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BUSI 2312U - Human Resources Management > Test 1 > Flashcards

Test 1 Flashcards

1
Q

Job Analysis

A

The process of identifying the duties and responsibilities of a job and the knowledge

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2
Q

Job Description

A

The duties and responsibilities of a job.

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3
Q

Job Specification

A

The knowledge

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4
Q

Discrimination

A

Unfair treatment of a person or group based on certain characteristics

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5
Q

Intentional Discrimination

A

Deliberate unfair treatment based on prohibited grounds

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6
Q

Unintentional Discrimination

A

Also known as systemic or adverse impact discrimination

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7
Q

Bona Fide Occupational Requirement (BFOR)

A

A job requirement that is necessary for the safe and efficient performance of the job and cannot be reasonably accommodated without undue hardship.

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8
Q

Realistic Job Preview (RJP)

A

Providing potential job applicants with both positive and negative information about a job to set accurate expectations.

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9
Q

Expectations Lowering Procedure (ELP)

A

Educating potential job applicants that their expectations may not be met

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10
Q

Human Resources Management (HRM)

A

The management of an organization’s employees

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11
Q

Business Cycle

A

The natural fluctuation of the economy between periods of expansion (growth) and contraction (recession).

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12
Q

Unemployment Rate

A

The percentage of the labour force that is unemployed and actively seeking work.

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13
Q

Generational Differences

A

Variations in attitudes

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14
Q

Paradox Navigator - Strategic Positioner

A

HR Professionals can evaluate both external and internal business contexts

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15
Q

Paradox Navigator - Credible Activist

A

HR Professionals achieve the trust and respect to be to be viewed as influential and valuable

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16
Q

Paradox Navigator - Paradox Navigator

A

Captures the entire extent of HR Professionals

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17
Q

Paradox Navigator - Culture and Change Champion

A

HR Professionals ensure that the structure of the organization designs culture and manages change to meet changing business demands

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18
Q

Paradox Navigator - Human Capital Curator

A

HR Professionals identify and develop the right kind of talent

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19
Q

Paradox Navigator - Total Rewards Steward

A

HR Professionals are building tangible value for employees

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20
Q

Paradox Navigator - Technology and Media Integrator

A

HR Professionals are able to leverage social media and integrate technology

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21
Q

Paradox Navigator - Analytics Designer and Intrepreter

A

HR Professionals identify opportunities to gather, interpret and use data for better decision-making

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22
Q

Paradox Navigator - Compliance Manager

A

HR Professionals ensures compliance with relevant legal requirements

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23
Q

Paradox Navigator List

A

Strategic Positioner
Credible Activist
Paradox Navigator
Culture and Change Champion
Human Capital Curator
Total Rewards Steward
Technology and Media Integrator
Analytics Designer and Interpreter
Compliance Manager

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24
Q

Environmental Forces on HR

A

Political
Economic
Technological
Social

(PETS)

