Cke Prep Glossary

Front 1

Accommodation

Back 1

The duty of an employer to put in place modifications to discriminatory employment practices or procedures to meet the needs of members of a protected group being affected by the employment practice or procedure. As part of a BFOR defence, an employer must demonstrate that such accommodation is impossible to achieve without incurring undue hardship in terms of the organization’s expense or operations. (p.90)

Front 2

Adverse Impact

Back 2

Discriminatory employment practices that, although not obvious, impact a designated or protected group in a different or unfavourable way. Occurs when the selection rate for a protected group is lower than that for the relevant comparison group

Front 3

Adverse Selection

Back 3

Established screening and selection processes that tend to affect a protected group in an unfavourable manner or tend to favour one group above others.

Front 4

Affirmative Action

Back 4

The right of employees, regardless of their physical/mental ability, race, religion, or sex, to be treated fairly and without discrimination regarding in hiring, promotion, or salary. A term associated with U.S. Affirmative Action legislation and programs.

Front 5

Applicant pool

Back 5

The set of potential candidates who may be interested in, and who are likely to apply for, a specific job. (p.210)

Front 6

Arbitration

Back 6

The method in which a neutral third party hears both sides of a dispute between an employer and a union and issues an award based on the arguments. Specific language detailing the steps prior to arbitration are included in the collective agreement.

Front 7

Bargaining Unit

Back 7

A group of employees that has been certified by a labour relations board to be a union through the collective bargaining process.

Front 8

Base Pay

Back 8

The portion of an individual's compensation that is based on a unit of time worked. (pg. 110)

Front 9

Benchmarking

Back 9

Using data collected about the human resources practices of competitors and other reputable organizations in order to compare and create human resources practices, policies and standards. Some of the human resources areas that organizations benchmark are compensation, benefits, and training and development.

Front 10

Benefit

Back 10

Indirect reward given to an employee or group of employees as part of membership in the organization.

Front 11

Bonus

Back 11

Extra cash compensation, in addition to base salary, that is paid to employees based on productivity, profits, savings, cost avoidance, etc. over a set time period.

Front 12

Broadbanding

Back 12

The practice of reducing the number of pay grades by creating large or fat grades, sometimes known as bands. (pg. 315)

Front 13

Business Agent

Back 13

An officer within a union local whose full–time job is to deal with and handle grievances and the other day–to–day functions of the union.

Front 14

central tendency error

Back 14

Occurs when appraisers rate all employees as average in everything. (pg. 357)

Front 15

Closed shop

Back 15

Firm that requires individuals to join a union before they can be hired.

Front 16

Coaching

Back 16

A form of on–the–job training wherei n an experienced employee provides instruction, motivation, support and feedback to a less experienced employee. Differentiated from mentoring, as coaching is more closely related to building skills for immediate application instead of long–term career development.

Front 17

Collective bargaining

Back 17

Process whereby representatives of management and workers negotiate over wages, hours, and other terms and conditions of employment.

Front 18

compa-ratio

Back 18

A measure of distribution of employees within their pay range calculated by dividing the mean base pay by the midpoint of the pay range. (pg. 340)

Front 19

compensable factors

Back 19

Characteristics of jobs that are valued by the organization and differentiate jobs from one another. (pg. 291)

Front 20

Competencies

Back 20

Groups of related behaviours ( knowledge, skills and attitudes) that are needed for successful job performance in an organization. (p.140)

Front 21

competency-based pay

Back 21

Pay that is based on the characteristics, rather than the performance, of individual employees; usually applied to managerial or professional employees. (pg. 127)

Front 22

Compressed workweek

Back 22

flexible work arrangement in which employees work full-time hours in fewer days per week (page 359)

Front 23

Conciliation

Back 23

The process of using a conciliator in an attempt to resolve a labour dispute through compromise or voluntary agreement. The use of a conciliator is a prerequisite to a legal strike or lockout in most Canadian jurisdictions. A conciliator is often a government official.

Front 24

Contingent Worker

Back 24

Workers who are part–time, freelance or on contract. Typically these workers receive low pay, do not receive benefits, and do not have job security. However, recent trends show many organizations using contingent workers to fill many other types of roles within organizations. Additional salary %'s may be offered instead of access to benefits, and short–term employment contracts are seen positively by this type of contingent worker.

Front 25

Core Competencies

Back 25

The skills and abilities that an organization needs its employees to possess and perform in order to operate its business properly. This can also be referred to as Core Skills" or "Core Factors"."

Front 26

Correlation coefficient

Back 26

Index number that gives the relationship between a predictor variable and a criterion variable.

Front 27

Cost–Benefit Analysis

Back 27

The technique used by organizations to compare the total resources required to the total benefits received from its HR programs.

Front 28

Craft Union

Back 28

A union that represents only skilled workers.

Front 29

Disability Management

Back 29

Proactive employer practices with the goals of preventing or reducing workplace disability, intervening early in the face of risk or injury, and providing coordinated management and rehabilitation functions to promote workers' recovery and safe and timely return to work (page 334)

Front 30

Distributive justice

Back 30

Perceived fairness in the distribution of outcomes.

Front 31

Due Diligence

Back 31

an expected standard of conduct that requires employers to take every reasonable precaution to ensure safety (page 10)

Front 32

Emotional intelligence

Back 32

The ability to accurately perceive and appraise emotion in oneself and others, and to appropriately regulate and express emotion. (p.332)

Front 33

Employee and family assistance program (EFAP's)

Back 33

programs designed to help employees and members of their families with problems that may interfere with worker productivity, including alcohol and other drug abuse, emotional or behavioural problems among family members, and financial or legal problems (page 364)

Front 34

Employee Leasing

Back 34

The process of dismissing employees who are then hired back by a leasing company (which handles all HR-related activities) and contracting with that company to lease back the employees

Front 35

Employment Contract

Back 35

A legally–binding contract that governs the employment relationship between an employee and an employer. The contract typically includes a start and end date, provisions tor renewals or extensions, compensation details, benefit details, job title, requirements and duties, details concerning termination and resignation rights, and guidelines for resolving disputes.

Front 36

Employment equity

Back 36

Policies and practices designed to increase the presence of qualified women, visible minorities, Aboriginal people, and people with disabilities in the work force. (p.253)

Front 37

Equity theory

Back 37

Individuals judge fairness (equity) in compensation by comparing their inputs and outcomes against the inputs and outcomes of referent others.

Front 38

Ergonomics

Back 38

Also known as uhuman factors engineering and involves ensuring that the job, equipment, furniture, and facilities 'fit' with the people performing the job. The theory is that making the job and environment functional to the employee will increase the employee's productivity."

Front 39

Exit Interview

Back 39

A structured interview (or formal questionnaire) that is used to monitor and gather employee feedback at the time of termination. The type of feedback sought includes: why the employee is leaving, what they like or dislike abo4t their job and the company, what their working conditions were like, etc. This can also be referred to as a separation interview''."

Front 40

Expectancy theory

Back 40

An employee’s motivation is based on the probability that his or her efforts will lead to an expected level of performance that is linked to a valued reward.

Front 41

Forecasting

Back 41

The process of collecting and analyzing data in order to determine the future conditions and requirements that will impact the operations of a business.

Front 42

Garnishment

Back 42

A court order that directs an employer to set aside a portion of an employee’s wages to pay a debt owed to a creditor.

Front 43

Glass ceiling

Back 43

Discriminatory practices that have prevented women and minorities from advancing to executive-level jobs.

Front 44

graphic rating scale

Back 44

An appraisal method in which appraisers use a numerical scale to rate employees on a series of characteristics. (pg. 360)

Front 45

Grievance

Back 45

A complaint or claim filed by an employee, or group of employees, against their employer when they feel there has been a violation or misapplication of a clause or term contained in their collective bargaining agreement.

Front 46

Grievance Arbitration

Back 46

The process whereby a neutral third party settles disputes over the interpretation of a collective agreement.

Front 47

Halo Effect

Back 47

The tendency of certain raters to positively rate an individual based on one exceptional characterist ic rather than evaluating the individual as a whole. Also known as uError of Halo."

Front 48

Headhunters

Back 48

An individual who specializes in placing only professional or managerial positions. Headhunting agencies typically work on a retainer fee.

Front 49

Health promotion

Back 49

Supportive approach of facilitating and encouraging healthy actions and lifestyles among employees.

Front 50

Human Capital

Back 50

The knowledge, skills, and capabilities of individuals that have economic value to an organization

Front 51

Incentive

Back 51

A tangible or intangible reward for performance that is used to induce or stimulate individual or group motivation in order to generate specific or desired results. The reward generally is financia l, such as a bonus, commission , or stock sharing and are outlined in an incentive plan.

Front 52

indirect pay

Back 52

Any type of employer-provided reward (or benefit) that serves an employee need but is not part of base or performance pay. (pg. 115)

Front 53

Industrial Union

Back 53

An industrial union is organized on the basis of product. An industrial union is usually a plant or industry–wide union, and is composed of semi–skilled and unskilled employees.

Front 54

Job

Back 54

The duties and tasks that are performed and carried out by each individual worker.

Front 55

Job Analysis

Back 55

The process of generating a description of all the tasks performed by employees who perform a specific job. The data is gathered through the use of questionnaires, observations and interviews, and is then used to formulate job descriptions and job specifications, and to determine what new tools, equipment or processes are needed to perform the job properly and efficiently.

Front 56

Job Description

Back 56

A summary of the duties, responsibilities, and reporting relationships pertaining to a particular job. (pg. 257)

Front 57

Job Design

Back 57

A dimension of organization structure that describes the manner in which the total task of an organization is divided into separate jobs. (pg. 25)

Front 58

Job Enrichment

Back 58

The process of redesigning jobs to incorporate more of the five core dimensions of intrinsically satisfying work. Increasing the depth of a job by adding responsibility for planning, organizing, controlling, or evaluating the job.

Front 59

Job Evaluation

Back 59

Establishing base pay by ranking all jobs in the firm according to their value to that firm. (pg. 119)

Front 60

Job Posting

Back 60

An internal or external advertisement that provides details on a vacant position within an organization.

Front 61

Job Rotation

Back 61

The process of rotating managers or employees throughout the various departments in an organization so that they can receive diversified training, increase their overall effectiveness, and be prepared for future positions.

Front 62

Job Satisfaction

Back 62

An employee's attitude and feeling towards his or her job, including the work environment, supervisor, co–workers, compensation and job duties.

Front 63

Job sharing

Back 63

Scheduling arrangement in which two employees perform the work of one full-time job.

Front 64

Job Specifications

Back 64

The employee qualifications deemed necessary to successfully perform the duties for a given job. (pg. 257)

Front 65

Just Cause

Back 65

A legal term used to describe the grounds that an employer has to terminate an employee. In order for employers to protect themselves from litigation, they must show that they followed the appropriate procedures and investigation requirements to ensure that the employee was treated fairly and that termination was warranted. There are a number of factors involved in determining just cause, including: reasonableness, adequate notice, investigation, fairness, adequacy of proof, equal treatment, and appropriate penalty.

Front 66

Lockout

Back 66

A management method of putting pressure on a labour union by restricting access to the workplace and refusing to provide work for the employees.

Front 67

Management by Objectives (MBO)

Back 67

An approach to management that involves setting employee goals and providing feedback on goal accomplishment. (pg. 364)

Front 68

Market line

Back 68

Graph line that shows the relationship between job value as determined by job evaluation points and job value as determined pay survey rates.

Front 69

Market Pricing

Back 69

Establishing base pay by determining the average amount of pay other employers are offering for a given job. (pg. 119)

Front 70

Mediation

Back 70

A voluntary, informal method of resolving a dispute by having the disputing parties choose a neutral third party to assist them in reaching a settlement. A mediator does not have the power to impose a binding solution upon the parties. There are three different styles and approaches to reaching a settlement through mediation (facilitative, evaluative, and transformative).

Front 71

Motivation

Back 71

A goal–oriented incentive that consists of drivers (needs, wants, desires) that are generated by the individual, and reinforcers (encouragement, feedback, rewards), that are generated by the work environment or manager.

Front 72

Needs Analysis

Back 72

The initial stage of the training development process, intended to identify employee and organizational deficiencies that can be addressed with training and to recognize potential obstacles to the success of a training program (page 227)

Front 73

Nepotism

Back 73

The hiring or promotion of employees based solely on family ties, rather than merit or performance.

Front 74

Occupational Illness

Back 74

A health condition or disorder that is caused when an employee is exposed to certain toxic substances or harmful agents during their employment.

Front 75

Occupational Injury

Back 75

An injury that is the result of a workplace accident and requires an employee to seek some form of medical treatment beyond first aid, causes the employee to be absent from work for one or more days, restricts their motion, or necessitates their transfer to another job.

Front 76

Offshoring

Back 76

The relocation of a business process or operation by a company from one country to another.

Front 77

Open Shop

Back 77

A choice provided to employees on whether or not they want to join the union at their workplace.

Front 78

Organizational Analysis

Back 78

an analysis of the entire organization designed to examine its resources, strategy, and environment in order to assess the organization's support for training (page 228)

Front 79

Organizational Climate

Back 79

The feeling that exists within an organization, based on the corporate structure, policies, goals, etc., and that drives employee performance and motivation.

Front 80

Organizational commitment

Back 80

The degree to which employees believe in and accept organizational goals and desire to remain with the organization.

Front 81

Organizational Culture

Back 81

Values, norms, and ways of behaving (which organization members share) that reflect the way members think about and interpret their work setting

Front 82

Outsourcing

Back 82

Using an external consultant or vendor to perform certain functions or activities rather than hiring full–time personnel to perform the same task. The purpose of outsourcing is to reduce costs, focus on core activities, and to provide managers with more time to focus on the critical issues within the organization.

Front 83

paired comparison method

Back 83

Determines the rank order of all employees in a unit by comparing each employee with each of the other employees in the unit. (pg. 360)

Front 84

Panel interview

Back 84

Interview in which several interviewers meet with candidate at the same time.

Front 85

Pay Equity

Back 85

Legislation that establishes the requirement for female dominated occupations to receive equal pay for work of equal value. Pay equity programs use job evaluation methods and identify female and male comparators to establish worth or value" of such jobs within the organization, and then establish pay rates or ranges to reflect the value of the work."

Front 86

Pay Grades

Back 86

Groupings of individual jobs having approximately the same job worth.

Front 87

Performance Appraisal

Back 87

A formal assessment or evaluation that outlines how effective a team or an employee is in performing their duties or tasks. The evaluation compares the individual's or team's performance against pre–defined standard performance requirements. Series of activities designed to ensure that the organization gets the performance it needs from its employees.

Front 88

Performance management

Back 88

Series of activities designed to ensure that the organization gets the performance it needs from its employees.

Front 89

performance pay

Back 89

Any type of financial reward provided only when certain specified performance results occur. These results may be based on the performance of individual employees, a group or team of employees, or the entire organization. (pg. 112)

Front 90

Performance standards

Back 90

Indicators of what the job accomplishes and how performance is measured in key areas of the job description.

Front 91

Procedural justice

Back 91

Perceived fairness of the process and procedures used to make decisions about employees. The perception that the process for reward determination is fair

Front 92

Profit Sharing

Back 92

A compensation program that provides employees with additional pay or benefits when a company increases its profits or achieves a profit target.

Front 93

Psychological contract

Back 93

Expectations about the rewards offered by a given job and the contributions necessary to perform the job. (pg. 64)

Front 94

Realistic job preview

Back 94

A procedure designed to reduce turnover and increase satisfaction among newcomers to an organization by providing job candidates with accurate information about the job and the organization. (p.221)

Front 95

Recency effect

Back 95

Occurs when a rater gives greater weight to recent events when appraising an individual’s performance.

Front 96

Recruitment

Back 96

The generation of an applicant pool for a position or job in order to provide the required number of qualified candidates for a subsequent selection or promotion process. (p.210)

Front 97

Reward

Back 97

A tangible or intangible gain or object of value that is provided to an individual or group for a service performed.

Front 98

Reward system

Back 98

The mix of intrinsic and extrinsic rewards that an organization provides to its members. (pg. 8)

Front 99

Sabbatical

Back 99

An absence from work, usually with full or partial pay, to allow employees to pursue their goals and to assist personal growth and development. The length and frequency of sabbaticals depend on the organization. Typically sabbaticals run for a six to twelve week period; frequency varies from every four to seven years or, in some cases, only once in an employee's career.

Front 100

safety climate

Back 100

employees' shared perceptions of the importance of safety in the workplace (page 263)

Front 101

salary

Back 101

Pay based on a weekly, monthly, or annual time period. Consistent payments made each period regardless of the number of hours worked.

Front 102

Screening

Back 102

The first step of the selection process; involves identifying individuals from the applicant pool who have the minimum qualifications for the target position(s). Candidates “passing” this first hurdle then undergo more extensive assessments. (p.265)

Front 103

Selection

Back 103

The process of choosing individuals with the correct qualifications needed to fill jobs in an organization.

Front 104

Selection ratio

Back 104

The proportion of applicants for one or more positions who are hired. (p.477)

Front 105

Severance Pay

Back 105

A lump sum payment given to terminated employees, calculation based on years of service and salary

Front 106

Sexual harassment

Back 106

Actions that are sexually directed, are unwanted, and subject the worker to adverse employment conditions or create a hostile work environment.

Front 107

Situational interview

Back 107

An interview in which an applicant is given a hypothetical incident and asked how he or she would respond to it

Front 108

Skill

Back 108

An individual’s degree of proficiency or competency on a given task, which develops through performing the task. (p.320)

Front 109

Skill variety

Back 109

Extent to which the work requires several activities for successful completion.

Front 110

Statutory rights

Back 110

Rights based on laws or statutes passed by federal, state, or local governments.

Front 111

Strategy

Back 111

An organization's plan of action for accomplishing its goals and objectives .

Front 112

stress

Back 112

an individual's internal response to, or evaluation of, stressors; often characterized by negative feelings of arousal (page 172). An individual's internal response to, or evaluation of, stressors; often characterized by negative feelings of arousal (page 172)

Front 113

Strike

Back 113

A tactic employed by labour unions to put pressure on management by removing the services of the unionized workers and picketing outside the employer's premises.

Front 114

Structured interview

Back 114

An interview consisting of a standardized set of jobrelevant questions; a scoring guide is used. (p.418)

Front 115

Succession Planning

Back 115

Plans created by the organization that detail current or future resource requirements and determine the sources and means for filling those requirements. Succession plans are typically created for executive and senior management roles within the organization.

Front 116

suggestion system

Back 116

An incentive plan through which employees receive cash bonuses for submitting money-saving suggestions. (pg. 164)

Front 117

Task

Back 117

One of the actions, operations or steps that an employee performs to complete a job or to work towards a set goal.

Front 118

Task identity

Back 118

Extent to which the job includes a “whole” identifiable unit of work that is carried out from start to finish and that results in a visible outcome.

Front 119

task significance

Back 119

The perceived importance or social value of a given task. (pg. 80)

Front 120

Telecommuting

Back 120

The practice of working at home or another off–site location, made possible through the use of technology.

Front 121

Total Quality Management (TQM)

Back 121

A formal approach for improving an organization's performance and for increasing the quality of the organization's products and services. TOM involves the use of tools and techniques that are designed to generate long–term success through customer and employee satisfaction.

Front 122

Total rewards

Back 122

Monetary and nonmonetary rewards provided by companies to attract, motivate, and retain employees.

Front 123

Training

Back 123

The development of skills and/or knowledge through instruction or practice. Training can be formal or informal, it can be one–on–one or within a group, and it can be delivered through many media.

Front 124

Undue hardship

Back 124

Significant difficulty or expense imposed on an employer in making an accommodation for individuals with disabilities.

Front 125

Union

Back 125

An organization of employees who have been recognized and authorized by an organization's management team and a labour relations board; to negotiate for its members on such issues as wages, benefits, hours of work, and job security.

Front 126

Union Steward

Back 126

Employees who work for the employer and represent the unionized employees of the organization. These roles are elected but non–paid positions.

Front 127

utility analysis

Back 127

A method used to analyze whether a lead, lag, or match compensation-level strategy is most efficient for a given organization. (pg. 210)

Front 128

validity

Back 128

The extent to which a measuring instrument actually measures what we intend it to. (pg. 299)

Front 129

Variable Pay

Back 129

Pay that is structured solely on the basis of organizational or employee performance and success. Variable pay can take on various forms, such as: gain sharing, cash rewards, cash payments when production targets are met, and team incentives.

Front 130

Work

Back 130

The jobs and duties performed by employees in order for objectives to be met and products to be produced. Work is measured by the total cost and time involved in producing the product or meeting the objective, and by the quality of the final output.

Front 131

work-family conflict

Back 131

a type of inter-role conflict in which the role pressures experienced in the work and family domains are incompatible (page 357)

Front 132

Wrongful discharge

Back 132

Termination of an individual’s employment for reasons that are illegal or improper.

Front 133

Yield Ratio

Back 133

The percentage of applicants from a particular recruitment source that move on to the next stage of the recruitment process.

Front 134

401(k) plan

Back 134

Agreement in which a percentage of an employee’s pay is withheld and invested in a tax-deferred account.

Front 135

360-degree feedback

Back 135

An appraisal system that uses feedback from superiors, peers, subordinates, and possibly customers. (pg. 368)

Front 136

7-S Framework

Back 136

'Strategy' lays the route that the organization will take in the future. Organizational 'structure' is the framework in which activities of the organization members are coordinated. 'Systems' and processes are formal and informal procedures that govern everyday activities. 'Shared values' are guiding parameters for implementing strategies. 'Style' refers to the leadership approach of top managers and the way in which employs present themselves to the outside world. 'Skills' and 'staff' directly relate to implementation strategy.

Front 137

9-box grid

Back 137

A comparative diagram that includes appraisal and assessment data to allow managers to easily see an employee’s actual and potential performance

Front 138

Abilities

Back 138

Enduring, general traits or characteristics on which people differ and which they bring to a work situation. (p.320)

Front 139

Absenteeism

Back 139

Any failure by an employee to report for work as scheduled or to stay at work when scheduled.

Front 140

Absenteeism rate

Back 140

How frequently employees are absent from their work

Front 141

Absolute rating systems

Back 141

Compare the performance of one worker with an absolute standard of performance; can be used to assess performance on one dimension or to provide an overall assessment. (p.192)

Front 142

Acceptance rate

Back 142

Percent of applicants hired divided by total number of applicants offered jobs.

Front 143

accident proneness

Back 143

the notion that some individuals are inherently more likely than others to be involved in accidents, as a result of individual characteristics (page 8)

Front 144

Accountability

Back 144

The requirement for an individual to accept responsibility for his or her performance, progress and accomplishments.

Front 145

Accreditation

Back 145

The process of certifying a group of employers as the bargaining agent for a unit of employers.

