SMO > SMO311 Midterm #4 > Flashcards

SMO311 Midterm #4 Flashcards

(79 cards)

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1
Q

Union

A

organizations formed for purpose of representing their members’ interests in dealing with employers

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2
Q

Labour relations

A

field that emphasizes skills managers and union leaders can use to minimize costly forms of conflicts

  1. labour relations strategy
  2. negotiating contracts
  3. administering collective agreements
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3
Q

Craft Unions

A

members all have a particular skill or occupation

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4
Q

industrialized unions

A

members linked by work in a particular industry

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5
Q

canadian labour congress (CLC)

A

umbrella org. for dozens of affiliated Canadian and international unions, as well as provincial federations of labour and regional labour councils

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6
Q

local unions

A

local branch of a larger national or parent union. where most day to day interaction between labour and management occurs.

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7
Q

national union

A

composed of multiple local units affiliated with provincial federations of labour, local labour councils and Canadian Labour Congress (CLC)

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8
Q

international union

A

typically based in the US but with a Canadian office. Elected international officers and Canadian union executives

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9
Q

union steward

A

employee elected by union members to represent them in ensure that the terms of the collective agreement are enforced

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10
Q

social unionism

A

type of unionism that attempts to influence social and economic policies of government

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11
Q

the rand formula

A

union security provision that makes payments of labour union dues mandatory even if member is not part of the union

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12
Q

checkoff provision

A

requirement that the employer, on behalf of the union, automatically deducts union dues from employees’ pay cheques

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13
Q

closed shop

A

person must be a union member before being hired

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14
Q

union shop

A

requires employees to join union within certain time after beginning employment

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15
Q

labour laws

A

regulate nature of management-labour relations within a particular jurisdiction, provides a context for negotiations

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16
Q

Canada Labour Code

A

model legislation for other jurisdictions, gives employees the right to organize and bargain collectively via a certified union

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17
Q

Labour Relations Board

A

specialized tribunal with authority to interpret and enforce the labour laws in their jurisdiction

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18
Q

decertifying the union

A

union members’ right to be represented by unions of their own choosing also includes the right to vote out an existing union

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19
Q

collective bargaining

A

negotiation between union representatives and management representatives to arrive at an agreement defining conditions of employment for the term of the agreement and to administer that agreement. The result is a collective agreement

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20
Q

issue based negotiation

A

disputants take a position on one or more issues

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21
Q

interest based negotiation

A

disputants collaborate to find a “win-win” solution to their dispute

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22
Q

distributive bargaining

A

divides an economic pie between two sides

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23
Q

integrative (mutual gains) bargaining

A

looks for win-win solutions in which both sides benefit

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24
Q

attitudinal structuring

A

focuses on establishing a relationship a trust to ensure both sides will keep their ends of the bargain

