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BUSI 2312U - Human Resources Management > Test 2 > Flashcards

Test 2 Flashcards

1
Q

Onboarding

A

All formal and informal practices, programs, and policies enacted or engaged in by an organization or its agents to facilitate newcomer adjustment.

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2
Q

Newcomers Needs

A

Information
Reduced Anxiety
Confidence
Feedback
Social Support

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3
Q

Theories of Onboarding

A

Social Resource Theory (SRT)
Welcome Inform Guide Theory (WIG)
Socialization Content Theory (SCT)

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4
Q

Socialization Resources Theory (SRT) Periods

A
  1. Prior to Entry
  2. Immediately after Entry
  3. After Formal Orientation
  4. After Onboarding
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5
Q

Welcome Inform Guide Theory Activities (WIG)

A
  1. Welcome
  2. Inform
  3. Guide
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6
Q

Socialization Content Theory Content Areas (SCT)

A
  1. Language
  2. History
  3. Task Proficiency
  4. Working Relationships
  5. Social Relationships
  6. Structure
  7. Politics
  8. Goals and Strategy
  9. Culture and Values
  10. Rules and Practices
  11. Navigation
  12. Induction
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7
Q

Onboarding Programs

A

Types: Most have different onboarding practices for management versus non
management jobs and full time versus part time jobs.

Start date: The most common start date was the start date of the job. Other reported start dates included upon acceptance of the job offer, between acceptance and the start date, and during recruitment.

Duration: The most common duration was two to three days.

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8
Q

Evaluating Onboarding Effectiveness

A

Comparison between Short Term Effects (Proximal Outcomes) and Long Term Effects (Distal Outcomes)

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9
Q

Proximal Outcomes

A

Include task mastery, role clarity, social acceptance, self-
efficacy; that is, belief in one’s ability to do one’s job, fit perspective, learning,
and anxiety.

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10
Q

Distal Outcomes

A

Include job satisfaction, organizational commitment,
intentions to quit, turnover, job performance, role orientation, and stress.

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11
Q

Performance Appraisal

A

The process of measuring a person’s achievement of the
duties and responsibilities and his/her job.

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12
Q

Two Purposes of Performance Appraisal

A

Making Administrative Decisions and Making Developmental Decisions

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13
Q

Making Administrative Decisions

A

For example, giving a person a raise, bonus, promotion, demotion, or transfer, firing a person, or converting a person to full time, part time, permanent, or contract employment.

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14
Q

Making Developmental Decisions

A

For example, giving a person training to better perform one or more of his/her duties and responsibilities.

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15
Q

Performance Appraisal Methods

A

Comparative methods and Non Comparative methods

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16
Q

Comparative methods

A

Ranking, Forced Distribution

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17
Q

Non Comparative methods

A

Graphic rating scale, Behaviourally anchored rating scales

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18
Q

Ranking

A

Employees are listed from highest/best performance to lowest/worst performance. Not susceptible to leniency, strictness, and central tendency error.

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19
Q

Forced Distribution

A

Employees are placed into categories of performance. Organization determines number of categories and how many / what percentage of employees in each category.

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20
Q

Graphic Rating Scale

A

Employees’ performance of each duty and responsibility is rated separately. Has general scale labels. Easier and takes less time than BARS to develop and complete. Susceptible to leniency, strictness, and central tendency error.

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21
Q

Behaviourally Anchored Rating Scale

A

Employees’ performance of each duty and responsibility is rated separately. Organization determines number of points in scale and labels for each point.

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22
Q

Types of Performance Appraisal

A

Traditional and 360 degree

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23
Q

Traditional

A

An employee’s job performance is rated by his/her supervisor.

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24
Q

360 degree

A

An employee’s job performance is rated by himself/herself and peers

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25
Organizational Chart
A diagram that shows how the people employed at an organization are organized including who reports to whom.
26
Span of Control
The number of employees a supervisor supervises.
27
Conducting a Performance Appraisal Meeting
* Ask for a self assessment. * Invite participation. * Express appreciation. * Minimize criticism. * Change the behaviour, not the person. * Focus on solving problems. * Be supportive. * Establish goals.
28
The Mum Effect
The reluctance to transmit bad news to people
29
Pay Satisfaction
Working with employees to satisfy their pay. Previously conceptualized as being unidimensional
30
Pay Satisfaction Four Components
Pay Level, Benefits, Pay Raises, Pay Structure/Administration
31
Total Rewards
Compensation and Benefits
32
Total Rewards Three Components
Fixed Pay, Variable Pay, Benefits
33
Types of Fixed Pay
Salary, Hourly Wage
34
Types of Variable Pay
Piecework, Commission, Bonus, Merit Pay
35
Types of Benefits
Government mandated non paid benefits, Government mandated paid benefits, Voluntary benefits
36
Public Holidays
Employees get these days off with regular pay.
37
Employment Insurance
A federal program that provide temporary income support to employees who worked between 420 and 700 in the past 52 weeks
38
Contribution
The employee and employer each pay premiums to the government.
39
Payout
The employee receives a weekly payout from the government.
40
Employment Insurance
The benefit to the employee is the premiums his/her employer pays.
41
Canada Pension Plan
A federal program that provides income support (not replacement) to employees once they retire.
42
Vacations
The employer must give the employee at least two weeks of vacation per year and vacation pay of 4% of his/her earnings if they worked under 5 years and 6% over.
43
Leaves of Absence
Infectious disease leave: Up to three days of paid leave and more days of unpaid leave. Domestic or sexual violence leave: Up to five days of paid leave and more days of unpaid leave.
44
Workers’ compensation
A provincial program that provides income support (not replacement) and medical expense support if an employee is injured on the job or ill from his/her job.
45
Voluntary Benefits
Benefits that are optional
46
Tuition Reimbursement and Quitting
Studies found if employees have too much education paid, they may leave for better
47
Applicant Gender
Based on gender role theory and gender stereotypes.
48
Applicant Gender - Female
More greatly perceived to have and be responsible for home responsibilities over work responsibilities.
49
Occupational Health and Safety Act (OHSA) - Duties of Workers
Comply with the act, Wear proper equipment, Report any broken equipment, Report any hazards, Not operate equipment dangerously, No horsing around
50
Occupational Health and Safety Act (OHSA) - Duties of Supervisors
Makes sure an employee wears proper equipment, Will tell employees about dangers, Tell employees how to be safe
51
Occupational Health and Safety Act (OHSA) - Duties of Employers
The staff have equipment and are good quality, The safety measures are carried out
52
Hazard
Any source of potential damage, harm, or adverse (i.e. negative) health effects on a worker.
53
Seven Main Categories of Hazards
Chemicals Effects on the body WHMIS/GHS/SDS Ergonomic Health Physical Psychological Safety Workplace
54
Risk
The chance or probability that a person will be harmed or experience an adverse health effect if exposed to a hazard.
55
Occupational health and safety
The process of identifying hazards and risks in people’s work and eliminating or decreasing them.
56
Workplace Hazardous Material Information System (WHMIS) - Three components
Labelling Material Safety Data Sheets (MSDS) Training
57
Joint Health and Safety Committees
Have regular meetings, identify hazards and remedies, conduct inspections, deal with concerns raised, work together, etc.
58
Right to Refuse
A worker may refuse to work if: Any equipment is likely to endanger them The environment is likely to endanger them
59
Work Refusal Process – Stage 1
Worker refuses work due to health and safety concern
60
Work Refusal Process – Stage 2
Inspector from Ministry of Labour is called in

BUSI 2312U - Human Resources Management (2 decks)

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