Front 146

act

Back 146

a federal, provincial, or territorial law that constitutes the basic regulatory mechanism for occupational health and safety (page 26)

Front 147

Active practice

Back 147

Performance of job-related tasks and duties by trainees during training.

Front 148

Adjudication

Back 148

A process for resolving disputes in which both sides of the dispute present their cases to a neutral third party. The neutral third party has the power to deliver binding decisions. Adjudication can involve arbitration; however, it generally involves the use of available public dispute resolution forums, such as courts.

Front 149

administrative control

Back 149

management involvement, training of employees, rotation of employees, environmental sampling, and medical surveillance to protect individuals (page 102)

Front 150

Adult Education

Back 150

The theory that adults learn through the self–directed application of their interests and experiences to the learning environment. Adult education is founded on the belief that adults are motivated by internal factors rather than external rewards.

Front 151

Adult Learner

Back 151

A learner who is beyond the secondary school age and who is engaged or enrolled in any type of formal or informal learning environment, setting or program.

Front 152

Adult learning

Back 152

Ways in which adults learn differently than younger people.

Front 153

Adverse Action

Back 153

Disciplinary action that takes the form of a formal written warning. This can include a written reprimand, warning, suspension or termination.

Front 154

Adverse effect discrimination

Back 154

Refers to a situation where an employer, in good faith, adopts a policy or practice that has an unintended, negative impact on members of a protected group. (p.84)

Front 155

aerosols

Back 155

airborne respirable contaminants, such as liquid droplets or solid particulate, dispersed in air, that are of a fine enough particle size (0.01 to 100 micrometres) to remain suspended for a time (page 148)

Front 156

affective commitment

Back 156

Attachment to an organization based on positive feelings toward the organization. (pg. 74)

Front 157

Affirmative action program (AAP)

Back 157

A document reporting on the composition of an employer’s workforce, required for federal contractors.

Front 158

Affirmative action

Back 158

Includes quotas, which are not typically part of employment equity

Front 159

Ageism

Back 159

Discrimination on the basis of age. This generally affects employees who fall within the age group of fifty–five years and older.

Front 160

agency theory

Back 160

Agents (employees) will pursue their own self-interests rather than the interests of their principals (employers) unless they are closely monitored or their interests are aligned with the interests of their principals. (pg. 88)

Front 161

agents

Back 161

any substanceschemical, biological, or physicalto which a human may be exposed at work or at home (page 160)

Front 162

aggression

Back 162

behaviour by an individual or individuals within or outside an organization that is intended to physically or psychologically harm a worker or workers and that occurs in a work-related context (page 196)

Front 163

aging the data

Back 163

The process of adjusting compensation data to bring it up to date with the time period in which the new compensation will take effect. (pg. 345)

Front 164

Alternate work arrangements

Back 164

Nontraditional schedules that provide flexibility to employees.

Front 165

Alternative Dispute Resolution

Back 165

Processes designed to bring disputes to a resolution outside of courts or other publicly available dispute forums. These processes can include such methods as mediation or arbitration.

Front 166

Alternative dispute resolution (ADR)

Back 166

A term applied to different types of employee complaint or dispute resolution procedures

Front 167

Alternative Work Site

Back 167

A location other than the corporate premises in which an employee is permitted to work. An example of an alternative work site is an employee's home office.

Front 168

alveoli

Back 168

tiny air sacs (page 150)

Front 169

ambient

Back 169

all-encompassing condition associated with a given environment, being usually a composite of inputs from sources all around us (page 118)

Front 170

amotivation

Back 170

complete lack of motivation (page 260)

Front 171

Analytical Skills

Back 171

An employee's ability to use logic, past exper ience, research, and experimentation to determine how to make decisions and solve problems. Examples of analytical skills include, listening, diagnosing and assessing situations.

Front 172

analyzer business strategy

Back 172

Focuses on exploiting new opportunities at a relatively early stage while maintaining a base of traditional products or services. (pg. 39)

Front 173

Andragogy

Back 173

The term coined by Malcome Knowles to describe adult learning.

Front 174

Applicant population

Back 174

A subset of the labor force population that is available for selection using a particular recruiting approach.

Front 175

Applicant Tracking System

Back 175

A computerized software system used to track application and recruitment activities of available positions within organizations . The system can track all aspects of the recruitment/h iring process, from the receipt of an application, to the interview phase, through to offers, and acceptance/rejection of positions. Different systems have various capabilities ranging from report generation , applicant profiles, statistical information, letter generation, and electronic job description postings.

Front 176

Applicant tracking systems (ATS)

Back 176

A software application recruiters use to post job openings, screen resumes, contact potential candidates for interviews via email, and track the time and costs related to hiring people

Front 177

Application blank

Back 177

A form completed by job candidates to provide an employer with basic information about their knowledge, skills, education, or other job-related information. (p.267)

Front 178

Application Forms

Back 178

A recruitment tool that allows applicants to summarize their resume information when applying for a position. This provides the recruiter with the initial information used to screen applicants and skill sets. Traditionally, application forms were paper–based. However, more organizations are using computerized application forms (on–line application forms).

Front 179

Appraisal performance

Back 179

Appraisal done by fellow employees, generally on forms that are compiled into a single profile for use in the performance interview conducted by the employee's manager

Front 180

Apprenti ceship Programs

Back 180

Apprenticeship programs are learning systems that combine on–the–job experience with technical classroom training to produce a certified journeyperson. Each Canadian province or territory has responsibility for their own apprenticeship system. Over 200 apprenticeship programs are offered in Canada. Key related terms are journeyperson and the Red Seal program.

Front 181

Apprenticeship training

Back 181

A system of training which a worker entering the skilled trades is given thorough instruction and experience, both on and off the job, in the practical and theoretical aspects of the work

Front 182

Aptitude

Back 182

A specific, narrow ability or skill that may be used to predict job performance. (p.320)

Front 183

Arbitration law

Back 183

A form of common-law which helps guide the interpretation and application of collective agreements

Front 184

Arbitration award

Back 184

Final and binding award issued by an arbitrator in a labor-management dispute

Front 185

Area Wage Survey

Back 185

A survey, either formal or informal, which depicts the going rate or average rate for various jobs or job categories within a specific area. Area wage surveys are used as benchmark measures.

Front 186

Aspirational Goals

Back 186

Based on the company's core values, which include valuing diversity, following ethical national practices, and encouraging new behaviors, recognition, communications, and empowerment

Front 187

Assessment centers

Back 187

Collections of instruments and exercises designed to diagnose individuals’ development needs.

Front 188

Assessment centre

Back 188

A standardized procedure that involves the use of multiple measurement techniques and multiple assessors to evaluate candidates for selection, classification, and promotion. (p.349)

Front 189

Assessment centre

Back 189

A process, not a place, by which individuals are evaluated as they participate in a series of situations that resemble what they might need to handle the job

Front 190

assumption of risk

Back 190

the belief that a worker accepted the risks of employment when he or she accepted a job (page 7)

Front 191

Asynchronous Training Programs

Back 191

Programs related to web–based training programs. Training that is not live and is available to employees at any time or at any location, such as an archived webcast, or on–line learning modules.

Front 192

attenuated or attenuation

Back 192

reduction of noise at one location compared to another farther from the source (page 122)

Front 193

Attitude survey

Back 193

A survey that focuses on employees’ feelings and beliefs about their jobs and the organization.

Front 194

Attraction selection-attrition(ASA) theory

Back 194

Job candidates are attracted to and selected by firms where similar types of individuals are employed and individuals who are different quit their jobs to work elsewhere.

Front 195

attribution theory

Back 195

Theory of motivation arguing that humans often act without understanding their motives for their behaviour and afterward attempt to attribute motives for their actions. (pg. 87)

Front 196

Attrition

Back 196

A natural departure of employees from organizations through quits, retirements, and death

Front 197

Augmented skills

Back 197

Skills helpful in facilitating the efforts of expatriate managers

Front 198

Authorization card

Back 198

A statement signed by an employee authorizing a union to act as his or her representative for the purposes of collective-bargaining

Front 199

Auto-enrollment

Back 199

Employee contributions to a 401(k) plan are started automatically when an employee is eligible to join the plan.

Front 200

autonomous motivation

Back 200

self-directed motivation reflecting an individual's free will (page 260)

Front 201

Autonomy

Back 201

Extent of individual freedom and discretion in the work and its scheduling.

Front 202

Autonomy

Back 202

The degree to which the job provides substantial freedom, independence, and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out

Front 203

Availability Forecast

Back 203

A method of projecting the available capabilities of the current employee pool of an organization over a specified time frame. This forecast is typically generated through_ computer analysis.

Front 204

average employee earnings

Back 204

Total compensation divided by the number of full-time-equivalent employees. (pg. 476)

Front 205

Awards

Back 205

Items used to recognize productivity gains, special contributions or achievements, and service to the organization

Front 206

Baby Boomers

Back 206

The generation of individuals who were born during the post–World War II period of 1945–1965.

Front 207

Background Investigation

Back 207

Verifying the accuracy of information that individuals provide on job applications, resumes and during job interviews. Some examples of methods used during this process are reference checks, security clearance, police records, and credit checks.

Front 208

balance sheet approach to expatriate pay

Back 208

Approach to designing expatriate compensation that attempts to provide a standard of living comparable with the home country. (pg. 229)

Front 209

Balanced scorecard

Back 209

A framework used to report a diverse set of performance measures.

Front 210

Balanced Scorecard (BSC)

Back 210

A measurement framework that helps managers translate strategic goals into operational objectives

Front 211

Balance-sheet approach

Back 211

A compensation system designed to match the purchasing power in the person's home country

Front 212

Banding

Back 212

Grouping applicants based on ranges of scores. (p.487)

Front 213

Bargaining Agent

Back 213

An association or organization that represents a group of workers exclusively throughout the collective bargaining process. In some instances the organization may represent a group of employers; however, in most instances it represents a group of workers.

Front 214

Bargaining power

Back 214

The power of labor and management to achieve their goals through economic, social, or political influence

Front 215

Bargaining unit

Back 215

Group of two or more employees who share common employment interest and conditions and may reasonably be grouped together for the purposes of collective-bargaining

Front 216

Bargaining zone

Back 216

Area within which the union and the employer are willing to concede when bargaining

Front 217

base pay structure

Back 217

The structure of pay grades and pay ranges, along with the criteria for movement within pay ranges, that applies to base pay. (pg. 312)

Front 218

Basic Skills Training {Also known as Essential Skills Training)

Back 218

The training designed to assist employees with upgrading their literacy, numeracy, computer, analytical, and workplace cooperation skills to better deal with changes in workplace processes, procedures and technology.

Front 219

beauty effect

Back 219

The tendency for the physical attractiveness of a ratee to affect their performance appraisals. (pg. 357)

Front 220

Behavior modeling

Back 220

An approach that demonstrates desired behavior and gives trainees the chance to practice and role-play those behaviors and receive feedback

Front 221

Behavior modification

Back 221

A technique that operates on the principle that behavior that is rewarded, or positively reinforced, will be exhibited more frequently in the future, whereas behavior that is penalized or unrewarded will decrease in frequency

Front 222

Behavior observation scale (BOS)

Back 222

A behavioral approach to performance appraisal that measures the frequency of observed behaviours

Front 223

Behavioral checklist method

Back 223

A behavioral approach to performance appraisal that consists of having the rater check the statements on the list that the rater believes are characteristic of the employee’s performance or behaviour

Front 224

Behavioral description interview (BDI)

Back 224

An interview in which an applicant is asked questions about what he or she did in a given situation

Front 225

Behavioral interview

Back 225

Interview in which applicants give specific examples of how they have performed a certain task or handled a problem in the past.

Front 226

Behavioral modeling

Back 226

Copying someone else’s behavior.

Front 227

Behaviorally Anchored Rating Scale

Back 227

Scales describe specific examples of job behavior, which are then measured against a performance scale.

Front 228

Behaviour Based Performance Appraisal

Back 228

A type of performance appraisal that focuses strictly on an employee's behaviour and what they have done or accomplished during the performance period, rather than on the employee's personality, characteristics, skills or abilities.

Front 229

Behaviour description interview

Back 229

A structured interview in which the applicant is asked to describe what he did in given situations in the past. (p.425)

Front 230

Behaviour Evaluation

Back 230

A method of evaluating training solely based on the kind and amount of behavioural change an employee demonstrates as a result of training.

Front 231

Behaviour Modeling Training

Back 231

A training method in which desired behaviour is modeled to the trainee. This form of training uses observat ion and social learning theory to teach job related behaviours.

Front 232

Behaviour Modification

Back 232

The process of changing or modifying an employee's behaviour by specifying the required result, identifying the specific behaviours needed to attain that result, and reinforcing and rewarding the behaviour when the employee demonstrates it. This is done in order to improve the employee's performance.

Front 233

Behavioural approach

Back 233

The use of observations of an employee's behaviours for performance appraisals

Front 234

Behavioural Based Interview

Back 234

An interview type in which the interview questions are structured to provide information on the job candidate's previous experiences, job successes, and failures. Typically, questions are linked to specific workplace or job behaviours and are framed in the past–tense.

Front 235

behavioural involvement

Back 235

the amount of time a person spends in a particular role (page 185)

Front 236

Behavioural Objective

Back 236

The objective of training which sets out what employees must be able to do after the training, the conditions under which they must be able to perform, and the standard or performance that they must be able to obtain.

Front 237

behavioural observation scales (BOS)

Back 237

Appraisal method under which appraisers rate the frequency of occurrence of different employee behaviours. (pg. 362)

Front 238

Behavioural Simulation

Back 238

Recruitment and selection processes that allow candidates to demonstrate, within a controlled environment, observable behaviours that are required for the candidate to perform successfully in the job they are applying for. This type of simulation is often used to demonstrate a candidate's ability to plan, sell and instruct.

Front 239

Behaviourally anchored rating scale (BARS)

Back 239

A behavioral approach to performance appraisal that consists of a series of 5-10 vertical scales, one for each important dimension of job performance which a committee (made up of subordinates and managers) has agreed to

Front 240

behaviourally anchored rating scales (BARS)

Back 240

Appraisal method that provides specific descriptors for each point on the rating scale. (pg. 362)

Front 241

benchmark job

Back 241

A job in the firm's job evaluation system for which there is a good match in the labour market data. (pg. 300)

Front 242

Benchmark jobs

Back 242

Jobs found in many organizations that can be used for the purposes of comparison.

Front 243

Benchmark Studies

Back 243

Research studies and reports assembled by independent research organizations to provide organizations with insight into the future.

Front 244

Benchmarking

Back 244

The process of measuring one's own services and practices against those of recognize leaders to identify areas for improvement

Front 245

Benchmarks

Back 245

A term often linked to job evaluation and compensation. Benchmarks are often used to determine pay scales, allowing the determination of the worth of a job position. In determining a position's worth, various jobs are compared on an inter–organizational level based on the skill and knowledge required to perform the jobs tasks.

Front 246

Benefits

Back 246

Additions to an employee's base compensation package. Benefits can be in both a monetary and non–monetary form. These additions can include bonuses, merit pay, stock ownership, profit sharing, sick leave pay, group life insurance, medical plans, dental plans, vision plans, disability benefits, tuition reimbursement, flexible work schedules, recreational services, and discounts on products.

Front 247

Bias

Back 247

Systematic errors in measurement, or inferences made from those measurements, that are related to different identifiable group membership characteristics such as age, sex, or race. (p.54)

Front 248

Binding Arbitration (see also Compulsory Arbitration)

Back 248

The legal requirement to use a neutral third party to settle disputes between certain groups who are not permitted to strike due to the nature of their jobs (e.g. police).

Front 249

Biodata

Back 249

Biographical data for job applicants that have been gathered from BIBs, application blanks, or other sources. (p.277)

Front 250

Biographical information blank (BIB)

Back 250

A pre-selection questionnaire that asks applicants to provide job-related information on their personal background and life experiences. (p.275)

Front 251

biohazard

Back 251

hazard created by exposure to biological material (page 144)

Front 252

biological agents

Back 252

natural organisms or products of organisms that present a risk to humans (page 156)

Front 253

Blended learning

Back 253

Learning approach that combines methods, such as short, fast-paced, interactive computerbased lessons and teleconferencing with traditional classroom instruction and simulation.

Front 254

Blended learning

Back 254

The use of multiple training methods to achieve optimal learning on the part of trainees

Front 255

boiling point

Back 255

temperature at which the vapour pressure of a liquid equals atmospheric pressure (page 153)

Front 256

Bona fide occupational qualification (BFOQ)

Back 256

A justifiable reason for discrimination based on business reasons of safety or effectiveness

Front 257

Bona Fide Occupational Requirement

Back 257

A llows discriminatory policies or practices in the hiring and promotion process when it can be established that the requirement for such policy or practice can be related directly back to the bona fide job requirements and performance standards.

Front 258

Bona fide occupational requirement (BFOR)

Back 258

A procedure used to defend a discriminatory employment practice or policy on the grounds that the policy or practice was adopted in an honest and good-faith belief that it was reasonably necessary to assure the efficient and economical performance of the job without endangering employees or the general public. BFORs are sometimes referred to as bona fide occupational qualifications (BFOQs). (p.88)

Front 259

Bonafide occupational qualification (BFOQ)

Back 259

Characteristic providing a legitimate reason why an employer can exclude persons on otherwise illegal bases of consideration.

Front 260

Bonus Payment

Back 260

A form of executive incentive plan that allows for bonuses to be paid in cash or deferred.

Front 261

Bonus

Back 261

An incentive payment that is supplemental to the base wage

Front 262

Boycott

Back 262

A method used by employees and their unions to assist them in placing pressure on an employer to concede to their demands. The method involves putting pressure on consumers to refuse to buy goods asociated with employers involved in labour disputes, or putting pressure on other employers to refuse to buy or handle goods associated with the employer involved in the dispute.

Front 263

Boycott

Back 263

A refusal to patronize the employer

Front 264

Bqrgaining Zc;me

Back 264

The range between two negotiating parties' high and low demands. The overlap areas are where the two parties may be able to reach an agreement. Also referred to as the Contract Zone"."

Front 265

Brainstorming

Back 265

The process of using a group whose objective is to produce as many ideas on a specific subject within a relatively short time period. The ideas are critiqued, evaluated, or passed on only after the idea generation stage is completed.

Front 266

Branding

Back 266

The company's efforts to help existing and prospective workers understand why it is a desirable place to work

Front 267

Broad–Banding

Back 267

A compensation structure where the classes of employees or salary grades are consolidated to create fewer, but broader pay ranges. With broadening of the pay ranges there is less overlap from one pay range to the next.

Front 268

Broadbanding

Back 268

The collapse of many traditional salary grades into a few wide salary bands

Front 269

brown lung

Back 269

a disease of the lungs caused by excessive inhalation of dust; the disease is in the pneumoconiosis family and often afflicts textile workers (page 7)

Front 270

buffer

Back 270

a variable that protects people from the negative effects of stress (page 174)

Front 271

bullying

Back 271

aggressive, nonphysical behaviours perpetrated by organizational members over a prolonged period of time (page 197)

Front 272

Bumping

Back 272

A process by which workers with higher seniority rights displace workers with less seniority when layoffs or work elimination occurs.

Front 273

Burden of proof

Back 273

What individuals who file suit against employers must prove to establish that illegal discrimination has occurred.

Front 274

Burnout

Back 274

The most severe stage of distress; which occurs when a person begins to question his or her own personal value and no longer feels that what he or she is doing is important; manifests itself into depression, frustration, and the loss of productivity

Front 275

Business agent

Back 275

Normally a paid labor official responsible for negotiating and administering the collective agreement and working to resolve union members' problems

Front 276

Business necessity

Back 276

A practice necessary for safe and efficient organizational operations.

Front 277

business strategy

Back 277

An organization's plan for how it will achieve its goals. (pg. 24)

Front 278

Business Strategy

Back 278

Focus on domain navigation, that is, how the company will compete against rival firms to create value for customers

Front 279

Cafeteria benefit plan

Back 279

Employees are given a budget and can purchase the bundle of benefits most important to them from the “menu” of options offered by the employer.

Front 280

Cafeteria Plan

Back 280

A type of employee benefit plan that allows employees to select, within a set dollar amount, the level and type of benefits that suit their individual or family needs. Employees are often required to choose a minimum level of core benefits in certain areas, such as Disability or Health. Also referred to as Flexible Benefit Plan"."

Front 281

Calibration

Back 281

A process whereby managers meet to discuss the performance of individual employees to ensure that their employee appraisals are in line with one another

Front 282

Call–back Pay

Back 282

The guaranteed minimum number of hours that an employee is paid when they are called back to work on unscheduled time.

Front 283

Call–in Pay

Back 283

The guaranteed minimum number of hours an employee is paid when they are called into work and there is no work available.

Front 284

Career

Back 284

Series of work-related positions a person occupies throughout life.

Front 285

Career Centre

Back 285

Offices established within an organization that are designed to assist displaced workers find new employment. These offices are typically managed by outplacement firms, and include desks, phones, internet connections, counse llors and career workshops. Career centres are also provided in some organizations as a resource centre for ongoing personal development to explore external education opportunities, as well as internal training, development, and job opportunities.

Front 286

Career Counselling

Back 286

Working with employees to assist them in learning about their own skills, assets, interests and capabi lities, in an effort to determine where they stand within the organization, what opportunities are available to them, and what training is required in order for them to meet their objectives.

Front 287

Career counselling

Back 287

The process of discussing with employees their current job activities and performance, personal and career interests and goals, personal skills, and suitable career development objectives

Front 288

Career Development

Back 288

The process of aligning individual and organization needs, capabilities, opportunities and challenges through the use of various methods. The purpose of the corporate development process is to match the right individuals with the right jobs.

Front 289

Career Mobility

Back 289

A term used to describe the tendency of individuals to make several career changes during their work lifetime, rather than committing to one career in a specific field.

Front 290

Career networking

Back 290

The process of establishing mutually beneficial relationships with other business people, including potential clients and customers

Front 291

Career Path

Back 291

A laid–out sequence of steps for a specific job within an organization, which outlines jobs from the lowest to highest levels as defined by responsibility, scope and compensation. The sequence of steps allows for career development and promotion paths for employees .

Front 292

Career paths

Back 292

Represent employees’ movements through opportunities over time.

Front 293

Career paths

Back 293

Lines of advancement in an occupational field within an organization

Front 294

Career Planning

Back 294

The process by which an employee determines both short–term and long–term goals and objectives with respect to their career path. The planning process is used to enable employees to define the steps required for them to achieve their goals and objectives. The process may be done alone or in conjunction with an advisor/mentor.

