
Victorian Chamber of commerce
72
The role of employer associations
- Represent employers in industrial relations cases and collective bargaining over wages and conditions
- Advise employers of rights and obligations
- Acts as a spokesperson
73
The role of the Human Resources manager (5)
1. Negotiate employment agreements
2. Training other managers/supervisors
3. Managing day to day procedures (new staff inductions)
4. Making sure key terms of the agreement have been implemented
5. Dealing with disputes and conflicts
74
Negotiating employee agreements (7)
1. Be aware of all relevant awards and legal requirements
2. Ensure all relevant information is available to employee representatives
3. Consult widely
4. Keep an open mind
5. Plan for the big picture
7. Make sure you take care in the wording of the agreement
7. Lodge the agreement
75
Good workplace relations look like...
A commitment for management and employees to create a common goal and work ethic to achieve organisational goals
76
Role of Government and Government Organisations
| 5 key roles of the government
1. Legislator
2. Employer
3. Economic Manager
4. Administration of Government Policies on Employee relations
5. Representative of Australia in the international arena
77
legislator
State and federal parliament pass laws which provide the legal framework for employee operations
78
employer
Federal and state government employ ⅓ of Australian workers
79
economic manager
government is concerned that wages don't lead to rising pressure in the economy
80
Administration of Government Policies on Employee relations
government guidelines and information on employee relations
81
Representative of Australia in the international arena
Australia is a foundation member of the International Labour Organisation
82
The Fair Work Commission can
- Vary awards
- Approve workplace agreements
- Decide on unfair dismissals
- Resolve workplace disputes
83
Fair Work Ombudsman
role is to promote happy, productive and cooperative workplace relations and make sure all workplaces comply with Australian Laws
84
Fair Work Division of the Federal Court and the Federal Circuit Court of Australia
- Have jurisdiction to hear matters under Federal Workplace Relation Laws
- someone has breached the Fair Work Act they may get a fine or reimburse employees who have been underpaid
85
Awards
- Legally binding minimum requirements for wages and condition in certain industries
- Reviewed every 4 years by the Fair Work Commission
- are legal requirements
86
Specifications in each award
| 8
1. Minimum wages
2. Working conditions and overtime
3. Meal breaks
4. Holiday and leave
5. Penalty rates and allowances
6. Procedure to resolve disputes and termination
7. Superannuation
8. Annual leave
87
Enterprise agreement
- an agreement that is directly negotiated between the employer and employee at enterprise level
- can be made to suit one group or a variety of groups of employees
88
Strikes
Employees withdraw their labour and production stops
- Strikes are illegal and subject to prosecution (unprotected action)
- Strikes are legal during the period of enterprise bargaining (protected action)
89
How an enterprise agreement works
- must be approved by a majority vote by the employees affected
- Must be registered and approved by the Fair Work Commission
90
Individual Employment Contracts
- individual can sign a contract with their employer outlining their wages and conditions
- must be better than the minimum award
91
Common law individual (employment) contract
- Covers those employees who are not under any award or collective/enterprise agreements
- Are secret
- Not open to public scrutiny
92
Process of determining wages and conditions
negotiate wages and conditions lies with the individual employers and employees/unions who use enterprise bargaining to negotiate agreements
93
Dispute resolution/grievance procedure
a formal systematic process that allows employees to complain about matters that affect them and their work
94
Disputes can be resolved through (4)
1. negotiated outcome where a settlement is reached within the business
2. mediated outcome where an independent mediator help parties talk about the issues and arrive at their own agreement
3. Conciliation: when a third party suggests outcomes
4. Arbitration where court decides how something will be resolved and makes a decision
95
The process of dispute resolution (5)
1. Employees/unions meet with management to outline the problem
2. Management listen and try to resolve the problem
3. If there is NO resolution the dispute is taken to an independent body for mediation
4. mediation fails, the matter is referred to the FWC for conciliation
5. conciliation fails, the matter is arbitrated by the FWC. A legally binding decisions is made by the FWC
96
boycott
workers refuse to do something or deal specifically with someone
97
picket line
are protests that take place outside the workplace
98
work to rule
workers refuse to do anything but the bare minimum required
99
types of performance management (4)
1. Management by objective
2. performance appraisal
3. self evaluation
4. employee observation (360 degree feedback)
100
3 ways employees wages and conditions can by established
1. awards
2. enterprise agreement
3. individual agreement
101
mediation advantages and disadvantages
Advantages
- much faster and cheaper way to resolve disputes
- parties involved have to agree on the outcome of their disputes, both more likely to leave satisfied with the process and decision.
Disadvantages
- not appropriate if there is a power imbalance between the parties
- It's not a legally binding decision
102
Arbitration advantages and disadvantages
advantages
- decision is legally binding
- more useful option if there is a power imbalance as a decision is imposed upon both parties
Disadvatages
- More costly as the parties have to pay the fees of the arbitrator used
- one parties may not agree to the decision reached by the arbitrator