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25
intraorganizational bargaining
addresses conflicts within union or management groups or objectives
26
strike
collective decision by union not to work/slow down until certain demands are met
27
lockout
a closure of place of employment or refusal of employer to provide work as a way to compel employees to agree to certain demands or conditions
28
mediation
conflict resolution procedure in which a mediator hears the views of both sides and facilitates the negotiation process but has no formal authority to dictate a resolution
29
conciliation
third party reports reasons for a dispute, views and arguments of both sides and possibly a recommended settlement which the parties may decline
30
arbitration
conflict resolution procedure in which arbitrator determines a binding settlement
31
grievance procedure
process for resolving union-management conflicts over interpretation or violation of a collective agreement
32
home country
the country in which an organization's headquarters is located
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host country
country in which an org operates a facility
34
third country
a country that is neither the home country nor the host country of an employer
35
expatriates
employees who take assignments in other countries
36
international organization
org that sets up one or a few facilities in one or a few foreign countries
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multinational organization
org that builds facilities in a number of different countries in an effort to minimize production and distribution costs
38
global organization
org chooses to locate a facility based on the ability to effectively, efficiently and flexibly product a product or service using cultural differences as an advantage
39
transnational HRM system
makes decisions from global perspective, includes managers from many countries and based on ideas contributed by people representing a variety of cultures
40
organizational culture
shared social knowledge within an org. regarding the rules, norms and values that shape attitudes and behaviours of employees
41
individualism/collectivism
strength of the relation between an individual and other individuals in society high (individualism) - people tend to think and act as individuals rather than as members of a group low (collectivism)- group members, devote themselves to interests of community and community is expected to protect them in trouble
42
power distance
low- culture prefers power to be distributed uniformly | high- culture accepts fact that power is usually distributed unequally
43
culture shock
disillusionment and discomfort that occur during process of adjusting to new culture
44
virtual expatriates
employees who manage operation abroad without permanently locating in the country
45
cross cultural preparation
training to prepare employees and family for assignment in foreign country
46
cross-cultural competence
be sensitive to host country's cultural norms, flexible enough to adapt to those norms and strong enough to survive the culture shock of living in another culture
47
high performance work systems
elements that must work together include organizational structure, task design, people, reward systems, and information systems. HR plays an important role in establishing these
48
organizational structure
way org groups its people into useful divisions, departments and reporting relationships
49
task design
determines how org's necessary activities will be grouped
50
people
key element of high performance work systems. HRM has significant role in providing people who are well suited/well-prepared for their jobs. helps org recruit and select people with needed qualifications
51
reward systems
performance measures by which employees are assessed, the methods of measuring performance and the incentive pay and other rewards
52
information systems
management makes decisions about types of info to gather and sources of informations. also decide who in org should have aces to info and how they will make info available
53
employee empowerment
giving employees responsibility and authority to make decisions regarding all aspects of product development or customer service
54
learning organization
org that supports lifelong learning by enabling all employees to share and acquire knowledge
55
continous learning
each employees ongoing efforts to gather info and apply info to their decisions in a learning org
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knowledge is shared
focus should be on generating and sharing knowledge
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critical, systemic thinking
org encourages employees to see relationships among ideas and test assumptions and observe the results of their actions
58
learning culture
culture in which learning is rewarded, promoted and supported by managers and organizational objectives
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employees are valued
org recognizes that employees are the source of it's knowledge
60
job satisfaction
experience their jobs as fulfilling or allows them to fulfill one's important job values
61
employee engagement
extent that employees experiences full involvement in work and commitment to job and org. both emotional and behavioural
62
brand alignment
ensuring HR policies, practices and programs support org's overall culture/products/services
63
job withdrawal
behaviours of employees to avoid work physically, mentally or emotionally
64
job descriptive index (JDI)
emphasizes specific aspects of satisfaction- pay, work itself, supervision, coworkers and promotions
65
pay satisfaction questionnaire (PSQ)
measures satisfaction with specific aspects of pay ie pay levels, structure, and raises
66
exit interview
meeting of a departing employee with the employee's supervisor and or human resources specialist to discuss employee's reasons for leaving
67
stay interview
meeting with employee to explore his thoughts and feelings about the job and to uncover issues in the effort to prevent that employee from becoming disgruntled
68
involuntary turnover
turnover initiated by employer
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voluntary turnover
turnover initiated by employee
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outplacement counselling
service in which professionals try to help dismissed employees manage transition from one job to another
71
progressive discipline
formal discipline process in which consequences become more serious if employee repeats the offence
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corporate social responsibility (CSR)
integrating social, environmental, and economic concerns into org's values, culture, decision making, strategy and operations in way that creates wealth and improves society
73
transaction processing
computations and calculations involved in reviewing and documenting HRM decisions and practices
74
Decisions support system
computer software systems designed to help managers solve problems by showing how results vary when manager alters assumptions or data
75
expert systems
computer systems that support decision making by incorporating the decision rules used by people who are considered to have expertise in a certain area
76
HR dashboard
a display of a series of HR measures, showing HR goals and objectives and progress towards meeting them
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customer oriented approach
"customers" are the org as a whole and it's other divisions. customers of HRM because they depend on HRM to provide a variety of services that result in a supply of talented, motivated employees. HR defines its customer groups, customer needs and the activities required to meet those needs
78
HRM audit
a formal review of the outcomes of HRM functions, based on identifying key HRM functions and measures of organizational performance
79
HR analytics
type of assessment of HRM effectiveness that involves determining impact of, or the financial cost and benefits of, a program or service
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