Front 295

Career Plateau

Back 295

Occurs when an employee no longer has any promotion prospects and reaches a dead–end within an organization. This can occur for several reasons, including reaching a top position within an organization, age discrimination, downsizing, or lack of skills.

Front 296

Career plateau

Back 296

A situation in which, for either organizational or personal reasons, the probability of moving up the career ladder is low

Front 297

Career Stages

Back 297

The various stages that an individual goes through during his or her career lifetime.

Front 298

Carpal Tunnel Syndrome

Back 298

A neurological disorder or nerve disease caused by repetitive motion and causing the tendons and nerves in the hands, wrists, elbows, or shoulders to swell. This may result in the loss of functions in both the hand and arm.

Front 299

Cash balance plan

Back 299

Retirement program in which benefits are determined on the basis of accumulation of annual company contributions plus interest credited each year.

Front 300

Casual Day

Back 300

The practice of employers to provide an added benefit of allowing one day per week when the rules about normal business dress are suspended and employees are allowed to wear more casual clothes to the workplace. Typically, Friday is set aside as Casual Day. Also referred to as Dress Down Day". Some organizations may extend Casual Day for longer periods of time, such as throughout the summer."

Front 301

Certification

Back 301

Designation awarded by a labour relations board naming a union as the exclusive bargaining agent for a specific bargaining unit. In order for certification to be granted, the union must provide proof that it has won the support of the majority of the employees within the proposed bargaining unit.

Front 302

Change Management

Back 302

A systematic way of bringing about and managing both organizational changes and changes on the individual level

Front 303

chemical agents

Back 303

hazards created by one or more chemicals (page 144)

Front 304

Chief ethics officer

Back 304

A high-ranking manager directly responsible for fostering ethical climate within the organization

Front 305

Chief learning officer

Back 305

A high-ranking manager directly responsible for fostering employee learning and development within the organization

Front 306

Churn

Back 306

Hiring new workers while laying off others.

Front 307

classical managerial strategy

Back 307

An approach to management that assumes most employees inherently dislike work but can be induced to work in order to satisfy their economic needs. (pg. 27)

Front 308

classification/grading method

Back 308

The use of generic grade descriptions for various classes of jobs to assign pay grades to specific jobs. (pg. 268)

Front 309

Clinical approach

Back 309

The mangers making the decision review all the data on the applicants, and make the decision

Front 310

close call

Back 310

a series of events that could have led to a safety incident but did not (page 240)

Front 311

Closed Pay System

Back 311

A pay system that keeps secret the amount of pay that each individual receives.

Front 312

Codetermination

Back 312

Practice whereby union or worker representatives are given positions on a company’s board of directors.

Front 313

Codetermination

Back 313

Representation of labor on the Board of Directors of a Company

Front 314

Cognition

Back 314

The capacity for an individual to acquire and retain information and knowledge.

Front 315

Cognitive abilities

Back 315

Intelligence, general mental ability, or intellectual ability. (p.321)

Front 316

Cognitive Ability Test

Back 316

A psychological test used during employee selection and training to measure an individual's ability to learn and reason.

Front 317

Cognitive ability tests

Back 317

Tests that measure an individual’s thinking, memory, reasoning, verbal, and mathematical abilities.

Front 318

cognitive failure

Back 318

a mistake or failure in the performance of an action that an individual is normally capable of performing (page 325)

Front 319

Cognitive Modeling

Back 319

Methods or techniques used to teach conceptual skills, language, and thought processes.

Front 320

Cognitive Theory of Learning

Back 320

A theory based on understanding how the mind processes information. earning is considered to be internal to the individual.

Front 321

COLA

Back 321

An acronym for cost of living adjustment.

Front 322

COLA Clause

Back 322

A clause contained in a collective agreement that links wage and salary increases to the change in the cost of living throughout the life of the agreement.

Front 323

Collaboration

Back 323

The process by which employees from all levels and sections of the organization work together, build consensus, and establish ownership in an effort to produce respect, trust, motivation and results that will positively impact the organization.

Front 324

Collaborative Learning

Back 324

A learning process in which the instructor and trainee work together to achieve the learning objectives. The learning.process typically involves high levels of interaction and dialogue that are geared towards generating idea and information sharing.

Front 325

Collaborative Software

Back 325

Software that allows workers to interface and share information with one another electronically

Front 326

Collective agreement

Back 326

An employment contract between an employer and the union that sets of the terms of employment of a group of the employer’s employees represented by the union

Front 327

Collective bargaining process

Back 327

Process of negotiating a collective agreement, including the use of economic pressures by both parties

Front 328

collective liability

Back 328

where all employers in a class or other rate group are liable for the costs of any or all accidents and occupational diseases that occur in the operations of those employers (page 55)

Front 329

combination profit-sharing plan

Back 329

A plan that combines the current distribution and deferred profit-sharing plans by paying some of the profit-sharing bonus on a current (cash) basis and deferring the remainder. (pg. 175)

Front 330

Combined salary and commission plan

Back 330

A compensation plan that includes a straight salary and a commission

Front 331

Co–mediation

Back 331

A type of mediation that involves the use of two mediators who jointly oversee the process. This type of mediation is used when different areas of expertise are useful.

Front 332

Commission

Back 332

Compensation computed as a percentage of sales in units or dollars.

Front 333

Committee

Back 333

A technique used by managers in an effort to increase and improve communication, share ideas and generate employee involvement during decision–maki ng and policy creation .

Front 334

Common-law of employment

Back 334

the body of case law in which courts interpret employment contracts and the legal principles taken from those cases that guide the interpretation of employment contracts

Front 335

Communication

Back 335

The exchange and sharing of facts, information, opinions, and emotions between human beings through the use of speaking, listening, seeing, reading, writing, motions, facial expressions, and body language.

Front 336

communication and information structure

Back 336

A dimension of organization structure that describes the nature of and methods for communication in an organization. (pg. 26)

Front 337

Comparative Rating

Back 337

A rating that measures each person in comparison to others.

Front 338

Compensable factor

Back 338

Job value commonly present throughout a group of jobs within an organization.

Front 339

Compensable factors

Back 339

Quantitative factors or elements such as skills, efforts, responsibilities, working conditions, fiscal accountability, leadership, teamwork, project accountability, etc.

Front 340

compensating differential

Back 340

A higher compensation level offered by an employer because of undesirable aspects of the employment. (pg. 331)

Front 341

Compensation

Back 341

Remuneration for work performed. The remuneration can take many forms, such as wages, salary fees, commission, and bonuses.

Front 342

compensation administration

Back 342

The process through which employee earnings are calculated and the appropriate remittances are paid to employees, governments, and other agencies. (pg. 462)

Front 343

Compensation committee

Back 343

Subgroup of the board of directors that is composed of directors who are not officers of the firm.

Front 344

compensation cost ratio

Back 344

The ratio of total compensation costs to total costs or to revenues. (pg. 476)

Front 345

compensation strategy

Back 345

The plan for the mix and total amount of base pay, performance pay, and indirect pay to be paid to various categories of employees. (pg. 9)

Front 346

compensation system

Back 346

The economic or monetary part of the reward system. (pg. 8)

Front 347

Compensatory model

Back 347

A selection decision model in which a high score in one area can make up for a low score in another

Front 348

Competence-based pay

Back 348

Pay based on an employee's skill level, variety of skills possessed, or increased job knowledge

Front 349

Competency assessment

Back 349

Analysis of the sets of skills and knowledge needed for decision-oriented and knowledge-intensive jobs

Front 350

Competency dictionary

Back 350

A listing of all of the competencies required by an organization to achieve its mandate, along with the proficiency level required to perform successfully in different functional groups or positions. (p.143)

Front 351

Competency Evaluation

Back 351

An evaluation approach that measures training effectiveness by comparing the results of the participant against set competency standards.

Front 352

Competency framework

Back 352

A broad framework for integrating, organizing, and aligning various competency models that are based on an organization’s strategy and vision. (p.142)

Front 353

Competency model

Back 353

A collection of competencies that are relevant to performance in a particular job, job family, or functional area. (p.141)

Front 354

Competency profile

Back 354

A set of proficiency ratings related to a function, job, or employee. (p.145)

Front 355

Competency-based approach

Back 355

Relies on building job profiles that look at the responsibilities and activities of jobs and the worker competencies necessary to accomplish them; goal is to identify key competencies for organizational success; information can be collected through focus groups, surveys, or interviews

Front 356

competitive bonus plan

Back 356

A group pay plan that rewards work groups for outperforming other work groups. (pg. 173)

Front 357

Complaint

Back 357

Indication of employee dissatisfaction.

Front 358

Composition of the Workforce

Back 358

Determining whether people are available internally or externally to execute an organization strategy

Front 359

Compressed Work Week

Back 359

An alternative work arrangement that allows employees to take periodic days off in exchange for working longer hours on other workdays. May also be referred to as Summer Hours" where employees work longer periods on certain days to have a shorter workday on Fridays during the summer months."

Front 360

Compressed workweek

Back 360

The number of days in the workweek is shortened by lengthening the number of hours worked per day

Front 361

Compulsory Arbitration (see also Binding Arbitration)

Back 361

The legal requirement to use a neutral third party to settle disputes between certain groups who are not permitted to strike due to the nature of their jobs {e.g. police).

Front 362

Compulsory binding arbitration

Back 362

Binding method of resolving collective-bargaining deadlocks by a neutral third-party

Front 363

Concentration

Back 363

Term applied to designated groups whose numbers in a particular occupation or level are high relative to their numbers in the labour market

Front 364

Concession Bargaining

Back 364

A situation in which a union is forced to concede to a freeze or reduction in wages, or a reduction in benefits in order to reach a new collective agreement.

Front 365

Concurrent validity

Back 365

Measured when an employer tests current employees and correlates the scores with their performance ratings.

Front 366

Concurrent validity

Back 366

The extent to which test scores or other predictor information match criterion data obtained at about the same time from current employees

Front 367

conduction

Back 367

heat transfer occurring when two surfaces are in contact (page 127)

Front 368

Confidentiality Agreement

Back 368

An agreement signed by an employee in which he or she agrees not to disclose company plans, strategies, financial status, or other proprietary information during or following their employment with the company.

Front 369

confined space

Back 369

a space that is potentially deficient in oxygen and could contain toxic aerosols (page 108)

Front 370

consequences

Back 370

the results or severity of the injury (page 88)

Front 371

Construct

Back 371

An idea or concept constructed or invoked to explain relationships between observations. For example, the construct “extroversion” has been invoked to explain the relationship between “social forthrightness” and sales; “learning” is a construct used to explain the change in behaviour that results from experience. Constructs are abstractions that we infer from observations and that we cannot directly observe. In the natural sciences, “gravity” is perhaps the most famous construct. (p.39)

Front 372

Construct validity

Back 372

The extent to which a selection tool measures a theoretical construct or trait

Front 373

Constructive discharge

Back 373

Process of deliberately making conditions intolerable to get an employee to quit.

Front 374

Constructive Dismissal

Back 374

When an employer makes unilateral, and funqamental, changes to the employment contract that are not acceptable to the employee, yet has not terminated his or her employment.

Front 375

Constructive dismissal

Back 375

When an employer commits a fundamental breach of the contract, such as by unilaterally changing a key term of the contract, the employee can treat the breach of the termination

Front 376

constructor

Back 376

in health and safety legislation, a person or company that oversees the construction of a project and that is ultimately responsible for the health and safety of all workers (page 30)

Front 377

Consultant

Back 377

A professional who offers business expertise to organizations in exchange for a salary or fee.

Front 378

Consumer Price Index (CPI)

Back 378

A measure of the average change in prices over time in a fixed "market basket" of goods and services

Front 379

Consumer-driven health (CDH) plan

Back 379

Health plan that provides employer financial contributions to employees to help cover their health-related expenses.

Front 380

contact control

Back 380

identifying ways in which a hazardous situation can be prevented from becoming worse and harming workers (page 95)

Front 381

Content plateau

Back 381

Occurs when a person has learned a job too well and is bored with day-to-day activities

Front 382

content theories of motivation

Back 382

Theories that focus on understanding motivation by identifying underlying human needs. (pg. 77)

Front 383

Content validity

Back 383

The extent to which a selection instrument, such as a test, adequately samples the knowledge and skills needed to perform a particular job

Front 384

Contextual performance

Back 384

The activities or behaviours that are not part of a worker’s formal job description but that remain important for organizational effectiveness. (p.167)

Front 385

contextual variables

Back 385

Factors in the firm's context that indicate the most appropriate managerial strategy and organizational structure. (pg. 26)

Front 386

contingency approach to organization design

Back 386

An approach to organization design based on the premise that the best type of structure for an organization depends on the key contingencies (contextual variables) associated with that organization. (pg. 24)

Front 387

contingent reward

Back 387

a form of active transactional leadership in which leaders reward employees who meet their communicated expectations. (page 265)

Front 388

contingent workers

Back 388

Workers not employed on a permanent full-time basis. (pg. 217)

Front 389

continuance commitment

Back 389

Attachment to an organization based on perceived lack of better alternatives. (pg. 74)

Front 390

Continuous Learning

Back 390

A concept that recognizes that learning is not a static process, or not tied only to formal training or education. On–going formal or informal learning enables employees to learn what they need to know in order to perform their jobs in an ever–changing business environment or develop into other roles.

Front 391

Contract Workers

Back 391

Paid workers with a specified end date for their job or completion of a task or project

Front 392

Contract Zone

Back 392

The range between two negotiating parties' high and low demands. The overlap areas are where the two parties may be able to reach an agreement. Also referred to as the Bargaining Zone"."

Front 393

Contractual rights

Back 393

Rights based on a specific contract between an employer and an employee.

Front 394

contrast effect

Back 394

The tendency for a set of performance appraisals to be influenced upward by the presence of a very low performer or downward by the presence of a very high performer. (pg. 357)

Front 395

Contrast error

Back 395

Tendency to rate people relative to others rather than against performance standards.

Front 396

Contrast Error

Back 396

A performance rating error in which an employee evaluation as biased your upward or downward because of comparison with another employee just previously evaluated

Front 397

Contributory Pension Plan

Back 397

A pension plan in which the employer and employees jointly make contributions. Employee contributions are based on the employee's earnings and years of service while they are a member of the organization. These amounts are used to determine the pension amount the individual is eligible to receive.

Front 398

Contributory plan

Back 398

A pension plan in which contributions are made jointly by employees and employers

Front 399

control structure

Back 399

A dimension of organization structure that describes the nature of the processes used to control employee behaviour in an organization. (pg. 26)

Front 400

controlled motivation

Back 400

motivation based in response to pressure (page 260)

Front 401

convection

Back 401

heat transfer occurring when one surface adds heat to the surroundings (page 127)

Front 402

Conventional Arbitration

Back 402

The process of using a neutral third party to listen to both sides of a dispute and to determine an award based on any aspect of the parties' submission.

Front 403

conversion selling

Back 403

Selling established products to new customers. (pg. 155)

Front 404

Cooperative Education

Back 404

A partnership that exists between an organization or business and an educational institution that provides short or long–term internships and hands–on experience to students in an effort to prepare them for the workforce.

Front 405

Cooperative training

Back 405

Training program that combines practical on-the-job experience with formal educational classes

Front 406

coordination and departmentation

Back 406

A dimension of organization structure that describes the methods used to coordinate the work of individual employees and subunits in an organization. (pg. 25)

Front 407

Coordination Flexibility

Back 407

Rapid reallocation of resources to new or changing needs

Front 408

Copayment

Back 408

The portion of medical expenses paid by the insured individual.

Front 409

Core Capabilities

Back 409

Integrated knowledge sets within an organization that distinguish it from its competitors and deliver value to customers

Front 410

Core Employees

Back 410

Employees who have skills that are quite valuable to the company but are not particularly unique or difficult to replace; since their skills are transferable it's quite possible that they could leave to go to another firm (salesman, finance)

Front 411

Core skills

Back 411

Skills considered critical to the employee's success abroad

Front 412

Core Values

Back 412

The strong and enduring beliefs and principles that the company uses as a foundation for its decisions

Front 413

Corporate Social Responsibility

Back 413

The obligation of organizations to act in the best interest of the community of which they are a part, or impact the environment, and within current social norms and values.

Front 414

Corporate Social Responsibility

Back 414

The responsibility of the firm to act in the best interest of the people and communities affected by its activities

Front 415

Corporate Strategy

Back 415

A plan that sets out what an organization wants to achieve within a certain timeframe. The strategy consists of objectives, goals, action plans, and is supported by organizational policies, decision processes, and organizational culture.

Front 416

Corporate Strategy

Back 416

Focus on domain selection, that is, the markets in which an organization will compete and how

Front 417

Cost Per Hire

Back 417

The total costs involved in hiring a new employee or filling a vacancy. Examples of the costs that are usually taken into consideration are agency fees, recruiter travel, advertising/posting fees and relocation fees.

Front 418

Cost/Benefit Scenario

Back 418

Value = Benefits - Costs

Front 419

Counterproductive work behaviours

Back 419

Voluntary behaviours that violate significant organizational norms and in so doing threaten the wellbeing of an organization, its members, or both. (p.167)

Front 420

craft technology

Back 420

Few exceptions occur in the production process, but there is no standardized way to deal with them when they do occur. (pg. 41)

Front 421

Craft unions

Back 421

Unions that represent skilled craftworkers

Front 422

Criteria

Back 422

Measures of job performance that attempt to capture individual differences among employees with respect to job-related behaviours. (p.166)

Front 423

Criterion contamination

Back 423

The degree to which the criterion measure is influenced by, or measures, behaviours or competencies that are not part of job performance. (p.184)

Front 424

Criterion contamination

Back 424

Elements that affect the appraisal measures that are not part of the actual performance

Front 425

Criterion deficiency

Back 425

Those job performance behaviours or competencies that are not measured by the criterion. (p.183)

Front 426

Criterion deficiency

Back 426

Aspects of actual performance that are not measured

Front 427

Criterion measures

Back 427

Measures of employee work-related outcomes typically important to an organization, including, for example, turnover, absenteeism, and supervisory ratings, are used to establish the validity of screening and selection tools. (p.273)

Front 428

Criterion relevance

Back 428

The degree to which the criterion measure captures behaviours or competencies that constitute job performance. (p.183)

Front 429

Criterion-related validity

Back 429

The extent to which a selection tool predicts, or significantly correlates with, important elements of work behavior

Front 430

Critical incident method

Back 430

A job analysis method by which important job tasks are identified for job success from information collected through interviews or self-report statements

Front 431

critical incident stress debriefing (CISD)

Back 431

a post-trauma intervention focused on providing victims with an opportunity to discuss their experiences and reactions to a traumatic event (page 295)

Front 432

Critical incident

Back 432

An unusual event that denotes superior or inferior employee performance in some part of the job

Front 433

Cross training

Back 433

Training people to do more than one job.

Front 434

Cross training

Back 434

The process of training employees to do multiple jobs within an organization

Front 435

Cross validation

Back 435

Verifying the results obtained from a validation study by administering a test or test battery to a different sample (drawn from the same population)

Front 436

Cross–functional

Back 436

A worker who is trained to possess the skills for more than one position or role within an organization.

Front 437

Cross–functional Teams

Back 437

Teams made up of employees from different areas or roles within the organization, who come together to solve business problems.

Front 438

C–Suite

Back 438

A term used to describe positions at the executive level. For example; Chief Executive Officer (CEO), Chief Financial Officer (CFO), Chief Operations Officer (COO), Chief HR Officer (CHAO), etc.

Front 439

Cultural Audits

Back 439

Audits of the culture and quality of work life in organization examining values, assumptions, beliefs, and expectations (VABEs)

Front 440

Cultural environment

Back 440

The communications, religion, values and ideologies, education, and social structure of a country

Front 441

Culture shock

Back 441

Perpetual stress experienced by people who settle overseas

Front 442

Cumulative trauma disorders (CTDs)

Back 442

Muscle and skeletal injuries that occur when workers repetitively use the same muscles to perform tasks.

Front 443

Cumulative trauma disorders (or repetitive motion injuries)

Back 443

Musculoskeletal disorders (MSDs) are injuries involving tendons of the fingers, hands, and arms that become inflamed from repeated stresses and strains

Front 444

current distribution profit-sharing plan

Back 444

A profit-sharing plan that distributes the profit-sharing bonus to employees in the form of cash or shares, at least annually. (pg. 175)

Front 445

Customer appraisal

Back 445

Performance appraisal that, like team appraisals, is based on total quality management concepts and seeks evaluation from both external and internal customers

Front 446

Cut-off score

Back 446

A threshold; those scoring at or above the cut-off score pass, those scoring below fail. (p.475)

Front 447

decalcification

Back 447

loss of lime salts (calcium) in the bones (page 125)

Front 448

Decentralization

Back 448

Empowering localized areas or departments to make decisions concerning the operation of the business functions or training, in an effort to keep the decision–making closer to the customer or client, rather than in a centralized head office.

Front 449

Decentralized Pay

Back 449

The process of allowing department managers to make decisions concerning the distribution of compensation, rather than allowing corporate office to make those decisions.

Front 450

decision-making and leadership structure

Back 450

A dimension of organization structure that describes the nature of the decision-making and leadership processes used in an organization. (pg. 26)

Front 451

Deductible

Back 451

Money paid by an insured individual before a health plan pays for any medical expenses.

Front 452

defender business strategy

Back 452

Focuses on dominating a narrow product or service market segment. (pg. 38)

Front 453

deferred profit-sharing plan (DPSP)

Back 453

A profit-sharing plan in which the profit-sharing bonuses are allocated to employee accounts but not actually paid out until a later date, usually on termination or retirement. (pg. 175)

Front 454

Defined benefit (DB) plan

Back 454

Retirement program in which employees are promised a pension amount based on age and service.

Front 455

Defined Benefit Plan

Back 455

A pension plan that specifies the amount of pension an employee is to receive.

Front 456

defined benefit plans

Back 456

Pension plans that provide retirement income based on a proportion of the employee's pay at the time of retirement. (pg. 424)

Front 457

Defined contribution (DC) plan

Back 457

Retirement program in which the employer makes an annual payment to an employee’s pension account.

Front 458

Defined Contribution Plan

Back 458

A form of contributory pension plan that sets out the basis on which an employer will contribute on behalf of the employee.

Front 459

defined contribution plans

Back 459

Pension plans that provide retirement income based on the accrued value of employer and employee contributions to the plan. (pg. 425)

Front 460

Defined-benefit plan

Back 460

A pension plan in which the amount an employee is to receive on retirement is specifically set forth

Front 461

Defined-contribution plan

Back 461

A pension plan that establishes the basis on which an employer will contribute to the pension fund

Front 462

De–jobbing

Back 462

The process of allowing employees to complete tasks on a project–by–project basis, rather than through the use of conventional divisions of work, such as job descriptions.