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25
14 Legal Jurisdictions in Canada
10 Provinces 3 Territories 1 National
26
4 Types of Unemployement
Frictional Structural Cyclical Seasonal
27
Frictional Unemployment
Temporary transition in workers' lives
28
Structural Unemployment
Mismatch in demographics of workers and type of jobs available
29
Cyclical Unemployment
Lack of demand in economy for specific goods and service
30
Seasonal Unemployment
Labour not in season
31
Labour Planning Process
Forecast the demand for labour Forecast the supply for labour Conduct a gap analysis Develop strategies to achieve a labour equilibrium Prepare a staffing table Implement the strategies / staffing table
32
Regression Analysis
Looking at past relationships before one or more casual factors and employment
33
Management Forecasts
HR Staff speak with the various departments in an organization
34
Skills Inventory
An organization searches its human resource information system which has information on each employee's KSAEs
35
Management Inventory
Same as Skills Inventory for Management Employees
36
KSAE
Knowledge Skills Abilities Experience
37
Replacement Chart
A chart that has a contingency plan if an employee can no longer work in that position
38
Replacement Summaries
A summary on the replacement chart which specifies why you can do a replacement of employees
39
Succession Planning
An initiative to replace employees
40
Markov Analysis
Analyses the job turnover rate
41
Labour Equilibrium
Supply = Demand
42
Labour Shortage
Supply < Demand
43
Labour Surplus
Supply > Demand
44
Staffing Table
A table that showcases the timeline to achieve Labour Equilibrium
45
Strategies for Dealing with a Labour Surplus
* Decrease number of employees * Increase number of existing employees leaving the organization > Attrition > Quitting > Early Retirement > Sabbatical > Layoff > Firing without just cause > Job Sharing > Part Time > Working Share > Overtime > Transfer/Promotion/Demotion > Internal Recruitment > Retention > Outsourcing > External Recruitment
46
Hiring Freeze
Organization stops hiring new employees
47
Attrition
Relies on natural causes of leaving > Death > Retirement
48
Quitting
Same as fired without cause, will offer reference letter and outplacement
49
Early Retirement
Offers earlier retirement
50
Sabbatical
Offers leave of absence without pay
51
Layoff
Will send employees home until there is more work
52
Firing without cause
Will fire and give pay in leiu
53
Job Sharing
Divides one job between two or more employees
54
Part Time
Shift from full time to part time
55
Work Sharing
Reduced work week to 3 or 4 days a week
56
Overtime
Offer more hours for more pay
57
Transfer/Promotion/Demotion
Shifts an employee to another vacant job
58
Internal Recruitment
Looks to fill a position from within
59
Retention
Focuses on trying to prevent employees from quitting
60
Outsourcing
Finding an outside organization to do the work for cheaper
61
External Recruitment
Finding people for a job
62
Prohibited Grounds of Discrimination
Race Ancestry Place of origin Colour Ethnic Origin Citizenship Creed Sex Sexual Orientation Gender Identity Gender Expression Age Record of Offences Marital Status Family Status Disability
63
Intentional Discrimination on a Non Prohibited Ground
Allowed, you can as it is non prohibited
64
Intentional Discrimination on a Prohibited Ground
Not Allowed, you cannot as it is prohibited
65
Unintentional Discrimination on a Prohibited Ground
Not Allowed, you cannot as it is prohibited
66
Unintentional Discrimination on a Non Prohibited Ground
Allowed, you can as it is non prohibited
67
Harassment
Engaging in a course of vexatious comments or conduct that is out reasonably
68
Human Rights Tribunal of Ontario
Provincial governing body to resolve discrimination and harassment
69
Employment Equity Act
Aims to make employment fair and designed to achieve equality in the workplace
70
Designated Groups
Groups that are commonly targeted against; Gender Aboriginal People Visible Minority (Race) Disability
71
Employment Equity Process
1. Announce and communicate the program 2. Collect workforce data 3. Conduct a workforce analysis 4. Conduct an employment systems review 5. Develop and implement a plan 6. Submit reports to the government
72
Recruitment
The process of getting people to apply for jobs at an organization
73
Employer Branding
The image an organization has as an employer
74
Employer Branding 3 Steps
1. Define Target Audience 2. Develop the employee value proposition 3. Communicate the value proposition
75
Recruitment Methods
Advertisements Open House Educational Institutions Employee Referrals Former Employees Employment Agencies Online Recruiting Career Fairs
76
Selection
The process of choosing the best applicant for the job
77
Selection Steps
Screening Testing Interviewing Reference Checking Offer and Acceptance
78
Screening
Resumes are checked whether they meet all KSAEs
79
Testing
Tests are conducted by HR and should be reliable and valid.
80
Testing Types
Physical Personality Knowledge Work Sample
81
Interviewing
Conducted by HR Supervisor, a way to get to know the candidate better
82
Types of Interviews
Individual Panel Sequential
83
Types of Media Interview
In Person Phone Virtual
84
Interviewing Steps
1. Planning the Interview 2. Establishing Rapport 3. Asking Questions 4. Closing the Interview 5. Evaluating the Interviewee
85
First Impression Error
Interviewer's first perception of an interviewee to influence later preceptions
86
Contrast Effect
Interviewer's perception of an interviewee to be influenced by previous perceptions
87
Reference Checking
Applicants' information is checked for accuracy
88
Offer and Acceptance
Decision can be made based on subjective approach or statistical approach or both

BUSI 2312U - Human Resources Management (2 decks)

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