Front 463

De–layering

Back 463

The process of restructuring an organization so that the number of management levels or 'layers' is reduced.

Front 464

Delphi Technique

Back 464

Attempts to decrease the subjectivity of forecasts by soliciting and summarizing the judgments of a preselected group of individuals

Front 465

Demand Considerations

Back 465

Based on forecasted trends in business activity

Front 466

Demand Forecast

Back 466

Analyzing projected workloads over a specified timeframe in order to determine what resources will be required.

Front 467

demographic characteristics

Back 467

A person's age, gender, ethnicity, education, marital status, and similar characteristics. (pg. 95)

Front 468

Demotion

Back 468

The assignment of an employee to a position of lower pay and responsibility.

Front 469

Depression

Back 469

Negative emotional state marked by feelings of low spirits, gloominess, sadness, and loss of pleasure in ordinary activities

Front 470

dermatitis

Back 470

the inflammation of the skin from any cause (page 153)

Front 471

Designated Group

Back 471

A term used in Employment Equity legislation to identify those who have been disadvantaged in employment. The four designated groups are: women, visible minorities, Aboriginal peoples, and persons with disabilities.

Front 472

Designated groups

Back 472

Women, visible minorities, aboriginal people, and persons with disabilities who have been disadvantaged in employment

Front 473

Designated targeted groups

Back 473

The four groups (women, visible minorities, Aboriginal peoples, and people with disabilities) designated in the federal government’s Employment Equity Act that receive legal “protection” in employment policies and practices because of their underrepresentation in the workplace. (p.265)

Front 474

Desperation bias

Back 474

Choosing to hire an unqualified applicant because the organization/manager is in a pinch

Front 475

Development

Back 475

Efforts to improve employees’ abilities to handle a variety of assignments and to cultivate employees’ capabilities beyond those required by the current job.

Front 476

Development

Back 476

Tends to be oriented more towards broadening an individual's skills for future responsibilities

Front 477

differential piece rate

Back 477

A lower sum of money per piece is paid if employee production does not meet the production standard, and then a higher sum per piece is paid once the production standard is met. (pg. 149)

Front 478

Differential piece rate

Back 478

A compensation rate under which employees whose production exceeds the standard amount of output receive a higher rate for all of their work than the rate paid to those who do not exceed the standard amount

Front 479

Differentiation Strategy (Value Added)

Back 479

Based on a high product quality, innovative features, speed to market, or superior service

Front 480

differentiator business strategy

Back 480

A business strategy that depends on providing unique products or services to a broad range of customers. (pg. 39)

Front 481

Dilemma

Back 481

A choice in an interview question between two alternatives that appear equally desirable or undesirable. (p.423)

Front 482

Direct compensation

Back 482

Encompasses employee wages and salaries, incentives, bonuses, and commissions

Front 483

Direct Costs

Back 483

Costs associated with HR projects or programs such as workshops, including out–of–pocket and salary costs.

Front 484

Directive Appraisal

Back 484

An appraisal that is based on the supervisor's observations and feedback. The employee has little or no input into the evaluation, which is based solely on the standards and measures implemented by the supervisor.

Front 485

Disability Costs

Back 485

The costs associated with the income replacement made to workers with non work–related short­ term or long–term disability claims. (See Workers Compensation for definition of costs arising from work–related injuries or illnesses).

Front 486

Disabled person

Back 486

Someone who has a physical or mental impairment that substantially limits life activities, who has a record of such an impairment, or who is regarded as having such an impairment.

Front 487

Discharge

Back 487

When an employee is removed from a job at an employer.

Front 488

Discipline

Back 488

Form of training that enforces organizational rules.

Front 489

Discrimination

Back 489

In employment, discrimination refers to any refusal to employ or to continue to employ any person, or to adversely affect any current employee, on the basis of that individual’s membership in a protected group. All Canadian jurisdictions prohibit discrimination at least on the basis of race or colour, religion or creed, age, sex, marital status, and physical or mental disability. (p.67)

Front 490

Disparate impact

Back 490

Occurs when members of a protected category are substantially underrepresented as a result of employment decisions that work to their disadvantage.

Front 491

Disparate treatment

Back 491

Occurs when members of a group are treated differently from others.

Front 492

Distress

Back 492

Harmful stress characterized by a loss of feelings of security and adequacy

Front 493

Distributional errors

Back 493

Errors that involve a group of ratings given across various employees

Front 494

Diversity Management

Back 494

Optimization of an organization's multicultural workforce to reach business objectives; it is voluntary

Front 495

domain

Back 495

Describes the specific products or services offered by a given organization. (pg. 26)

Front 496

domino theory

Back 496

the theory that every incident results from a series of events (page 322)

Front 497

Downsizing

Back 497

Planned elimination of jobs

Front 498

Downward transfer (demotion)

Back 498

Moving an individual into a lower-level job that can provide developmental opportunities

Front 499

Draw

Back 499

Amount advanced against, and repaid from, future commissions earned by the employee.

Front 500

Drug Testing

Back 500

Tests performed on workers to determine the use of drugs and alcohol.

Front 501

Dual Career Tracks

Back 501

Allowing employees to move between managerial and technical or professional jobs through their careers, while still allowing them to move up in terms of status and salary. This practice tends to increase employee motivation and job satisfaction, improve retention and morale, and generate new ideas.

Front 502

Dual-career ladder

Back 502

System that allows a person to advance up either a management or a technical/professional ladder.

Front 503

Due process

Back 503

Requirement that the employer use a fair process to determine employee wrongdoing and that the employee have an opportunity to explain and defend his or her actions.

Front 504

Dues checkoff

Back 504

A standard union security provision which gives the employer the responsibility of withholding union dues from the paychecks of union members who agreed to such a deduction

Front 505

Duty

Back 505

Work segment composed of several tasks that are performed by an individual.

Front 506

duty to accommodate

Back 506

legislated responsibility of employers to accommodate workers who are attempting to return to work following an injury or illness via changes in job tasks and/or the work environment to enable workers with a temporary or permanent disability to perform work productively (page 334)

Front 507

Early Neutral Evaluation

Back 507

Using a neutral third party to evaluate disputes by holding confidential interviews with each of the disputants. The neutral third party–evaluates the strengths and weaknesses of each party's case and submits a non–binding judgment.

Front 508

early warning change

Back 508

a deterioration of hearing in the upper frequency the earliest detectable sign of noise-induced hearing loss (page 118)

Front 509

Education

Back 509

Learning programs designed to expand an individual's knowledge and capabilities over a long­ term period. Education may not be directly linked to an individual's job, but can be connected by providing the basic principles and concepts that create the foundation for job–rel ated skills.

Front 510

Effectiveness

Back 510

The ability to produce a specific desired effect or result that can be measured.

Front 511

Efficiency

Back 511

The degree to which operations are done in an economical manner.

Front 512

Elder Care

Back 512

Services that are geared towards assisting employees to meet the needs of their parents or elder members of their families. These include information, workshops, consultation, support groups or day–care facilities. Elder care services are often included as part of Employee Assistance Programs or benefits programs.

Front 513

Eldercare

Back 513

Care provided to an elderly relative by an employee who remains actively at work

Front 514

E-learning

Back 514

Learning that takes place via electronic media (includes delivery of content via the Internet, intranets and extranets, mobile devices, DVDs, CD-ROMs, MP3 players, and virtual classrooms found in the gaming platform Second Life)

Front 515

E–Learning

Back 515

Training and education provided through programs available through web–based technology.

Front 516

Electronic Job Aid

Back 516

An on–line, computer–based tool that assists workers. Also known as Electronic Performance Support System.

Front 517

Electronic Monitoring

Back 517

Conducting surveillance on employees, for example, through monitoring their e–mail, and telephone conversations, and activities. Many employees view this type of monitoring as an invasion of privacy, while employers maintain that it is a useful tool for providing coaching and feedback for positions such as customer service representatives.

Front 518

E-mentoring

Back 518

Mentoring done via email or using software or online programs

Front 519

emergency

Back 519

a sudden, generally unexpected occurrence or set of circumstances demanding immediate action (page 283)

Front 520

Emergency action plan

Back 520

A plan an organization develops that contains step-by-step procedures for dealing with various emergency situations

Front 521

emotional abuse

Back 521

another term for bullying (page 197)

Front 522

Employee

Back 522

An individual who works or performs duties/tasks for a company in exchange for wages or a salary.

Front 523

Employee Assistance Plan (EAP)

Back 523

Formal programs within organizations that are designed to assist employees with personal problems, such as alcoholism, domestic abuse, mental illness, stress management, career problems, and financial problems, (etc). These programs utilize both internal and external counselling resources. The overall goal of these programs is to assist with distracting personal issues in order to increase productivity. These programs can also be referred to as Employee Assistance Programs" (EAP)."

Front 524

Employee assistance program (EAP)

Back 524

Program that provides counseling and other help to employees having emotional, physical, or other personal problems.

Front 525

employee assistance programs (EAPs)

Back 525

Employer-provided programs to help employees deal with a variety of personal problems. (pg. 435)

Front 526

Employee assistance programs (EAPs)

Back 526

Services provided by employers to help workers cope with a wide variety of problems that interfere with the way they perform their jobs

Front 527

Employee associations

Back 527

Labor organizations that represent various groups of professional and white-collar employees in labor-management relations

Front 528

Employee empowerment

Back 528

Granting employee’s power to initiate change, thereby encouraging them to take charge of what they do

Front 529

Employee engagement

Back 529

The extent to which an employee’s thoughts and behaviors are focused on the employer’s success.

Front 530

Employee Involvement

Back 530

Engaging workers at all levels of the organizat ion to make decisions that affect the organization and their jobs. The three key elements of employee involvement are information, empowerment and rewards.

Front 531

Employee involvement groups (EIs)

Back 531

A group of employees doing similar or related work who meet regularly to identify, analyze, and suggest solutions to shared problems for organizational improvement

Front 532

Employee Leasing

Back 532

A joint employment venture that involves transferring employees to an employee leasing company, who then leases the employee back to the organization. The role of the leasing company is to assume the duties of a typical HR department and to manage all aspects of the employee's employment relationship, including timekeeping, salary payments, etc.

Front 533

Employee profile

Back 533

Profile of a worker developed by studying an organization's top performers to recruit similar types of people

Front 534

employee profit-sharing plan

Back 534

A formal pay program in which a firm provides bonus payments to employees based on the profitability of the firm. (pg. 175)

Front 535

Employee Rights

Back 535

The rights and laws that protect employees from unfair and discriminatory labour practices.

Front 536

Employee Self Service

Back 536

Direct access systems that allow employees to access information pertaining to their benefits, rather than going to the benefits provider or corporate benefit representative for the information.

Front 537

Employee Services

Back 537

The services that organizations provide to employees at a reduced rate or, in some cases, for free. Childcare, transportation, and counselling are examples of these services.

Front 538

employee share purchase plan

Back 538

A plan through which employees may purchase shares in their employer firm. (pg. 179)

Front 539

employee stock bonus plan

Back 539

A plan through which employees receive shares in their employer firm at no cost to the employee. (pg. 179)

Front 540

Employee stock bonus plan

Back 540

An employer provides company shares to employees at no cost to the employee by just granting them or by linking the granting to some kind of performance pay plan

Front 541

employee stock option plan

Back 541

A plan through which employees are provided with options to purchase shares in their employer at a fixed price within a limited time period. (pg. 179)

Front 542

Employee stock option plan

Back 542

Employees are given the option to purchase shares in the company, at some future date, at a set price, which they would exercise if the market price rises to exceed this price

Front 543

Employee stock ownership plan (ESOP)

Back 543

Plan designed to give employees significant stock ownership in their employers.

Front 544

Employee stock ownership plans (ESOPs)

Back 544

Stock plans in which an organization contributes shares of its stock to an established trust for the purpose of stock purchases by employees

Front 545

employee stock plan

Back 545

Any type of plan through which employees acquire shares in the firm that employs them. (pg. 179)

Front 546

Employee stock purchase plan

Back 546

Employers purchase shares, but not pay full market price for the shares,

Front 547

Employee Support Benefits

Back 547

Employee benefits that include employee assistance, wellness programs, health promotion, and employee assistance programs.

Front 548

Employee teams

Back 548

An employee contributions technique whereby work functions are structured for groups rather than for individuals and team members are given discretion in matters traditionally considered management prerogatives, such as process improvements, product or service development, and individual assignments

Front 549

Employer of Choice

Back 549

A company that strives to attract top talent by creating and promoting a unique corporate culture, a solid reputation, room for development and advancement, and an attractive compensation plan.

Front 550

Employment Agency

Back 550

An organizat ion that provides placement services to individuals looking for employment and tor companies looking to fill positions. The agencies provide a range of services from applicant screening, to interviewing, and reference checking.

Front 551

Employment Benefits

Back 551

Benefits provided from an employer to an employee outside of the formal benefits program. This could include benefits such as car allowance/company vehicle, gas cards, or reduced fees for company products or services.

Front 552

Employment brand

Back 552

Image of the organization that is held by both employees and outsiders.

Front 553

Employment Displacement

Back 553

The termination of an employee due to the elimination of a job.

Front 554

Employment equity

Back 554

The employment of individuals in a fair and nonbiased manner

Front 555

employment standards legislation

Back 555

Legislation that sets minimum standards for pay and other conditions of employment. (pg. 194)

Front 556

Employment systems or employment practices

Back 556

The means by which employers carry out personnel activities such as recruitment, hiring, training and development, promotion, job classification, discipline, and termination

Front 557

Employment Systems Review

Back 557

A formal review of an organizations' employment system (principles, policies, practices, and employment data) to determine its impact on designated groups. A component of Employment Equity legislation.

Front 558

Employment-at-will (EAW)

Back 558

A common-law doctrine stating that employers have the right to hire, fire, demote, or promote whomever they choose, unless there is a law or a contract to the contrary.

Front 559

engineering control

Back 559

modification of work processes, equipment, and materials to reduce exposure to hazards (page 97)

Front 560

engineering technology

Back 560

Many exceptions occur in the production or service delivery process, but there are standardized ways of dealing with them. (pg. 41)

Front 561

Enterprise incentive plans

Back 561

Reward employees on the basis of the success of the organization over an extended time period

Front 562

Entitlement philosophy

Back 562

Assumes that individuals who have worked another year are entitled to pay increases, with little regard for performance differences.

Front 563

Entrepreneur

Back 563

Someone who starts, organizes, manages, and assumes responsibility for a business or other enterprise

Front 564

Entry–level Training

Back 564

Training that is provided when a new employee starts with an organization.

Front 565

Environmental scanning

Back 565

The assessment of external and internal environmental conditions that affect the organization.

Front 566

Environmental Scanning

Back 566

Systematic monitoring of the major external forces influencing the organization

Front 567

Equal employment opportunity

Back 567

Employment that is not affected by illegal discrimination.

Front 568

equal increase approach

Back 568

Method to establish pay grade sizes, in which each pay grade increases in width by a constant number of points from the preceding pay grade. (pg. 314)

Front 569

equal interval approach

Back 569

Method to establish pay grade widths, in which the point spreads are equal for all pay grades. (pg. 314)

Front 570

equal percentage approach

Back 570

Method to establish pay grade sizes, in which each pay grade increases in width by an equal percentage from the preceding pay grade. (pg. 314)

Front 571

Equity

Back 571

The perceived fairness of what the person does compared with what the person receives.

Front 572

equity sensitivity

Back 572

A personality trait that entails a high predisposition toward perceiving personal inequity. (pg. 73)

Front 573

Equity theory

Back 573

A motivation theory that explains how people respond to situations in which they feel they have received less (or more) than they deserve

Front 574

Equity

Back 574

Fairness and impartiality

Front 575

Ergonomics

Back 575

An interdisciplinary approach to designing equipment and systems that can be easily and efficiently used by human beings

Front 576

Error of Central Tendency

Back 576

The tendency of certain raters to assign an average rating to all of the individuals they are rating.

Front 577

Error of central tendency

Back 577

A performance rating error in which all employees are rated above average

Front 578

Error of Contrast

Back 578

The tendency of certain raters to compare the individuals they are rating to each other, rather than to a set standard.

Front 579

Error of Halo

Back 579

The tendency of certain raters to positively or negatively rate an individual based on one characteristic.

Front 580

Error of Inconsistency

Back 580

Errors that occur in rating when there are differences in the methodology and approaches to the evaluation.

Front 581

Error of Instability

Back 581

A rating error that occurs due to a delay in the passage of time.

Front 582

Error of Projection

Back 582

The tendency of certain raters to use or transfer their own values or characteristics to others when they are evaluating them.

Front 583

Error of Recency

Back 583

The tendency of certain raters to focus on an individual's recent performance, rather than a broader scope, when completing an evaluation.

Front 584

Error of Standards

Back 584

Errors that occur when the rating system has unrealistic or unachievable standards.

Front 585

Error of Stereotype

Back 585

Errors that occur because a rater evaluates employees in a certain way due to the fact that they are a part of a certain group or category, such as a religious group.

Front 586

Error of Subjectivity

Back 586

Errors that occur in rating due to a combination of factors associated with the raters themselves, such as lack of training or experience, personality or preferences.

Front 587

Error score (or measurement error)

Back 587

The hypothetical difference between an observed score and a true score. (p.41)

Front 588

Escalator clauses

Back 588

Clauses in collective agreements that provides for quarterly cost-of-living adjustments in wages, basing the adjustments on changes in the consumer price index

Front 589

Essay method

Back 589

A trait approach to performance appraisal that requires the rater to compose a statement describing employee behaviour

Front 590

Essential job functions

Back 590

Fundamental job duties.

Front 591

Essential Skills

Back 591

The fundamenta l skills such as numeracy, literacy, writing, thinking, computer, and workplace cooperat ion skills that are necessary to learn all other skills. These skills have been identified as enabling skills that aid in the full participation in the workplace and the community. The term essential skills" has been recognized to replace the term "basic skills" often used by governments, researchers, and workplaces."

Front 592

Ethics

Back 592

The determination of right and wrong; the standards of appropriate conduct or behaviour for members of a profession: what those members may or may not do. (p.17)

Front 593

Ethics

Back 593

A set of standards of conduct and moral judgments that help determine right and wrong behavior

Front 594

Eustress

Back 594

Positive stress that accompanies achievement and exhilaration

Front 595

Evaluation

Back 595

A means of measuring that is used to determine an individual's progress and results in the area of performance and their achievement, progress and performance in the area of training.

Front 596

Evaluator

Back 596

An individual who assesses the impact of HR initiatives on an individual or organization.

Front 597

Exclusive remedy

Back 597

Workers’ compensation benefits are the only benefits injured workers may receive to compensate for a work-related injury.

Front 598

Executive Development

Back 598

Training or development programs designed to improve the performance of executives or managers. The training can take the form of formal or informal programs including institutional training, coaching, independent learning, or workshops.

Front 599

Executive Outplacement

Back 599

Outplacement services provided to executives within an organization that go beyond the typical or basic outplacement services most employees receive.

Front 600

Executive Search Firm

Back 600

A placement agency that specializes in placing only professional or managerial positions. These agencies typically work on a retainer fee.

Front 601

Exempt employees

Back 601

Employees who are not paid overtime.

Front 602

Expatriates (home-country nationals)

Back 602

Employees from the home country who are on an international assignment

Front 603

Expectancy theory

Back 603

A motivation theory that predicts that one’s level of motivation depends on the attractiveness of the rewards sought and the probability of obtaining those rewards

Front 604

Experience-based interview

Back 604

Experience-based interviews assess applicant qualifications such as work experience and education using job knowledge or work sample questions. (p.429)

Front 605

extrinsic motivation

Back 605

motivation rooted in instrumental reasons for acting (page 260)

Front 606

extrinsic rewards

Back 606

Factors that satisfy basic human needs for survival and security, as well as social needs and needs for recognition. (pg. 8)

Front 607

Facilitation

Back 607

The process of using a neutral party to design, oversee and monitor a group process of making decisions or solving problems.

Front 608

Facilitator

Back 608

An individual who helps a group to come to an agreeable solution or decision by coordinating the group's activities and fostering their development.

Front 609

factor comparison method

Back 609

Assigns pay levels to jobs based on the extent to which they embody various job factors. (pg. 268)

Front 610

Failure rate

Back 610

The percentage of expatriates who do not perform satisfactorily

Front 611

Fairness

Back 611

The principle that every test taker should be assessed in an equitable manner. (p.56)

Front 612

False negative error

Back 612

Occurs when an applicant who is rejected would have been a good choice. (p.468)

Front 613

False negatives

Back 613

Individuals who are predicted to perform unsuccessfully in a given position (based on pre-selection assessment scores), but who would perform at satisfactory levels if hired. (p.267)

Front 614

False positive error

Back 614

Occurs when an applicant who is assessed favourably turns out to be a poor choice. (p.468)

Front 615

False positives

Back 615

Individuals who are predicted to perform successfully in a given position (based on pre-selection assessment scores), but who do not perform at satisfactory levels when placed on the job. (p.267)

Front 616

family-to-work conflict

Back 616

a form of workfamily conflict in which family demands interfere with the fulfillment of work responsibilities (page 184)

Front 617

Fast-Track program

Back 617

A program that encourages new managers with high potential to remain with an organization by enabling them to advance more rapidly than those with less potential

Front 618

Fast–tracker

Back 618

An employee who shows high potential and is being groomed for high–level positions and promotions.

Front 619

Fat Organization

Back 619

An organization that consists of four or more layers in its management structure.

Front 620

fault tree

Back 620

an illustration of things that can go wrong (page 87)

Front 621

Federation

Back 621

Group of autonomous unions.

Front 622

Feedback

Back 622

The amount of information employees receive about how well or how poorly they have performed.

Front 623

Feedback

Back 623

the degree to which carrying out the work activities required by the job result in the individual being given direct and clear information about the effectiveness of his or her performance

Front 624

Final Offer Arbitration

Back 624

A type of arbitration that involves each party of the dispute submitting an outline of a proposed award to an arbitrator. At the end of the process the arbitrator must choose one of the proposed awards, without modification.

Front 625

Final offer arbitration

Back 625

Method of resolving collective-bargaining deadlocks whereby the arbitrator has no power to compromise but must select one or another of the final offers submitted by the two parties

Front 626

Final Offer Submission

Back 626

The process of using a neutral third party to hear both sides of a dispute and side with one party or the other.

Front 627

fire

Back 627

a chemical process in which fuel, oxygen, and heat are combined (page 290)

Front 628

fixed benefit system

Back 628

An employee benefit plan that provides a standard set of benefits to all those covered by the plan. (pg. 439)

Front 629

Fixed–term Contract

Back 629

An employment contract that is due to end when a specified date is reached.

Front 630

Flat Organization

Back 630

An organization that has a low number of management levels or 'layers'.

Front 631

flexible benefit system

Back 631

An employee benefit plan that allows employees to allocate employer-provided credits to purchase the benefits of most value to them. (pg. 439)

Front 632

Flexible benefits plan

Back 632

Program that allows employees to select the benefits they prefer from groups of benefits established by the employer.

Front 633

Flexible benefits plan (cafeteria plans)

Back 633

Benefits plans that enable individual employees to choose the benefits that are best suited to their particular needs

Front 634

Flexible Benefits Plans

Back 634

A type of employee benefit plan that allows employees to select, within a set dollar amount, the level and type of benefits that suit their individual or family needs. Employees are often required to choose a minimum level of core benefits in certain areas, such as disability or health. Also referred to as Cafeteria Benefit Plans""

Front 635

Flexible Spending Account

Back 635

A benefits account that allows employees to use a set dollar amount to pay for certain expenses not normally covered by their benefits plan or provider.

Front 636

Flexible Staffing

Back 636

The use of temporary full–time and permanent part–time staff to meet short–term or temporary staffing needs, reduce vulnerability to seasonal layoffs, cut salary and benefits costs, and reduce turnover.

Front 637

flexible work agreements (FWA's)

Back 637

family-friendly policies that involve modifications to the traditional work schedule (page 359)

Front 638

Flexible work schedules

Back 638

Alteration of the normal work week (5 8hr days) in an attempt to improve organizational productivity and morale by giving employees increased control over the hours they work

Front 639

Flexitime

Back 639

Flexible working hours that permit employees the option of choosing daily starting and quitting times provided that they work a set number of hours per day or week

Front 640

flextime

Back 640

flexible work arrangement that permits employees to have variable start and finish times to their workday (page 360)

Front 641

Flex–time

Back 641

A program whereby employees create unique workday hours to meet their personal or professional needs. A set of core hours is usually worked by each employee, however, start and end times will vary.

Front 642

Flow data

Back 642

Data that provides a profile of the employment decisions affecting designated groups

Front 643

Focal performance appraisal

Back 643

An appraisal system in which all of the organization's employees are reviewed at the same time of the year rather than on the anniversaries of the individual hire dates

Front 644

focused differentiator business strategy

Back 644

A business strategy that depends on providing unique products or services to a narrow range of customers. (pg. 39)

Front 645

focused low-cost business strategy

Back 645

A business strategy that depends on providing low-cost products or services to a narrow range of customers. (pg. 39)

Front 646

Forced distribution

Back 646

Performance appraisal method in which ratings of employees’ performance levels are distributed along a bell-shaped curve.

Front 647

forced distribution method

Back 647

A performance appraisal method that stipulates the distribution of employees across the performance categories. (pg. 360)

Front 648

Forced distribution system

Back 648

Managers are required to place a certain percentage of employees in the various performance category

Front 649

Forced-choice method

Back 649

A trait approach to performance appraisal that requires the rater to choose from statements designed to distinguish between successful and unsuccessful performance

Front 650

Free rider

Back 650

A free rider is a member of the group who contributes little.

Front 651

free-burning stage

Back 651

the stage at which flames first appear (page 291)

Front 652

Fringe Benefits

Back 652

A wide range of employee benefits, such as medical, dental, retirement contributions, vision care, drug plans, insurance benefits, disability benefits, stock options, death benefits, low interest loans, etc.

Front 653

full recovery model

Back 653

a former approach to disability management that operated completely outside the workplace and was dictated by the physician's assessments of recovery (page 335)

Front 654

Functional competencies

Back 654

Characteristics shared by different positions within an organization (i.e., a group of related or similar jobs). Only those members of an organization in these positions are expected to possess these competencies. (p.142)

Front 655

Functional Job Analysis

Back 655

The functional job analysis (FJA) is a comprehensive, structured process that identifies and quantifies the physical components of jobs. Several analyses are done: environmental analysis, exposure analysis, activity analysis, and task analysis.

Front 656

Functional turnover

Back 656

Refers to when poor employees leave an organization

Front 657

Furloughing

Back 657

A situation in which an organization asks or requires employees to take time off for either no pay or reduced pay

Front 658

Gag Clause

Back 658

A clause that is included in an employee's contract to protect an employer's trade secrets and proprietary information.

Front 659

Gain Sharing

Back 659

A variable/incentive plan that pays out bonuses to employees when production quality and quantities are increased.

Front 660

Gainsharing

Back 660

System of sharing with employees greater-than-expected gains in profits and/or productivity.

Front 661

gain-sharing plan

Back 661

Group performance pay plan that shares cost savings or productivity gains generated by a work group with all members of that group. (pg. 168)

Front 662

Gainsharing plans

Back 662

Programs under which both employees and the organization share financial gains according to a predetermined formula that reflects improved productivity and profitability

Front 663

Games

Back 663

Exercises that entertain and engage.

Front 664

Gantt Chart

Back 664

A chart that is used during project planning and control. The chart contains bars that represent the sub–projects, activities, tasks, target dates, and project status between the project start and completion. The chart is not designed to outline program evaluation, review technique, or critical path methods. As the project moves forward, the bars are filled in to show the amount of time remaining until expected completion.

Front 665

Gantt Plan

Back 665

An employee incentive plan that makes a large bonus payout when productivity targets are first met, but is then reduced for each percentage increase in production. This is not a common form of incentive plan.

Front 666

Gap Analysis

Back 666

A tool used to measure how well an organization is meeting its customer's needs and expectations. Extensive market research and feedback is gathered and analyzed in order to determine problems and shortfalls in the areas of product quality, delivery practices, promotions, complaint handling, and staff professionalism.

Front 667

Gay Benefits

Back 667

The extension of traditional heterosexual spousal benefits to include homosexual couples.

Front 668

Gender Gap

Back 668

The difference between the pay of a man and a woman who are performing comparable work.

Front 669

gender harassment

Back 669

comments or actions seen as creating a hostile environment based on gender (page 197)

Front 670

general adaptation syndrome

Back 670

the body's way of gearing up for fight or flight (i.e., to confront or run away from a predator) (page 172)

Front 671

Genetic testing

Back 671

The testing or monitoring of genetic material to determine a genetic propensity or susceptibility to illness resulting from various workplace chemicals or substances. (p.340)

Front 672

Giveback

Back 672

Low monetary value employee benefits that employers require employees to surrender for cost saving purposes.

Front 673

Global compensation system

Back 673

a centralized pay system whereby host country employees are offered a full range of training programs, benefits, and pay comparable to those of a firm's domestic employees but adjusted for local differences

Front 674

Global Corporation

Back 674

A firm that has integrated worldwide operations through a centralized home-office

Front 675

Global manager

Back 675

A manager equipped to run an international business

Front 676

Global sourcing

Back 676

The business practice of searching for and utilizing goods and services from around the world

Front 677

Globalization

Back 677

The trend to opening up foreign markets to international trade and investment

Front 678

Goal

Back 678

A statement outlining desired long–term achievement plans.

Front 679

goal-sharing plan

Back 679

A group performance pay plan in which a work group receives a bonus when it meets prespecified performance goals. (pg. 171)

Front 680

Golden handcuffs

Back 680

A type of incentive that serves to retain key executive personnel when exercising the options and links it to a specified vesting period

Front 681

Golden parachute

Back 681

Compensation given to an executive if he or she is forced to leave the organization.

Front 682

Good Cause

Back 682

The standards that an employer uses to justify disciplinary actions.

Front 683

Good Faith Bargaining

Back 683

Serious attempts by both an employer and a union to come to mutually agreeable terms on the issues that they are negotiating.

Front 684

gradual work exposure

Back 684

a type of light-duty accommodation where job demands slowly increase until the workers are performing the full requirement of their pre-injury jobs (page 340)

Front 685

Graphic rating scale method

Back 685

A trait approach to performance appraisal whereby each employee is rated according to a scale of characteristics

Front 686

Green-circled employee

Back 686

Incumbent who is paid below the range set for a job.

Front 687

Grievance Procedure

Back 687

The process outlined in a collective agreement that details how employees, unions and management should go about resolving grievances and disputes.

Front 688

Grievance procedure

Back 688

Formal procedure that provides for the union to represent members and non-members in processing a grievance

Front 689

Grievance procedures

Back 689

Formal channels of communication used to resolve grievances.

Front 690

Gross-up

Back 690

To increase the net amount of what the employee receives to include the taxes owed on the amount.

Front 691

Groundworkers

Back 691

Those with little education and outdated skills; suffer from job insecurity and lack of benefit programs

Front 692

group commissions

Back 692

A performance pay plan in which the commissions of a group of sales workers are pooled and then shared out equally among members of the group. (pg. 173)

Front 693

Group Incentives

Back 693

Bonuses that are awarded based on the performance of small work teams or groups to help to achieve the organization's objectives.

Front 694

Group Interview

Back 694

An interview method by which a potential employee is interviewed by a small group of potential peers. The purpose of this interview type is to allow the potential employee to demonstrate how well they interact with others.

Front 695

group piece rates

Back 695

A performance pay plan in which group members get paid based on the number of completed products produced by the group. (pg. 174)

Front 696

Guest workers

Back 696

Foreign workers invited to perform needed labor

Front 697

guidelines and policies

Back 697

more specific rules that are not legally enforceable unless referred to in a regulation or act (page 26)

Front 698

halo error

Back 698

Occurs when appraisers rate an individual either high or low on all characteristics because one characteristic is either high or low. (pg. 357)

Front 699

Halo error

Back 699

Occurs when the manager focuses on one positive aspect of an employee and generalizes it into an overall good appraisal rating

Front 700

harassment

Back 700

engaging in annoying or embarrassing conduct against a worker in a workplaceconduct that is known or ought reasonably to be known to be unwelcome (page 197)

Front 701

harshness effect

Back 701

The tendency of some appraisers to provide unduly low performance appraisals. (pg. 357)

Front 702

Hay profile method

Back 702

A job evaluation technique using three factors - knowledge, mental activity, and accountability - to evaluate executive and managerial positions

Front 703

Hay System

Back 703

A job evaluation method that involves evaluating a worker's job knowledge, skills and problem­ solving abilities, and their responsibility and accountability as compensable factors. A point system that is linked to job characteristics is used to determine the minimum salary requirements for various positions.

Front 704

hazard

Back 704

any source of potential adverse health effect, damage, or harm on something or someone under certain conditions at work (page 82)

Front 705

hazard analysis

Back 705

an orderly, analytical technique that examines a system for the most probable hazards having the severest consequences, for the purpose of establishing corrective or control mechanisms (page 87)

Front 706

hazard control

Back 706

the program or process used to establish preventative and corrective measures (page 95)

Front 707

Health

Back 707

General state of physical, mental, and emotional well-being.

Front 708

health care spending account

Back 708

A tax-favoured employee benefit that allows employees to use employer-provided health care spending credits to purchase a wide array of health care services. (pg. 431)

Front 709

Herzberg Motivation–Hygiene Theory

Back 709

A two factor theory that outlines hygiene factors (corporate policy, supervision, relationship with boss, work conditions, salary, relationship with peers) in the workplace that are sources of job dissatisfaction; as well as motivator factors (achievement, recognition, work tasks, responsibility, advancement, growth) that are sources of job satisfaction.

Front 710

Hierarchical Organization

Back 710

An organization that consists of multiple layers in its management structure.

Front 711

Hierarchy of Needs

Back 711

The theory created by Abraham H. Maslow that states that human behaviour is based upon an individual's need to constantly seek satisfaction of their needs. Those needs include: physiological (physical essentials), safety (from dangers in the environment), belongingness (social interaction), esteem (self–worth and respect of others) and self–actualization (self­ fulfillment).

Front 712

High Performance Workplace

Back 712

The process of organizing and managing people in an effort to make the workplace more efficient and productive.

Front 713

high-involvement managerial strategy

Back 713

An approach to management that assumes that work can be intrinsically motivating if the organization is structured properly. (pg. 28)

Front 714

highlow method

Back 714

Determines entry-level and skill-block pay amounts by pricing comparable entry-level and top-level jobs in the market and allocating the difference to the various skill blocks. (pg. 134)

Front 715

Highly structured interview

Back 715

An interview where the interviewer determines the course the interview will follow as each question is asked

Front 716

High-pos

Back 716

Individuals who show high promise for advancement in the organization.

Front 717

high-reliability organizations

Back 717

organizations in hazardous industries that maintain a high safety record over time (page 324)

Front 718

Hiring Bonus

Back 718

A lump sum bonus payment offered to a potential employee at the time of hire to encourage them to accept a job offer.

Front 719

Hiring Freeze

Back 719

A policy and practice implemented often during times of organizational uncertainty, or when there is a staff surplus. No new staff are hired externally, and/or surplus staff are moved into suitable available positions.

Front 720

Hiring Freeze

Back 720

A practice whereby new workers are not hired as planned or workers who have left the organization are not replaced

Front 721

Hits

Back 721

Accurate predictions

Front 722

Home-based pay

Back 722

Pay based on the patriots home country's compensation practices

Front 723

Home-country-based approach

Back 723

Maintain an expatriate’s standard of living in the home country.

Front 724

homeostasis

Back 724

the balance of heat generation (page 126)

Front 725

Homeshoring

Back 725

The process of bringing jobs back to their domestic markets

Front 726

Honesty or integrity tests

Back 726

Self-report inventories designed to assess employee honesty and reliability. (p.366)

Front 727

Horizontal Fit (or Alignment)

Back 727

Ensures that HR practices are all aligned with one another internally to establish a configuration that is mutually reinforcing

Front 728

Horizontal Organization

Back 728

An organization that consists of very few levels and typically is made up of cross–functional teams.

Front 729

Horn error

Back 729

Occurs when the manager focuses on one negative aspect about employee and generalizes it into an overall poor appraisal rating

Front 730

Horns effect

Back 730

Occurs when a low rating on one characteristic leads to an overall low rating.

Front 731

Host country nationals

Back 731

Employees who are natives of the host country

Front 732

Host country

Back 732

A country in which an international Corporation operates

Front 733

Host-based pay

Back 733

Expatriate pay comparable to that earned by employees in a host country

Front 734

Host-country-based approach

Back 734

Compensate the expatriate at the same level as workers from the host country.

Front 735

Hostile environment

Back 735

Sexual harassment in which an individual’s work performance or psychological well-being is unreasonably affected by intimidating or offensive working conditions.

Front 736

Hostile Work Environment

Back 736

A term used in connection with sexual harassment. It is created by such factors as suggestive comments, graffiti, sexually explicit photographs, unwanted advances, etc.

Front 737

Hourly employees

Back 737

Employees compensated on an hourly basis

Front 738

Hourly Part–time Worker

Back 738

Employees who are hired on a part–time basis and are not entitled to the fringe benefits that the organization's permanent full–time employees are entitled to.

Front 739

Hourly work

Back 739

Work paid on an hourly basis

Front 740

HR analytics

Back 740

An evidence-based approach to making HR decisions on the basis of quantitative tools and models.

Front 741

HR audit

Back 741

A formal research effort to assess the current state of HR practices.

Front 742

HR metrics

Back 742

Specific measures of HR performance indicators.

Front 743

HR Metrics

Back 743

Assess the performance of the HR function itself

Front 744

HR Self Audit

Back 744

The appraisal of an HR Department or its elements, in order to identify and implement changes that will make the department and its programs more effective and efficient.

Front 745

Human Capital Metrics

Back 745

Assess aspects of the workforce

Front 746

Human Capital Readiness

Back 746

The process of evaluating the availability of critical talent in a company and comparing it to the firm's supply

Front 747

Human capital returnon investment (HCROI)

Back 747

Directly shows the operating profit derived from investments in human capital.

Front 748

Human capital valueadded (HCVA)

Back 748

Calculated by subtracting all operating expenses except for labor expenses from revenue and dividing by the total full-time head count.

Front 749

Human economicvalue added (HEVA)

Back 749

Wealth created per employee

Front 750

human factor

Back 750

when a person causes an accident by commission, poor judgment, or omission (failing to do something) (page 84)

Front 751

Human Relations Management Theory

Back 751

A theory that examines employees and work behaviour as a complex network of interactions between and within individuals. It examines how social factors in the work environment influence employee work output. The theory is based on the belief that improving the work environment increases employee productivity.

Front 752

human relations managerial strategy

Back 752

An approach to management that assumes most employees inherently dislike work but can be induced to work in order to satisfy their social needs. (pg. 27)

Front 753

Human Resource planning

Back 753

The process of analyzing and identifying the need for and availability of people so that the organization can meet its strategic objectives.

Front 754

Human Resources

Back 754

The functional area of an organization that provides services, such as recruitment, training, compensation, employee relations, labour relations, and health and safety.

Front 755

Human Resources Development

Back 755

The training, career and organizational development programs offered to employees in order to teach them new skills or upgrade their current skills, improve their performance and productivity, increase their promotability, enhance their personal development, or increase the overall efficiency of an organization.

Front 756

Human Resources Information System (HRIS)

Back 756

A computerized system that provides current and accurate data for purposes of control and decision-making

Front 757

Human Resources Information Systems (HRIS)

Back 757

A computer–based system that houses, sorts, maintains and retrieves data within an organization. Typical data include employee statistics, job profiles, compensation and benefits information, employment forecasts, etc. The system is used to automate HR functions and to provide HR­ related data to managers on a regular and request basis.

Front 758

Human Resources Management

Back 758

The management and direction of the people that make up an organization. This includes overseeing all aspects of people and the functions that affect people within the organization.

Front 759

Human Resources Management System

Back 759

A system that integrates human relations and payroll and benefits functions.

Front 760

Human Resources Management

Back 760

The process of managing human talent to achieve the organizations objectives

Front 761

Human Resources Planning

Back 761

The process of determining the number of individuals required, and the skills and experience required for an organization to function properly, and to ensure that the proper resources are in place when they are needed.

Front 762

Human Resources Planning (HRP)

Back 762

The process of anticipating and providing for the movement of people into, within, and out of an organization

Front 763

human rights legislation

Back 763

Legislation that prohibits discrimination in hiring or employment on the basis of race, ethnic origin, religion, gender, marital status, or age. (pg. 196)

Front 764

Human Skills

Back 764

The ability for an individual to work effectively within a team environment, through the ability to motivate and engage others and to deal with interpersonal conflict.

Front 765

hybrid compensation policy

Back 765

A compensation-level strategy that varies across employee groups or compensation components. (pg. 213)

Front 766

hybrid pension plans

Back 766

Pension plans that combine features of the defined benefit pension plan and the defined contribution pension plan. (pg. 427)

Front 767

hyperreflexia

Back 767

the condition of unusually quick reaction by the nerves to some external stimulus (page 121)

Front 768

hypertension

Back 768

elevated blood pressure (page 370)

Front 769

Icebreaker

Back 769

An opening or warm–up exercise used at the introduction to a training session or workshop to break the tension and energize the group of participants. The exercise can take many forms, such as games, brainteasers, and simulations.

Front 770

Idiosyncratic

Back 770

No to plans will be the same

Front 771

Illegal issues

Back 771

Collective bargaining issues that would require either party to take illegal action.

Front 772

Image advertising

Back 772

Advertising designed to raise an organization’s profile in a positive manner in order to attract job seekers’ interest. (p.216)

Front 773

Immediate confirmation

Back 773

Based on the idea that people learn best if reinforcement and feedback are given as soon as possible after training.

Front 774

imminent risk

Back 774

the short-term risk of violence occurring in the current situation (page 202)

Front 775

Impasse

Back 775

The inability for the parties involved in a dispute to come to a resolution after exhausting all of the resolution methods available to them.

Front 776

Implicit theories

Back 776

Personal beliefs that are held about how people or things function, without objective evidence and often without conscious awareness. (p.465)

Front 777

Implied contract terms

Back 777

Terms judges read into employment contracts when the written contract does not expressly deal with the matter

Front 778

Imposed Discipline

Back 778

Discipline that is enforced through deterrents or penalties carried out by management to secure worker adherence to an organization's policies or rules.

Front 779

Impression management

Back 779

Attempts by applicants to create a favourable impression by monitoring interviewer reactions and responding accordingly. (p.415)

Front 780

Improshare

Back 780

A gainsharing program based on the number of finished goods that the employee work teams complete in an established period

Front 781

In-basket test

Back 781

A simulation exercise designed to assess organizational and problemsolving skills. (p.349)

Front 782

Incentive Plan

Back 782

A plan that is designed to provide employees with financial rewards for outstanding or above standard productivity or contribution. Examples of incentive plans include commissions, bonuses, piecework plans, and stock option plans.

Front 783

Incentive Retirement Plans

Back 783

Incentives that are offered to employees to encourage early retirement, often used during downsizing or restructuring. These plans include such things as the enhancement of retirement benefits to all eligible employees who voluntarily take an early retirement package.

Front 784

Incentive Work

Back 784

A system that involves linking the rate of an employees pay to the output of the units they produce.

Front 785

Incentives

Back 785

Tangible rewards that encourage or motivate action.

Front 786

incident

Back 786

an event or occurrence that had or could have had a negative impact on people, property, or processes (page 83)

Front 787

incipient stage

Back 787

a source of ignition and fuel come together (page 290)

Front 788

incivility

Back 788

rude or discourteous behaviour (page 197)

Front 789

Incremental validity

Back 789

The value in terms of increased validity of adding a particular predictor to an existing selection system. (p.475)

Front 790

Independent Contractor

Back 790

The use of a self–employed individual on contract to perform specialized tasks or functions, rather than using an in–house employee from the organization. The individual must comply with a number of laws in order to be deemed an independent contractor.

Front 791

Indirect compensation

Back 791

Comprises the many benefits supplied by employers

Front 792

Indirect Labour

Back 792

Labour used to support the production of a product or to provide a service, but not directly involved in producing the product or providing the service.

Front 793

Individual Evaluation

Back 793

An immediate form of evaluation that reviews the changes in on–the–job behaviour that takes place immediately follow ing training. This type of evaluation takes the form of questionnaires, interviews, and observation.

Front 794

Individual Incentive

Back 794

A compensation plan that is directly tied to an employee's individual performance. This type of compensation is used when the individual employee's productivity is both measurable and quantifiable.

Front 795

Individual Interview

Back 795

The use of a standard interview form by a trained job analyst to interview selected employees in order to gather data on their duties, frequency of performed tasks, duration of performance, the importance and difficulty of tasks, the level of supervision required, and the tools and equipment needed to perform tasks.

Front 796

individual/team merit grid

Back 796

A method for linking individual merit pay to both individual and team performance. (pg. 379)

Front 797

Individual-centered career planning

Back 797

Career planning that focuses on an individual’s responsibility for a career rather than on organizational needs.

Front 798

Industrial disease

Back 798

A disease resulting from exposure to a substance relating to a particular process, trade, or occupation in industry

Front 799

Industrial engineering

Back 799

The field of study concerned with analyzing work methods and establishing time standards

Front 800

Industrial Relations

Back 800

The relationship between a union and management that falls under the requirements or guidelines of the law, and their negotiated labour contract.

Front 801

Industrial unions

Back 801

Unions that represent all workers - skilled, semiskilled, and unskilled - employed long industry lines

Front 802

Informal training

Back 802

Training that occurs through interactions and feedback among employees.

Front 803

Informational interview

Back 803

An informal meeting with someone in an occupation that interests you

Front 804

initial dip

Back 804

A tendency for performance to decline during the initial stages of any change. (pg. 474)

Front 805

injury

Back 805

any trauma, physical or mental, direct or indirect, acute or chronic, experienced by a human being (page 90)

Front 806

Instructional objectives

Back 806

Desired outcomes of the training program

Front 807

instructional systems design (ISD) model of training

Back 807

a general model of the training process that incorporates needs analysis, training design and delivery, and training evaluation and that notes the interdependencies among the three major components of the training process (page 226)

Front 808

Instructor

Back 808

A group facilitator or teacher.

Front 809

Instructor Development

Back 809

Programs, either formal or informal, that are designed to improve an instructor's performance and potential.

Front 810

Instructor–based Training

Back 810

Training in which the instructor or facilitator, rather than the trainees, direct the learning.

Front 811

Intangible Reward

Back 811

A reward that does not have material value, for example public announcements for achievement, individual assignments, or honorary titles.

Front 812

Intangible rewards

Back 812

Elements of compensation that cannot be as easily measured or calculated.

Front 813

Integrated Human Resources Management System

Back 813

A database system that is designed to integrate all corporate human resources functions, in an effort to create a common language.

Front 814

Integrated Human Resources/Payroll System

Back 814

A computerized system that integrates both the human resources functions and payroll functions of an organization. This system allows for the elimination of duplication in the input and processing of the same information.

Front 815

Integrated Learning

Back 815

A strategy that involves teaching material on seven different levels of human intelligence, including: linguistic, logical, musical, spatial, kinesthetic, interpersonal and intrapersonal.

Front 816

Integrated Training

Back 816

The use of a variety of different modes of presentation and training tools to deliver media.

Front 817

Integrative Bargaining

Back 817

The process of bargaining in a problem–solving style, whereby both sides may be able to achieve gains.

Front 818

Intellectual Capital

Back 818

Everything that the people of an organization know that can be converted into value or formalized and leveraged to produce an asset. Essentially, intellectual capital refers to the knowledge assets of the organization.

Front 819

Intellectual Property Protection

Back 819

The use of copyrights, patents and trademarks to protect inventions, creative ideas and trade secrets from being copied or stolen.

Front 820

Intelligence Quotient

Back 820

The measure of cognitive ability to predict the ability to learn a job and to predict worker productivity.

Front 821

intensive technology

Back 821

Requires that each item or case be dealt with individually, depending on the specific nature of each case. (pg. 40)

Front 822

Interactional justice

Back 822

Perceived fairness about how a person interacts with others.

Front 823

Interest Arbitration

Back 823

The process of having a neutral third party establish the terms of a collective agreement.

Front 824

Interest Dispute

Back 824

A dispute that arises when the parties are attempting to negotiate a new contract or agreement.

Front 825

Interest-based bargaining (IBB)

Back 825

Problem-solving bargaining based on a win-win philosophy and the development of a positive long-term relationship

Front 826

Interests and values

Back 826

An individual’s likes and dislikes and the importance or priorities attached to those likes and dislikes. (p.212)

Front 827

intergrade differential percentage

Back 827

Calculated by dividing the intergrade differential (expressed in dollars) of each pay grade by the midpoint (in dollars) of the previous pay grade. (pg. 318)

Front 828

intergrade differentials

Back 828

The differences between the range midpoints of adjacent pay grades in a pay structure, expressed in dollars. (pg. 317)

Front 829

Internal customers

Back 829

Anyone inside the organization who depends on an employees' work output

Front 830

Internal labor market

Back 830

Labor market in which workers are hired into entry-level jobs and higher levels are filled from within

Front 831

Internal Recruitment

Back 831

Hiring from within an organization through the promotion or lateral movement of an existing employee.

Front 832

internal responsibility system (IRS)

Back 832

the system of shared responsibility for health and safety that is the basis for most Canadian OH&S legislation (page 13)

Front 833

International Corporation

Back 833

A domestic firm that uses its existing capabilities to move into overseas markets

Front 834

international justice

Back 834

the perceived fairness of interpersonal treatment (page 180)

Front 835

International Unions

Back 835

Unions that typically have their headquarters in the United States and have members in both the United States and Canada.

Front 836

Internet recruiting

Back 836

The use of the Internet to match candidates to jobs through electronic databases that store information on jobs and job candidates. (p.242)

Front 837

Internship programs

Back 837

Programs jointly sponsored by colleges, universities, and other organizations that offer students the opportunity to gain real-life experience while allowing them to find out how they will perform in work in organizations

Front 838

interquartile range

Back 838

A measure of pay dispersion across employers, calculated by dividing the difference between the 25th and 75th percentile values by the value of the 25th percentile. (pg. 340)

Front 839

Interrater Reliability

Back 839

An agreement among two or more raiders which measures a method's consistency

Front 840

Interview

Back 840

A direct, face–to–face meeting between individuals or groups, in order to gather data or information to make decisions, determine existing or potential problems, solicit opinions, or share information.

Front 841

Intranet

Back 841

A private, secure, corporate network that allows employees to access company databases and communicate with one another. These internal systems are strictly limited to authorized users.

Front 842

intrinsic motivation

Back 842

motivation based on one's interest and enjoyment (page 260)

Front 843

Intrinsic Motivator

Back 843

Positive feelings such as pride, sense of accomplishment, etc. that motivate an employee to perform their tasks or job well, and are not dependent upon external recognition.

Front 844

Intrinsic Reward

Back 844

A reward that is connected directly to an employee's achievement and .does not need to be formally recognized by others.

Front 845

intrinsic rewards

Back 845

Factors that satisfy higher-order human needs for self-esteem, achievement, growth, and development. (pg. 8)

Front 846

Involuntary Part–time Work

Back 846

Employees who are performing work on a part–time basis when they would rather be performing the work on a full–time basis.

Front 847

Islamaphobia

Back 847

Hatred or fear of Muslims.

Front 848

Job absence

Back 848

The failure of employees to report to work when their schedules require it, whether or not such failure to report is excused

Front 849

Job Aids

Back 849

Materials that provide employees with detailed instructions for performing certain technical tasks to assist with reducing the need for training, decreasing error rates, and eliminating worker dependence on trainers. Examples include: checklists, posters, and manuals.

Front 850

Job analysis

Back 850

The process of obtaining information about jobs by determining the duties, tasks, or activities of jobs

Front 851

job autonomy

Back 851

The degree of freedom workers have in deciding how to perform their jobs. (pg. 80)

Front 852

Job characteristics model

Back 852

a job design theory that purports that three psychological states (experiencing meaningfulness of the work performed, responsibility for the work outcomes, and knowledge of the results of the work performed) of a jobholder result in improved work performance, internal motivation, and lower absenteeism and turnover; 5 core job dimensions produce the three psychological states: skill variety, task identity, task significance, economy, and feedback

Front 853

Job Classification

Back 853

A job evaluation method that places all jobs within an organization into occupational groups and determines the various levels that exist within each group. Each level outlines the specific skills, experience, training, accountability, and responsibility standards that are required to perform the specific jobs. The jobs are then matched to the specific level based on those standards.

Front 854

Job classification system

Back 854

A system of job evaluation in which jobs are classified and grouped according to series of predetermined wage grades

Front 855

Job Codes

Back 855

A system, typically numeric, used to identify jobs tasks.

Front 856

Job Cost System

Back 856

The assignment of production costs in order to determine the cost of manufacturing or generating a specific product or service.

Front 857

Job description

Back 857

A statement of the tasks, duties, and responsibilities of a job to be performed

Front 858

Job design

Back 858

An outgrowth of job analysis that improves jobs through technological and human considerations to enhance organizational efficiency and employee job satisfaction

Front 859

Job Displacement

Back 859

The elimination of a job within a department or organization through termination, restructuring or transfer.

Front 860

Job duties

Back 860

Identify the important elements in a given job.

Front 861

Job Engineering

Back 861

A change made to the make–up of a job in order to make it more efficient or challenging, and to increase employee productivity. Also known as Job Redesign"."

Front 862

Job enlargement

Back 862

Broadening the scope of a job by expanding the number of different tasks to be performed.

Front 863

Job enrichment

Back 863

Enhancing a job by adding more meaningful tasks and duties to make the work more rewarding or satisfied; five factors are achievement, recognition, growth, responsibility, and performance of the whole job versus only parts of the job

Front 864

Job evaluation

Back 864

A systematic process of determining the relative worth of jobs to establish which jobs should be paid more than other jobs within an organization

Front 865

Job family

Back 865

A set of different, but related, jobs that rely on the same set of KSAOs. (p.113)

Front 866

Job family

Back 866

A group of individual jobs with similar characteristics

Front 867

job feedback

Back 867

The extent to which the job itself provides feedback on worker performance. (pg. 80)

Front 868

Job Grade

Back 868

A group of jobs that are of similar value and are placed together for comparable compensation purposes.

Front 869

Job knowledge

Back 869

Knowledgeable of issues and/or procedures deemed essential for successful job performance. (p.331)

Front 870

Job knowledge tests

Back 870

A type of achievement test that is designed to measure a person's level of understanding about a particular job, usually developed by government agencies and licensing boards

Front 871

Job performance

Back 871

Behaviour (the observable things people do) that is relevant to accomplishing the goals of an organization. (p.166)

Front 872

Job performance domain

Back 872

The set of job performance dimensions (i.e., behaviours) that is relevant to the goals of the organization, or the unit, in which a person works. (p.167)

Front 873

Job Profiling

Back 873

Defining job requirements based on job definitions and success factors that have been generated by supervisory personnel or subject experts.

Front 874

Job progressions

Back 874

The hierarchy of jobs a new employee might experience, ranging from a starting job two jobs that successfully require more knowledge and/or skill

Front 875

Job Ranking

Back 875

Ranking all of the jobs within a department or organization by a knowledgeab le person or group.

Front 876

Job ranking system

Back 876

The simplest and oldest system of job evaluation by which jobs are arrayed on the basis of their relative worth

Front 877

Job redesign

Back 877

Taking an existing job and changing it to improve it.

Front 878

Job Relatedness

Back 878

A requirement of an employer to show that an action, requirement or program is directly related to a job that an employee performs, and that the employee must therefore comply with the requirements.

Front 879

Job Sampling

Back 879

The process of providing job applicants with the opportunity to perform some of the tasks involved in the position they are applying for so that the recruiter or hiring manager can determine if the applicant and job fit.

Front 880

Job search

Back 880

The strategies, techniques, and practices an individual uses in looking for a job. (p.214)

Front 881

Job shadowing

Back 881

The process of observing an employee in his or her work environment to obtain a better understanding of what the employee does

Front 882

Job sharing

Back 882

The arrangement whereby two part-time employees perform a job that otherwise would be held by one full-time employee

Front 883

Job simulation

Back 883

An online, video-based job simulation that tests applicants’ competencies to do the job

Front 884

Job specification

Back 884

The knowledge, skills, abilities, and other attributes or competencies that are needed by a job incumbent to perform well on the job. (p.112)

Front 885

Job specification

Back 885

Statement of the needed knowledge, skills, and abilities of the person who is to perform the job

Front 886

job splitting

Back 886

flexible work arrangement in which two employees divide the responsibilities of a single position (page 359)

Front 887

Job Title

Back 887

The name or label given to a job position to distinguish it from the other positions within the organization or department.

Front 888

Job

Back 888

A group of related activities and duties

Front 889

job/task analysis

Back 889

a component of the training needs analysis process during which the jobs and specific job tasks that are in need of training are identified and studied (page 230)

Front 890

Job-specific competencies

Back 890

Characteristics that apply only to specific positions within the organization. Only those people in the position are expected to possess these competencies. (p.142)

Front 891

job-to-job method

Back 891

Establishes pay equity by comparing a female job class to a male class that is comparable in terms of job evaluation criteria. (pg. 278)

Front 892

Joint Labour/Management Committee

Back 892

A group consisting of both management and employees that is designed to improve work relationships, resolve disputes and to determine and implement solutions to problems.

Front 893

Judgmental composite

Back 893

An approach in which judgmental and statistical data are combined in a judgmental manner. (p.470)

Front 894

Jurisdictional Disputes

Back 894

A dispute that arises between two or more unions concerning the rights of their members to perform certain types of work.

Front 895

Just in time training

Back 895

Training delivered to trainees when and where they needed to do their jobs, usually via computer or the Internet

Front 896

just noticeable difference (JND)

Back 896

The amount of pay increase necessary to be considered significant by employees receiving the increase. (pg. 319)

Front 897

key job matching

Back 897

Including jobs on a compensation survey that are well understood and numerous in the labour market, and asking respondents to supply compensation information for those jobs. (pg. 335)

Front 898

kickback

Back 898

action of having a work piece suddenly thrown backward into the operator (page 102)

Front 899

Knowledge

Back 899

The facts, concepts, understandings and meanings that are required to support skills and provide inaividuals with the necessary information to carry out a variety of tasks and assignments.

Front 900

Knowledge management

Back 900

The way an organization identifies and leverages knowledge to be competitive.

Front 901

Knowledge structures

Back 901

Interviewers’ beliefs about the requirements of the job and the characteristics of applicants. (p.411)

Front 902

Knowledge Workers

Back 902

Workers whose responsibilities extend beyond the physical execution of work to include planning, decision-making, and problem solving

Front 903

Knowledge, Skills and Abilities

Back 903

The various knowledge, skills and abilities/attitudes that an individual is required to have in order for them to perform a specific job. Knowledge is defined as the concepts or facts that are required by the individual. Skills are defined as learned and measurable physical and mental behaviours that the individual is required to possess. Abilities are defined as the acquired physical or mental capabilities, and attitudes are the sentiments that one has towards other people, practices or ideas.

Front 904

KSAOs

Back 904

The knowledge, skills, abilities, and other attributes necessary for a new incumbent to do well on the job; also referred to as job, employment, or worker specifications. (p.116)

Front 905

Labor arbitrator

Back 905

The person assigned to interpret and decide disputes ('grievances') about the meaning, interpretation, and application of the collective agreement governing employees in a unionized workplace

Front 906

Labor force participation rate

Back 906

The percentage of the population working or seeking work.

Front 907

Labor force population

Back 907

All individuals who are available for selection if all possible recruitment strategies are used.

Front 908

Labor market

Back 908

The area from which employers obtain certain types of workers; can be local, regional, or national, depending on the job

Front 909

Labor markets

Back 909

The supply pool from which employers attract employees.

Front 910

Labor Relations process

Back 910

A logical sequence of four events: (1) workers desire collective representation; (2) the union begins its organizing campaign, which may lead to certification and recognition; (3) collective negotiations lead to a contract; and (4) the contract is administered

Front 911

Labour Costs

Back 911

The wage and salary expenses that are associated with a specific program or activity.

Front 912

Labour Demand

Back 912

This is a term used in Labour Economics that measures the amount of labour that is required by employers to produce goods and services.

Front 913

labour market constraints

Back 913

Constraints on compensation strategy flowing from the relative levels of demand and supply for particular occupational groups. (pg. 198)

Front 914

lag compensation-level strategy

Back 914

A compensation-level strategy based on paying below the average compensation level in a given labour market. (pg. 208)

Front 915

latency period

Back 915

the time between exposure to a cause and development of a disease (page 65)

Front 916

Layoffs

Back 916

Temporary or indefinite termination of employment, initiated by the employer without prejudice or loss of the employee's seniority, which results from an economic downturn, restructuring, decline in product demand, or other factors over which the worker has no control.

Front 917

lead compensation policy

Back 917

A compensation-level strategy based on paying above the average compensation level in a given labour market. (pg. 209)

Front 918

Leaderless group discussion

Back 918

A simulation exercise designed to assess leadership, organizational, and communication skills. (p.348)

Front 919

Leadership

Back 919

The act of leading, directing or motivating a group of employees to achieve a common goal or objective.

Front 920

Learner

Back 920

An individual who is involved in a learning situation where he or she acquires new skills, knowledge, attitudes, ideas and interests.

Front 921

Learner Management System

Back 921

The integration of software and courseware that is delivered through networked computers and that allows for the presentation of specific content, while providing tracking and reporting capabilities.

Front 922

Learning

Back 922

The process of acquiring new skills, knowledge, attitudes, ideas and interests that result in a change in behaviour through experience or practice. The change is not directly observable, but it is relatively permanent.

Front 923

Learning curve

Back 923

The measure in terms of either mistakes or successes plotted on a chart to track a person's training progress

Front 924

Learning management system (LMS)

Back 924

Online system that provides a variety of assessment, communication, teaching, and learning opportunities

Front 925

Learning Objective

Back 925

A statement that establishes a measurable outcome for that which is being taught or learned. The objective Is used to indicate how the learner's acquisition of skills and knowledge will be measured.

Front 926

Learning Organization

Back 926

An organization that teaches its employees meaningful solutions and how to use those solutions so that the organizat ion can continue to grow, develop, and remain successful. These organizations incorporate ideas from various sources and involve a variety of people in problem­ solving, information sharing, and celebrating success.

Front 927

Learning Outcome

Back 927

The principle of learning that outlines that a learner must understand that they will be required to do, under what conditions they will be required to perform, and the level or standard they will be required to achieve.

Front 928

Learning Style

Back 928

David Kolb's theory that discusses the way that an individual processes and absorbs information. Individual styles vary and are a combination of two learning modes. These include learning by doing, learning by thinking, learning by experience and learning by reflecting. The styles are known as divergent, convergent, assimilation, and accommodative.

Front 929

Learning System

Back 929

The integration of software and courseware that is delivered through networked computers and that allows for the presentation of specific content, while providing tracking and reporting capabilities.

Front 930

Learning Theories

Back 930

Theories that discuss various concepts related to stages of learning, or learning motivation such as Anderson's Adaptive Character of Thought (ACT), adult learning theory, conditioning theory, and social learning theory.

Front 931

leniency effect

Back 931

The tendency of many appraisers to provide unduly high performance appraisals. (pg. 357)

Front 932

Leniency error

Back 932

Occurs when ratings of all employees fall at the high end of the scale.

Front 933

Leniency or strictness error

Back 933

A performance rating error in which the appraiser tends to give employees either unusually high or unusually low ratings

Front 934

Less structured interview

Back 934

An interview in which the applicant plays a larger role in determining the course the discussion will take

Front 935

leverage selling

Back 935

Selling new products to existing customers. (pg. 156)

Front 936

Life plateau

Back 936

Is more profound and may feel like a midlife crisis; generally individuals have allowed work or some other major factor to become the most significant aspect of their lives and they experience a loss of identity and self-esteem when they're no longer advancing in their careers

Front 937

light duty work

Back 937

workplace accommodation where workers return to a job that is less demanding than their previous job (page 340)

Front 938

Line Managers

Back 938

Non- HR managers who are responsible for overseeing the work of other employees

Front 939

lnsourcing

Back 939

The practice of administrating benefit plans internally within the organization, rather than using a third party.

Front 940

localization approach to expatriate pay

Back 940

Approach to designing expatriate compensation that entails paying expatriate employees the same compensation as local nationals in equivalent positions. (pg. 230)

Front 941

Localization

Back 941

Adapting pay and other compensation benefits to match that of a particular country

Front 942

Lockout

Back 942

A bargaining strategy in which the employer denies employees the opportunity to work by closing its operations

Front 943

Long-distance interviews

Back 943

Interviews conducted over a long distance, including telephone interviews, videoconference interviews, Internet interviews, or computerized interviews, which serve as alternatives to face-to-face interviews. (p.440)

Front 944

long-linked technology

Back 944

Divides the total task of producing a product or service into a series of small sequential steps performed by different employees. (pg. 40)

Front 945

Long–Term Disability

Back 945

A disability caused by non–work related accident or injury and that renders an employee unable to perform the duties and tasks associated with their job. An employee would generally exhaust any short–term disability benefits prior to being eligible for long–term disability benefits.

Front 946

Long–term Incentive

Back 946

An incentive plan that rewards employees, typically executives, for organization performance over a period of longer than one year.

Front 947

long-term incentives (LTIs)

Back 947

A type of performance pay in which the incentives are tied to an organization performance horizon that ranges beyond one year, often three to five years. (pg. 182)

Front 948

loss of functional capacity

Back 948

limit of ability or dexterity depending on the seriousness of an injury (page 62)

Front 949

lost-time injuries

Back 949

a workplace injury that results in the employee missing time from work (page 240)

Front 950

lost-time injury

Back 950

a workplace injury that results in the employee missing time from work (page 4)

Front 951

low-cost business strategy

Back 951

A business strategy that depends on providing low-cost products or services to a broad range of customers. (pg. 39)

Front 952

Low-Cost Strategy

Back 952

Keeping your costs low enough so that you can offer an attractive price to customers, relative to competitors

Front 953

Loyalty

Back 953

Being faithful to an institution or employer.

Front 954

lump sum approach to expatriate pay

Back 954

Approach to designing expatriate compensation in which various allowance amounts are paid directly in home-country currency. (pg. 230)

Front 955

Lump Sum Merit

Back 955

An incentive plan that rewards an employee with a one–time payment, but does not increase his or her base salary.

Front 956

Lump-sum increase (LSI)

Back 956

One-time payment of all or part of a yearly pay increase.

Front 957

Lump-sum merit program

Back 957

A program under which employees receive a year-end merit payment, which is not added to their base pay

Front 958

machine guarding

Back 958

protection for workers from the hazards and energies created by moving machinery (page 101)

Front 959

maintenance selling

Back 959

Selling established products to existing customers. (pg. 155)

Front 960

Make or Buy

Back 960

Decision about whether an organization should develop the capabilities in-house or contract externally

Front 961

Make-or-buy

Back 961

Develop competitive Human Resources or hire individuals who are already developed from somewhere else.

Front 962

Managed care

Back 962

Approaches that monitor and reduce medical costs through restrictions and market system alternatives.

Front 963

Management

Back 963

The process of planning, controlling, solving problems and allocating resources in order to make the most of the organization's potential.

Front 964

Management by Exception

Back 964

A management style in which deviations to the outlined plan are identified on a regular basis and acted upon, rather than details being reviewed on a monitoring basis.

Front 965

management by exception (active)

Back 965

a form of active transactional leadership in which leaders monitor workers' actions and step in with corrective action when needed to prevent serious problems from occurring (page 265)

Front 966

Management by Objectives

Back 966

The process of improving an organization by setting goals and designing and implementing courses of action in order to attain those goals.

Front 967

Management by objectives (MBO)

Back 967

A philosophy of management that rates performance on the basis of employee achievement of goals set by mutual agreement of employee and manager

Front 968

Management Development

Back 968

Programs designed to assist managers and potential managers to become more effective and efficient in their positions. The programs allow managers to acquire the skills and knowledge to become leaders, to handle group dynamics, to learn the foundations of strategic planning, to understand motivational theories, and to build coaching techniques. The development programs can take many forms, such as workshops, seminars, formal training programs, role–playing and simulations.

Front 969

Management Forecast

Back 969

Opinions (judgments) of supervisors, department managers, experts, or others knowledgeable about the organizations future employment needs

Front 970

Management mentoring

Back 970

A relationship in which experienced managers aid individuals in the earlier stages of their careers.

Front 971

Management rights

Back 971

Rights reserved so that the employer can manage, direct, and control its business.

Front 972

Management rights

Back 972

Decisions regarding organizational operations over which management claims exclusive rights

Front 973

Management Style

Back 973

The way a manager approaches his or her job. This can take many different forms, ranging from formal to informal, from democratic to authoritarian.

Front 974

Manager

Back 974

An individual who performs a leadership role within an organization or within a department of the organization. The role typically involves organizing, directing and controlling the subordinates who perform work for the organization. A manager's main functions are to control, plan, solve problems and allocate resources within their designated area of responsibility.

Front 975

Manager and/or supervisor appraisal

Back 975

A performance appraisal done by an employee's manager and often reviewed by a manager one level higher

Front 976

managerial strategy

Back 976

One of three main patterns or combinations of structural variables that can be adopted by an organizationnamely, classical, human relations, or high involvement. (pg. 26)

Front 977

Managing Diversity

Back 977

Developing and maintaining programs that embrace individuals from all religious, racial, ethnic, and cultural backgrounds and develop their skills and abilities in order to achieve a more productive work environment.

Front 978

Mandatory Arbitration

Back 978

Also referred to as Compulsory Arbitration". The legal requirement to use a neutral third party to settle disputes between certain groups who are not permitted to strike due to the nature of their jobs (e.g..police)."

Front 979

mandatory benefits

Back 979

Government-provided employee benefits, such as pensions and employment insurance, to which employers must contribute on behalf of their employees. (pg. 424)

Front 980

Mandatory issues

Back 980

Collective bargaining issues identified specifically by labor laws or court decisions as subject to bargaining.

Front 981

Marginal job functions

Back 981

Duties that are part of a job but are incidental or ancillary to the purpose and nature of the job.

Front 982

Market banding

Back 982

Grouping jobs into pay grades based on similar market survey amounts.

Front 983

market comparator firms

Back 983

Firms selected as comparators when constructing a sample of market data. (pg. 332)

Front 984

market comparator job

Back 984

A job in the market data that matches a benchmark job within the firm's job evaluation system. (pg. 300)

Front 985

Markov Analysis

Back 985

A method for tracking the pattern of employee movements through various jobs

Front 986

Maslow's hierarchy of needs

Back 986

A content theory of motivation that groups human needs into five main levels and states that humans seek to satisfy the lowest order needs before satisfying higher order needs. (pg. 77)

Front 987

mass/large batch technology

Back 987

Manufacturing technology that produces large amounts of single items in a standardized way. (pg. 41)

Front 988

Massed practice

Back 988

Practice performed all at once.

Front 989

match compensation policy

Back 989

A compensation-level strategy based on paying at average compensation levels in a given labour market. (pg. 210)

Front 990

Material Safety Data Sheets

Back 990

A regulated requirement under the Workplace Hazardous Materials Information System (WHMIS) legislation. Material Safety Data Sheets provide detailed information on the handling and storage of products regulated under WHMIS legislation, as well as any first aid or emergency procedures in the event of a spill or contamination.

Front 991

Maturity Curves

Back 991

A method of incentive that predeterm ines an employee's annual salary and increases based on performance and experience. An individual with higher performance will see his or her salary increase more rapidly than an individual with a lower level of performance.

Front 992

mean or simple average

Back 992

A measure of central tendency of a set of values derived by summing the values and dividing by the number of values. (pg. 339)

Front 993

median

Back 993

The middle value in an ordered list of values. (pg. 339)

Front 994

mediating technology

Back 994

Uses standardized transactions to connect parties wishing a mutually beneficial relationship. (pg. 40)

Front 995

Mediation

Back 995

The use of an impartial third-party neutral to reach a compromise decision in employment dispute

Front 996

Mediation–Arbitration

Back 996

The process that allows parties involved in a dispute to agree to mediation, with the stipulation that should they be unable to negotiate a mutually acceptable solution, the mediator will become an arbitrator for any remaining issues.

Front 997

Mediator

Back 997

A third-party in an employment dispute who meets with one party and then the other to suggest compromise solutions or to recommend concessions from each side that will lead to an agreement

Front 998

membership behaviour

Back 998

Occurs when employees decide to join and remain with a firm. (pg. 59)

Front 999

Mental Illness

Back 999

Mental, behavioural or emotional disorders that interfere or cause a disturbance in an individual's way of thinking, feeling or coping with the major activities within their lives.

Front 1000

Mentoring

Back 1000

A form of on–the–job training whereby a more experienced employee acts as a role model or advisor for a less experienced employee. Mentors and mentees are not direct ly linked with each other's work or personal lives.

Front 1001

Mentors

Back 1001

Individuals who coach, advise, and encourage individuals of lesser rank

Front 1002

Merger

Back 1002

The union or consolidation under one owner of two or more commercial interests or corporations. Mergers often take place to improve profitability, financial status or market share.

Front 1003

merit bonus

Back 1003

A cash payment, provided to recognize good employee performance, that does not increase base pay. (pg. 158)

Front 1004

Merit guidelines

Back 1004

Guidelines for awarding merit raises that are tied to performance objectives

Front 1005

Merit Pay

Back 1005

Compensation increases that are based on outstanding job performance. The increase is based solely on how well an employee performs, and should never be linked to increases in the cost of living or to economic conditions.

Front 1006

merit pay grid/merit pay matrix

Back 1006

A tool for allocating merit raises, based on the performance level of the employee and the pay range quartile in which they fall. (pg. 372)

Front 1007

merit raise

Back 1007

An increase to an employee's base pay in recognition of good job performance. (pg. 156)

Front 1008

Merit raise

Back 1008

A merit pay program that links an increase in base pay to how successfully an employee performs his or her job

Front 1009

Merit Rating

Back 1009

Systematic performance ratings and appraisals that are used as a basis or foundation for incentive 'plans, such as pay–for–performance.

Front 1010

Merrick Multiple Piece Rate System

Back 1010

A multiple piece rate incentive plan is designed to reward efficient workers and penalize inefficient workers. The rates separate the workers into three groups: beginners, average workers and superior workers.

Front 1011

Minimum qualifications (MQ)

Back 1011

Knowledge, skills, abilities, experiences, and other attributes and competencies deemed necessary for minimally acceptable performance in one or more positions; designed for making the “first cut” in screening job applicants, and sometimes referred to as selection criteria. (p.265)

Front 1012

Minimum Wage

Back 1012

A minimum wage level that employers are required to pay their employees and that is established by provincial, territorial, or state law.

Front 1013

Misses

Back 1013

Inaccurate predictions

Front 1014

Mission Statement

Back 1014

An organization's declaration of its vision, principles, objectives, purpose and direction, and which identifies its products, services, customers and market strengths.

Front 1015

Mission

Back 1015

The basic purpose of the organization as well as its scope of operations

Front 1016

Mixed-standard scale method

Back 1016

A trait approach to performance appraisal similar to other scale methods but based on comparison with (better than, equal to, or worse than) a standard

Front 1017

mobbing

Back 1017

a term used mainly in Europe to refer to bullying (page 197)

Front 1018

Mobile recruiting

Back 1018

The process of recruiting candidates via their mobile devices

Front 1019

moderator

Back 1019

a variable that changes the relationship between two other variables (page 173)

Front 1020

Monitoring

Back 1020

Visiting a training session or class to observe the instructor and students in an effort to validate teaching approaches, rate the effectiveness and performance of the instructors, and improve the overall learning environment.

Front 1021

Monocultural

Back 1021

A cultural environment that consists mainly of the same aesthetic, religious, behavioural, or moral beliefs and practices.

Front 1022

Moonlighting

Back 1022

Working at another job, while still holding a full–time position. The secondary job often occurs in the evenings.

Front 1023

Morale

Back 1023

The attitudes and spirits of employees displayed while they carry out their assigned tasks.

Front 1024

Multicultural society

Back 1024

A society that consists of a diverse range of cultural backgrounds including religious beliefs, racial groups, customs, and practices.

Front 1025

Multi-mini interviews

Back 1025

A version of the speed interview where applicants participate in a circuit of 12 eight-minute interviews with 12 different interviewers at 12 different interview stations. (p.442)

Front 1026

Multinationa lcorporation (MNC)

Back 1026

A corporation that has facilities and other assets in at least one country other than its home country.

Front 1027

Multinational Corporation (MNC)

Back 1027

A firm with independent business units operating in multiple countries

Front 1028

Multiple cut-off model

Back 1028

A selection decision model that requires an applicant to achieve a minimum level of proficiency on all selection dimensions

Front 1029

Multiple hurdle model

Back 1029

A sequential strategy in which only the applicants with the highest scores at an initial test stage to go on to subsequence stages

Front 1030

Mutual Learning

Back 1030

A learning approach that involves face–to–face sharing of success and failures, training materials, and business information shared by managers of several corporations in an effort to improve productivity.

Front 1031

Myers–Briggs Type Indicator {MBTI)

Back 1031

Myers–Briggs is a simple personality test that consists of 93 multiple–choice questions. The results of the Myers–Briggs test are four letters with two possibilities for each: (l/E)(N/S)(T/F)(P/J ). The letters stand for the following: lntroverted/Extraverted; Intuitive/Sensing; Thinking/Feeling; Perceiving/Judgi ng.

Front 1032

Nearshoring

Back 1032

The process of moving jobs closer to one's home country

Front 1033

necrosis

Back 1033

death or decay of tissue (page 125)

Front 1034

need salience

Back 1034

The degree of urgency an individual attaches to the satisfaction of a particular need. (pg. 80)

Front 1035

Needs

Back 1035

Requirements, desires, essentials and objects that people lack, want, or long for. Needs take on three different forms: physiological needs (food, water, etc.), security needs (physical and psychological safety) and psychological needs (acceptance, belonging, etc).

Front 1036

Needs Assessment

Back 1036

The process of determining the training and development needs and programs which are required in an organization, or for the employees within an organization to make the organization more effective and efficient.

Front 1037

Needs Inventory

Back 1037

A tool that outlines the skills and abilities of a specific group of employees and requires those employees to rate how those skills and abilities apply to themselves and their direct reports. The ratings are then tallied and the results are used to determine the importance of each of the skills and abilities.

Front 1038

negative affectivity

Back 1038

a dispositional dimension reflecting persistent individual differences in the experience of negative emotion (page 174)

Front 1039

Negative Transfer

Back 1039

Related to the concept of ''Transfer of Training. Negative transfer indicates that post–training performance has decreased from what it was prior to the training taking place."

Front 1040

Negligent hiring

Back 1040

Occurs when an employer fails to check an employee’s background and the employee injures someone on the job.

Front 1041

Negligent retention

Back 1041

Occurs when an employer becomes aware that an employee may be unfit for work but continues to employ the person, and the person injures someone.

Front 1042

Negotiation

Back 1042

The process whereby the parties involved in a dispute try to resolve their differences and come to an agreement through the use discussion and interaction, without the use of any third party.

Front 1043

negotiation approach to expatriate pay

Back 1043

Approach to designing expatriate compensation that entails negotiation between employer and employee to create a mutually acceptable compensation package. (pg. 230)

Front 1044

Nepotism

Back 1044

Preference for hiring relatives of current employees

Front 1045

net earnings

Back 1045

salary after mandatory deductions (income tax, Canada Pension, and Employment Insurance) (page 59)

Front 1046

Network–based Training

Back 1046

An interactive learning system that allows individuals from decentralized locations to participate in training virtually, through the use of network computers.

Front 1047

Networking

Back 1047

Expanding one's resources or connections through interacting with a large group of professionals who can provide new or additional information, assistance, advice, guidance, contacts and referrals that will be useful and beneficial.

Front 1048

New Age Training

Back 1048

Training that is designed to increase motivation and productivity by having employees bare their souls during discussion sessions and interactive exercises. The focus of new age training is to build 'better people', through focusing on the participants' resources and potential, rather than teaching the participants job–related skills. Some examples of new age training are: blind–trust falls, adventure learning, relaxation exercises and group hugging.

Front 1049

new market selling

Back 1049

Selling new products to new customers. (pg. 156)

Front 1050

No-fault insurance

Back 1050

Injured workers receive benefits even if the accident was their fault.

Front 1051

Non–binding Arbitration

Back 1051

A process similar to binding arbitration except that the arbitrator's decision is advisory rather than binding. The parties will often agree in advance to use the advisory decision as a tool for resolving their negotiation disputes.

Front 1052

noncash employee recognition program

Back 1052

A program that provides noncash rewards to employees in recognition of employee accomplishments or actions that are valued by the organization. (pg. 90)

Front 1053

Non–compete Agreement

Back 1053

A contract between an employee and an employer that specifies that the employee will not compete with the employer throughout the employment relationship or tor a specific amount of time following the termination of the employment relationship.

Front 1054

Noncompete agreements

Back 1054

Agreements that prohibit individuals who leave an organization from working with an employer in the same line of business for a specified period of time.

Front 1055

Non–contributory Benefits Plan

Back 1055

A pension plan tor which the employer is the sole contributor.

Front 1056

Non-contributory plan

Back 1056

A pension plan in which contributions are made solely by the employer

Front 1057

Nondirective interview

Back 1057

Interview that uses questions developed from the answers to previous questions.

Front 1058

Non–directive Interview

Back 1058

A method of interviewing that allows the interviewee to lead and discuss the topics of interest or concern for them, rather than the interviewer leading the discussion. This type of interviewing is used, for example, in exit or termination interviews, outplacement interviews, and screening and selection interviews.

Front 1059

Nondirective interview

Back 1059

An interview in which the applicant is allowed the maximum amount of freedom in determining the course of the discussion, while the interviewer carefully refrains from influencing the applicant’s remarks

Front 1060

Non–economic Rewards

Back 1060

Rewards that are non–monetary in value and are usually provided to individuals who have achieved a certain level of success in an organization. These types of rewards include such things as reserved parking spaces, large offices, special privileges or accommodations.

Front 1061

Nonexempt employees

Back 1061

Employees who must be paid overtime.

Front 1062

Non-financial compensation

Back 1062

Includes employee recognition programs, rewarding jobs, organizational support, work environment, and flexible work hours to accommodate personal needs

Front 1063

Non–financial Rewards

Back 1063

Rewards that are based on an employee's achievement or service. These types of rewards include such things as flexible working schedules, plaques, pins, scrolls, attendance certificates, and training diplomas.

Front 1064

nonroutine technology

Back 1064

Many exceptions are inherent in the production process, and there is no standardized way to deal with these exceptions. (pg. 41)

Front 1065

Non–scheduled Interview

Back 1065

An interview method in which no prepared schedule is created or made available. The interviewer is instructed about the type of information to acquire during the interview, and is permitted to change the wording and succession of questions.

Front 1066

Non–standard Interview

Back 1066

An interview method in which the interviewer makes no attempt to lead the conversation or to acquire the same or similar information from each of the interviewees. The interviewer's role is simply to listen and occasionally make comments that are designed to encourage conversation about subjects of interest for the interviewee.

Front 1067

normal incidents

Back 1067

the theory that incidents are expected outcomes of interactive complexities (page 324)

Front 1068

Norms

Back 1068

The establishment of rules of behaviour or standards of conduct.

Front 1069

Notice

Back 1069

The forewarning that an employer provides to an employee that outlines the possible consequences of his or her conduct, or the notice of their termination of employment.

Front 1070

Objective

Back 1070

A specific qualitative or quantitative goal that an employee must meet within a certain timeframe. Objectives should be reasonable, attainable, measurable, and should support and be linked to the overall goals and objectives of the department and organization.

Front 1071

Objective performance measures

Back 1071

Production, sales, and personnel data used in assessing individual job performance. (p.189)

Front 1072

Observation

Back 1072

The process of monitoring activities and tasks to identify problems, evaluate process and assess performance.

Front 1073

Observation Interview

Back 1073

An interview method that combines an in–depth verbal interview with interviewer observation of the individual while he or she performs various job tasks within the work environment.

Front 1074

Observational Learning

Back 1074

The process of learning whereby the learner observes a specific procedure or task that is demonstrated or carried out by another individual.

Front 1075

Occupation

Back 1075

An individual's principal profession or employment.

Front 1076

Occupational Analysis

Back 1076

The process of identifying the contents of occupations in order to determine job classifications and different levels of remuneration.

Front 1077

Occupational Disability

Back 1077

A worker's inability to perform his or her usual job due to the occurrence of a workplace accident or injury. The worker is generally entitled to worker's compensation due to such an accident or Injury.

Front 1078

Occupational Disease

Back 1078

A disease that is contracted by a worker during or due to the work that he or she has performed. The worker is generally entitled to worker's compensation due to such a disease.

Front 1079

Occupational Field

Back 1079

Jobs that are within the same profession type and are linked either logically or through their skills make–up.

Front 1080

Occupational Health and Safety

Back 1080

The legal requirement of an employer to provide their employees with a safe and healthy working environment safe from hazardous conditions. Employers are required to inform their employees of their programs and procedures, to inspect and make improvements to their standards, and to document all instances of workplace injuries and occupational illnesses.

Front 1081

occupational health and safety (OH&S)

Back 1081

the identification, evaluation, and control of hazards associated with the work environment (page 5)

Front 1082

Occupational Health and Safety Management System (OHSMS)

Back 1082

part of the overall management of the organization that addresses OH&S hazards and risks associated with its activities (page 267)

Front 1083

Occupational illness

Back 1083

Any abnormal condition or disorder, other than one resulting from an occupational injury, caused by exposure to environmental factors associated with employment

Front 1084

Occupational injury

Back 1084

Any cut, fracture, sprain, or amputation resulting from a workplace accident or from an exposure involving an accident in the work environment

Front 1085

Occupational Orientation

Back 1085

A person's tendency to gravitate towards a certain career field or choice due to their interests, personality, values and motives.

Front 1086

Off–duty Hours

Back 1086

Employees' free or personal time when they are not restricted by their job duties.

Front 1087

Office Skills Training

Back 1087

Training programs that are designed to provide administrative support staff with the skills they require to perform their jobs or to upgrade their existing skills.

Front 1088

Offshoring

Back 1088

The business practice of sending jobs to other countries

Front 1089

Old Boys Network

Back 1089

An expression that describes an exclusive informal 'club' that often consists of white, Anglo­ Saxon, Protestant business males who' have achieved success and power within the corporate world. Minorities and women are excluded from obtaining 'membership' to the group.

Front 1090

Ombuds

Back 1090

Individuals outside the normal chain of command who act as problem solvers for both management and employees.

Front 1091

Ombudsperson

Back 1091

An individual who fulfills a dispute resolution role in an organization, as well as various roles such as investigating complaints, preventing disputes, and facilitating dispute resolution.

Front 1092

Ombudsperson

Back 1092

A designated individual from whom employees may seek council for resolution of their complaints

Front 1093

Onboarding

Back 1093

The process of systematically socializing new employees to help them go 'on board' with an organization

Front 1094

On–call Time

Back 1094

Off–duty hours when an employee is required to be available, either by being on the work premises or close to the work premises, should an emergency or pressing matter arise that requires immediate attention. The employee is essentially unable to utilize this time for personal purposes. Employees must be compensated for the time that they are required to be available.

Front 1095

One–on–One Training

Back 1095

Training that is provided to an employee by an experienced and thorough coach or supervisor through demonstration, explanation, practice, feedback or follow–up.

Front 1096

On–site Services

Back 1096

Services that are provided to employees at their workplace to reduce the amount of time employees take off from their jobs and to increa$e employee productivity. Examples of these types of services are: dry cleaning, banking services, massage therapy, take–home meals, oil changes, and hair salons.

Front 1097

On-the-job training

Back 1097

The most common training because it is flexible and relevant.

Front 1098

On–the–Job Training

Back 1098

Training that is provided to an employee in the workplace by a co–worker or supervisor through demonstration, explanation, practice and feedback, or the use of EPSS, and job aids.

Front 1099

On-the-job training (OJT)

Back 1099

A method by which employees are given hands-on experience with instructions from their supervisor or other trainer

Front 1100

Open enrollment

Back 1100

A time when employees can change their participation level in various benefit plans and switch between benefit options.

Front 1101

Open Enrolment Period

Back 1101

The period of time where an employee can sign up for or change his or her benefits choices.

Front 1102

Open–book Management

Back 1102

The practice of providing and teaching employees about the organization's financial practices and status so that they are aware of and understand how their jobs impact the bottom line.

Front 1103

Open–collar Worker

Back 1103

A worker who telecommutes or works from home and is not required to enter the corporate office or job site on a daily basis. These individuals are not required to 'dress for success'.

Front 1104

Open-door policy

Back 1104

A policy in which anyone with a complaint can talk with a manager, an HR representative, or an executive.

Front 1105

Open-door policy

Back 1105

A policy of settling grievances that identifies various levels of management above the immediate supervisor for employee contact

Front 1106

Opportunity Cost

Back 1106

The price of one choice in relation to the price of another choice.

Front 1107

optimal reward system

Back 1107

The reward system that adds the most value to the organization, after considering all its costs. (pg. 11)

Front 1108

Oral Reprimand

Back 1108

A disciplinary talk that takes place between an employee and his or her manager when the employee has violated a workplace rule or procedure. The talk is focused on the job behaviour and is delivered in a private, clear and constructive manner. Also referred to as a Verbal Warning"."

Front 1109

Organization analysis

Back 1109

Examination of the environment, strategies, and resources of the organization to determine where training emphasis should be placed

Front 1110

Organization Design

Back 1110

The structure or make–up of an organization and the various levels, relationships, functions and processes that go into the structure.

Front 1111

organization structure

Back 1111

The means through which an organization generates the behaviours necessary to execute its business strategy. (pg. 24)

Front 1112

Organization Survey

Back 1112

Surveys that are designed to examine and analyze an organization's structure to ensure that it is consistent with the communicated operational requirements. The surveys are made up of seven steps: planning, data collection, data interpretation, solution development, recommendations, installation, follow–up and evaluation.

Front 1113

Organizational Behaviour

Back 1113

The behavioural and social sciences theories and principles that apply to the individuals in the workforce or workplace .

Front 1114

Organizational Capability

Back 1114

The capacity of the organization to act and change in pursuit of sustainable competitive advantage

Front 1115

Organizational Chart

Back 1115

A diagram that outlines the hierarchal structure of an organization or department. The chart . clearly outlines the various levels, reporting relationships, functions and responsibilities that exist within the organization.

Front 1116

organizational citizenship behaviour

Back 1116

Occurs when employees voluntarily undertake special behaviours beneficial to the organization. (pg. 60)

Front 1117

Organizational Climate Survey

Back 1117

The process of gathering information about the organization to determine the climate and culture that exits among the organization's employees. The surveys are designed to provide management with information on how employees feel about their work environment, wages, benefits, supervisory practices, and training programs.

Front 1118

Organizational Development

Back 1118

Understanding, analyzing and re–designing organizat ions in an effort to make them more effective and more efficient.

Front 1119

Organizational Evaluation

Back 1119

Assessing organizational change in areas such as customer relations, employee communication, job satisfaction, motivation and teamwork through the use of observation, interviews, ratings, and feedback.

Front 1120

Organizational fit

Back 1120

Applicants’ overall suitability for the organization and its culture. (p.465)

Front 1121

organizational identification

Back 1121

A sense of shared goals and belongingness, and the desire to remain a member of the organization. (pg. 60)

Front 1122

Organizational mission

Back 1122

The core reason for the existence of the organization and what makes it unique.

Front 1123

Organizational Politics

Back 1123

Includes a firm's culture, orientation of its managers, history, current competitive conditions

Front 1124

Organizational Transformation

Back 1124

A training approach that is designed to involve all employees in an organization's change movement. The change movement involves revamping or restructuring an organization's culture, values, process, productivity and results.

Front 1125

Organization-centered career planning

Back 1125

Career planning that focuses on identifying career paths that provide for the logical progression of people between jobs in an organization.

Front 1126

organizations

Back 1126

Systems that apply procedures to a set of resources to transform inputs into valued outputs. (pg. 23)

Front 1127

Orientation

Back 1127

Planned introduction of new employees to their jobs, coworkers, and the organization.

Front 1128

Orientation

Back 1128

The formal process of familiarizing new employees with the organization, their jobs, and their work units

Front 1129

Outdoor Experimental Training

Back 1129

The use of physical activity based training methods to develop and foster teamwork. Activities such as wilderness retreats and obstacle courses are common examples.

Front 1130

Outplacement Programs

Back 1130

The process of facilitating a terminated employee's job search by providing professional services such as counselling. These services are paid for by the employee's former employer.

Front 1131

Outplacement services

Back 1131

Services provided by organizations to help terminated employees find a new job

Front 1132

Outreach recruiting

Back 1132

A recruitment practice where the employing organization makes a determined and persistent effort to make potential job applicants, including designated group members, aware of available positions within the employing organization. (p.98)

Front 1133

Outsourcing

Back 1133

Contracting out work that was formerly done by employees

Front 1134

overexertion injuries

Back 1134

injuries resulting from excessive physical effort, repetitive motions, and, possibly, awkward working positions (page 90)

Front 1135

Overhead Costs

Back 1135

The costs or expenses that a firm must pay just to remain in operation, regardless of production.

Front 1136

Over–learni ng

Back 1136

Learning that becomes fixed or ingrained in an employee due to repetition of a fact or continuous practice of a skill. Even though the employee may not necessarily use what has been learned, he or she will retain and automatically re;call it, even during periods of high stress .

Front 1137

overt traumatic injuries

Back 1137

injuries resulting from coming into contact with an energy source (page 90)

Front 1138

Overtime

Back 1138

Work that occurs beyond the normal established working hours or that requires a premium to be paid to the employees.

Front 1139

Paid Leave Bank

Back 1139

An accumulation of earned sick days, vacation days, or personal leave days that an employee can take at a later time. The purpose of the bank is to reduce employee absenteeism.

Front 1140

Paid Time Off

Back 1140

Vacation, sick or personal days that an employee is permitted to take off from work and still receive compensation from his or her employer.

Front 1141

Paid-time-off (PTO) plan

Back 1141

Plan that combines all sick leave, vacation time, and holidays into a total number of hours or days that employees can take off with pay.

Front 1142

Panel interview

Back 1142

An interview in which a board of interviewers questions and observes a single candidate

Front 1143

Parental Leave

Back 1143

The period of ti'me that a man or woman takes off after the birth or adoption of a child.

Front 1144

Partners and Complementary Skills

Back 1144

Individuals having skills that are unique but frequently are not directly related to the company’s core strategy (lawyer, accountant)

Front 1145

Part–time Employees

Back 1145

Employees who work less than standard full–time hours for an organization. Full–time hours may be 35, 37.5 or 40 hours per week.

Front 1146

Passive job seekers

Back 1146

People who are not looking for jobs but could be persuaded to take new ones given the right opportunity

Front 1147

Pay Adjustments

Back 1147

The increases or decreases that take place in an employee's salary or hourly rate of pay. The changes can occur for many reasons, including economic influences, corporate restructuring, promotions, or union demands.

Front 1148

Pay compression

Back 1148

Occurs when the pay differences among individuals with different levels of experience and performance become small.

Front 1149

Pay equity

Back 1149

Equal pay for work of equal value

Front 1150

Pay for Performance

Back 1150

The practice of paying employees based on their productivity levels, sales levels, or on profitability. In typical structures , employees receive a reduced base wage with additional bonus payments as their targets are met.

Front 1151

Pay for Performance Practice

Back 1151

Basing employees pay on their achievements

Front 1152

pay for time not worked

Back 1152

An employee benefit that covers a wide array of different types of employee absences from work. (pg. 432)

Front 1153

pay grade

Back 1153

A grouping of jobs of similar value to the organization, typically grouped by point totals. (pg. 312)

Front 1154

Pay grades

Back 1154

Groups of jobs within a particular class that are paid the same rate

Front 1155

pay policy line

Back 1155

The intended pay policy for the organization, generated by adjusting the market line for the intended pay level strategy of the organization. (pg. 300)

Front 1156

pay range

Back 1156

The minimum and maximum pay rates (in dollars) for jobs in a particular pay grade. (pg. 313)

Front 1157

Pay Steps

Back 1157

The various levels that are included in a pay range. The levels are generally determined by evaluating the education, job skills and performance required for each job.

Front 1158

Pay Structure

Back 1158

The various pay grades or bands that comprise a compensation structure within an organization.

Front 1159

Pay survey

Back 1159

Collection of data on compensation rates for workers performing similar jobs in other organizations.

Front 1160

pay-for-knowledge system (PKS)

Back 1160

Establishing base pay according to the total value of the skills and competencies an employee has acquired. (pg. 120)

Front 1161

Pay-for-performance philosophy

Back 1161

Assumes that compensation changes reflect performance differences.

Front 1162

Peer Appraisal

Back 1162

Performance appraisals that are completed by an employee's co–workers or peers. The appraisal is based on observed performance and is generally reciprocated by the employee who is being evaluated.

Front 1163

Peer Coaching

Back 1163

Pairing two or more employees in an effort to generate partnerships within the work environment and to allow for effective teamwork and increased production.

Front 1164

Peer ranking

Back 1164

A system whereby employees in a workgroup are ranked against one another from best to worst

Front 1165

Peer Training

Back 1165

Training that is conducted or carried out by highly skilled or experienced employees.

Front 1166

Peer-review system

Back 1166

a system for reviewing employee complaints that utilizes a group composed of equal numbers of employee representatives and management appointees, which functions as a jury because its members way evidence, consider arguments, and, after deliberation, vote independently to render a final decision

Front 1167

Pension

Back 1167

Income that is received by an employee during retirement. Pension plans usually take one of two forms: Defined contribution plans require the employer to pay specific amounts into the pension fund – the final retirement benefit is undefined and dependant on the success of the investments made by the fund administrators. A defined benefit plan provides a specific level of retirement benefit.

Front 1168

People with Disabilities

Back 1168

Individuals who have physical, mental, emotional, developmental, or learning disorders.

Front 1169

Perceived Disability

Back 1169

An employee who is viewed by the employer to have some form of a disability or impairment, even though they do not fall within the legal definition of having a disability.

Front 1170

Performance

Back 1170

The measure of how well an individual or employee performs tasks or jobs.

Front 1171

performance appraisal reliability

Back 1171

Occurs when a performance appraisal system produces the same scores even when applied by different appraisers. (pg. 352)

Front 1172

performance appraisal validity

Back 1172

Occurs when employees who receive the highest scores in a performance appraisal system are in fact the highest performers. (pg. 352)

Front 1173

Performance appraisals

Back 1173

the result of an annual or biannual process in which a manager evaluates and employees performance relative to the requirements of his or her job and uses the information to show the person where improvements are needed and why

Front 1174

Performance dimensions

Back 1174

Sets of related behaviours that are derived from an organization’s goals and linked to successful job performance. (p.168)

Front 1175

Performance Indicator

Back 1175

An indication of how progress towards a specific target is measured, for example, gains in profit or productivity.

Front 1176

Performance Interview

Back 1176

An interview process in which the job applicant is provided with a business problem and asked to analyze it and formulate a response that outlines a plan for a solution. Once the candidate has completed the task, he or she is asked to present the case to a group of executives from the organization.

Front 1177

Performance management

Back 1177

The process of creating a work environment in which people can perform to the best of their abilities

Front 1178

Performance Measure

Back 1178

A standard or indicator that is used to assess whether or not a product or service has met the issued standards and how far it deviated from those standards.

Front 1179

Performance Rating

Back 1179

The numeric index or detailed description that is used to report on or rank an individual's performance after the individual has been observed.

Front 1180

Performance Review

Back 1180

A formal assessment or evaluation of a team or an employee that outlines how effective they have been in performing their duties or tasks. The evaluation compares the individual's or team's performance against pre–defined standard performance requirements.

Front 1181

performance share plan

Back 1181

A long-term incentive in which the bonus amounts are expressed in company shares. (pg. 182)

Front 1182

performance unit plan

Back 1182

A long-term incentive in which the bonus amounts are expressed in units for which the monetary value will fluctuate, depending on degree of goal accomplishment. (pg. 182)

Front 1183

Performance–based Compensation

Back 1183

A plan that allows for increases in an employee's compensation when pre–determined targets are achieved.

Front 1184

Performance–based Training

Back 1184

Training in which employees practice and repeat certain behaviour in order to master a skill. The employee receives on–going feedback and positive reinforcement throughout the training process.

Front 1185

permissible differences

Back 1185

Pay differences between female and male job classes that are not considered inequitable because they stem from certain specified allowable circumstances, such as seniority. (pg. 279)

Front 1186

Permissive issues

Back 1186

Collective bargaining issues that are not mandatory and that relate to certain jobs.

Front 1187

Perquisites (Perks)

Back 1187

Special benefits—usually noncash items—for executives.

Front 1188

Perquisites (perks)

Back 1188

Special nonmonetary benefits given to executives

Front 1189

person analysis

Back 1189

a component of the training needs analysis process during which individual employees' behaviour is studied to identify gaps in performance (page 230)

Front 1190

Person/job fit

Back 1190

Matching the KSAs of individuals with the characteristics of jobs.

Front 1191

Person/organization fit

Back 1191

The congruence between individuals and organizational factors.

Front 1192

personal competencies

Back 1192

A person's physical, verbal, and mental skills. (pg. 94)

Front 1193

Personal Days

Back 1193

Allowing employees to take a certain number of paid days off, in addition to their allotted vacation and sick days.

Front 1194

Personal Development

Back 1194

Education, training programs, or learning in which individuals participate to further develop their skills and abilities.

Front 1195

personal values

Back 1195

A person's core beliefs about appropriate and inappropriate behaviour. (pg. 94)

Front 1196

Personality

Back 1196

A set of characteristics or properties that influence, or help to explain, an individual’s behaviour. (p.355)

Front 1197

personality characteristics

Back 1197

A person's behavioural and emotional tendencies. (pg. 94)

Front 1198

Personality traits

Back 1198

Stable, measurablecharacteristics that help explain ways in which people vary. (p.356)

Front 1199

Personjob fit

Back 1199

This is the case when a job candidate has the knowledge, skills, abilities, or other attributes and competencies required by the job in question. (p.217)

Front 1200

Person–job fit

Back 1200

Matching characteristics of people with characteristics of jobs.

Front 1201

Personnel Costs

Back 1201

The cost of employees' salaries, wages and benefits.

Front 1202

Personnel Inventory Chart

Back 1202

A chart that outlines the advancement potential of employees within an organization. The chart is typically broken out into four categories: immediately promotable, potentially promotable, adequate in current position but not promotable, and release or terminate. The chart allows the organization to forecast what employees are ready to move into the various positions that will be coming vacant within the organization.

Front 1203

Personorganization fit

Back 1203

This is the case when a job candidate fits the organization’s values and culture and has the contextual attributes desired by the organization. (p.217)

Front 1204

Peter Principle

Back 1204

A common problem in organizations that promotes primarily on past performance and seniority

Front 1205

Phased retirement

Back 1205

Approach in which employees gradually reduce their workloads and pay level.

Front 1206

Physical abilities

Back 1206

Traits or characteristics that involve the use or application of muscle force over varying periods of time, either alone or in conjunction with an ability to maintain balance or gross body coordination. (p.336)

Front 1207

Physical ability tests

Back 1207

Tests that measure an individual’s abilities such as strength, endurance, and muscular movement.

Front 1208

physical agents

Back 1208

sources of energy that may cause injury or disease (page 118)

Front 1209

Physical Disabilities

Back 1209

Health or medical problems, including orthopaedic handicaps, or total or partial deafness or blindness.

Front 1210

physical rehabilitation

Back 1210

the steps taken to restore, fully or partially, the worker's physical function (page 64)

Front 1211

Physically Disabled

Back 1211

Individuals who have limitations due to a physical impairment that has been present since birth, has been inherited, or has been sustained during an injury.

Front 1212

piece rates

Back 1212

A pay system under which individuals receive a specified sum of money for each unit of output they produce or process. (pg. 148)

Front 1213

Piece-rate system

Back 1213

Pay system in which wages are determined by multiplying the number of units produced by the piece rate for one unit.

Front 1214

Piecework

Back 1214

The practice of determining an individual's pay based on the amount of work or the number of pieces an employee has produced.

Front 1215

Piecework

Back 1215

Work paid according to the number of units produced

Front 1216

Placement

Back 1216

Fitting a person to the right job.

Front 1217

Planning

Back 1217

The process of generating an overall strategy for an organization through evaluating the organization, outlining a corporate philosophy, setting goals and objectives, anticipating problems and needs, developing policies, procedures and programs, and preparing budgets in order to clearly summar ize how the organization will fulfill its strategy.

Front 1218

Plateau

Back 1218

A fairly straight horizontal line on the learning curve that shows the times when progress does not occur

Front 1219

Point manual

Back 1219

A handbook that contains a description of the compensable factors and the degrees to which these factors may exist within the jobs

Front 1220

point method

Back 1220

Establishes job values by the application of points to each job, based on compensable factors. (pg. 270)

Front 1221

Point system

Back 1221

A quantitative job evaluation procedure that determines the relative value of a job by the total points assigned to it

Front 1222

Policies

Back 1222

General guidelines that focus organizational actions.

Front 1223

Policy

Back 1223

A plan of action by an organization that provides guidelines for how it will deal with issues that affect or influence the organization, and how it will provide a level of consistency throughout the organizat ion.

Front 1224

Politically Correct

Back 1224

The practice of avoiding terms that are considered to be discriminatory in nature.

Front 1225

pooled performance pay

Back 1225

A pay plan in which the performance results of a group are pooled and group members share equally in the performance bonus. (pg. 173)

Front 1226

Portability

Back 1226

A pension plan feature that allows employees to move their pension benefits from one employer to another.

Front 1227

Position

Back 1227

A collection of duties assigned to individuals in an organization at a given time. (p.112)

Front 1228

Position Analysis Questionnaire

Back 1228

A position analysis questionnaire (PAQ) has been found to be most appropriate when used for high level jobs because it consists of fairly high level reading and verbal reasoning skills. The questionnaire is most accurate when positions are rated by expert job analysts rather than by incumbents because the experts tend to have higher verbal skills.

Front 1229

Position analysis questionnaire (PAQ)

Back 1229

A quantifiable data questionnaire covering 194 different tasks that, by means of a five-point scale, seeks to determine the degree to which different tasks are involved in performing a particular job

Front 1230

Position Description

Back 1230

A document that is typically used when an individual is actually hired for a specific position. This document details the specific accountabilities and duties that the position is responsible for, and how that position relates to the other jobs within the department or organization. This term is often interchangeab le with Job Description"."

Front 1231

Position

Back 1231

The different duties and responsibilities performed by only one employee

Front 1232

Positive (or nonpunitive) discipline

Back 1232

A system of discipline that focuses on early correction of employee misconduct, with the employee taking total responsibility for correcting the problem

Front 1233

Positive Reinforcement

Back 1233

The process of rewarding a trainee or employee immediately after he or she demonstrates desired behaviour in an effort to increase the likelihood that the behaviour will be repeated.

Front 1234

positive safety climate

Back 1234

organizational context with a well-communicated commitment to occupational health and safety; employees generally share the perception that their safety is valued (page 337)

Front 1235

Positive Transfer

Back 1235

Related to the concept of Transfer of Training". Positive transfer indicates that post–training performance has improved from what it was prior to the training taking place."

Front 1236

positive tree

Back 1236

shows, graphically, how a job should be done (page 87)

Front 1237

postcontact control

Back 1237

putting in place medical and cleanup operations and ensuring that the event cannot be repeated (page 95)

Front 1238

Practical intelligence

Back 1238

The ability to apply ideas in “real world” contexts. (p.330)

Front 1239

Practicality

Back 1239

The degree to which a criterion measure is available, plausible, and acceptable to organizational decision makers. (p.185)

Front 1240

precontact control

Back 1240

addressing issues before an incident or accident occurs (page 95)

Front 1241

Predictive validity

Back 1241

Measured when test results of applicants are compared with subsequent job performance.

Front 1242

Predictive validity

Back 1242

The extent to which applicants' test scores match criterion data obtained from those applicants/employees after they've been on the job for an indefinite

Front 1243

Predictors of selection criteria

Back 1243

Measurable or visible indicators of selection criteria.

Front 1244

prescribed

Back 1244

under Ontario OH&S legislation, something to be undertaken because of legal or employer requirement, such as a rule or direction (page 29)

Front 1245

Prevailing wage

Back 1245

An hourly wage determined by a formula that considers the rate paid for a job by a majority of the employers in the appropriate geographic area.

Front 1246

preventative maintenance

Back 1246

the orderly, continuous, and scheduled protection and repair of equipment and buildings (page 105)

Front 1247

preventative stress management

Back 1247

an approach to managing stress in the workplace that emphasizes that the health of an organization and its employees are interdependent; encourages the reduction of stressors in the workplace as well as the recognition and management of occupational stress and strain (page 178)

Front 1248

Primacy effect

Back 1248

Occurs when a rater gives greater weight to information received first when appraising an individual’s performance.

Front 1249

primary interventions

Back 1249

stress interventions that involve the reduction or removal of actual stressors (page 178)

Front 1250

Proactive Change

Back 1250

Change initiated to take advantage of targeted opportunities

Front 1251

probability

Back 1251

the chance or likelihood that an event will occur and will result in harm or loss (page 88)

Front 1252

Probation

Back 1252

A trial period that allows employees to prove their character and abilities, generally during the first 3–6 months of employment.

Front 1253

Probes

Back 1253

Follow-up questions or prompts used by the interviewer to guide the applicant’s descriptions of situations or events or to provide scorable elaboration of answers. (p.426)

Front 1254

Probing

Back 1254

The act of gathering and uncovering information, in order to assess a situation properly and make an informed decision.

Front 1255

Procedures

Back 1255

Customary methods of handling activities.

Front 1256

Process

Back 1256

Outlining a specific course of action in order to achieve a desired result.

Front 1257

process technology

Back 1257

Manufacturing technology that produces a single product in a continuous flow. (pg. 41)

Front 1258

process theories of motivation

Back 1258

Theories that focus on understanding motivation by determining the processes humans use to make choices about the specific actions they will take. (pg. 77)

Front 1259

product/service market constraints

Back 1259

Constraints on compensation strategy caused by the nature of the product or service market in which the firm operates. (pg. 199)

Front 1260

Productivity

Back 1260

The output of a production process, calculated by dividing the amount of useful work that is required (output) by the number of individuals required to achieve that result (input).

Front 1261

Professional standards

Back 1261

Professional standards provide guidance on how HR professionals should behave in certain situations including the use of employment tests. (p.18)

Front 1262

Proficiency level

Back 1262

The level at which competency must be performed to ensure success in a given functional group or position. (p.143)

Front 1263

Proficiency scale

Back 1263

A series of behavioural indicators expected at specific levels of a competency. (p.144)

Front 1264

Profile interpretation

Back 1264

An approach in which statistical data are combined in a judgmental manner. (p.470)

Front 1265

Profit sharing

Back 1265

Any procedure by which an employer pays, or makes available to all regular employees, in addition to base pay, special current or deferred sums based on the profits of the enterprise

Front 1266

Programmed instruction or self-directed learning

Back 1266

Involves the use of books, manuals, or computers to break down subject matter content in a highly organized, logical sequences the demand a continual response on the part of the trainee

Front 1267

Progressive Discipline

Back 1267

A process that outlines the penalties for unsatisfactory or unacceptable behaviour or performance.

Front 1268

Progressive discipline

Back 1268

Application of corrective measures by increasing degrees

Front 1269

Promotion

Back 1269

The advancement of an employee from one position to another that requires a higher level of education, skill, knowledge and experience. A promotion generally results in an increase in salary.

Front 1270

Promotion

Back 1270

A change of assignment to a job at a higher level in the organization

Front 1271

proportional value method

Back 1271

Establishes pay equity where no comparator male job class exists by extrapolating a hypothetical male comparator job class based on other male job classes. (pg. 278)

Front 1272

Proprietary Information

Back 1272

Information that is associated with an organization's products, business and activities and is not generally known or available to competitors or the general public. Such information could provide a competitive advantage for the organization.

Front 1273

prospector business strategy

Back 1273

Focuses on identifying and exploiting new opportunities quickly. (pg. 39)

Front 1274

Protected characteristic

Back 1274

An attribute about an individual that is protected under EEO laws and regulations.

Front 1275

proxy comparison method

Back 1275

Establishes pay equity in public sector organizations where neither the job-to-job method nor the proportional value method can be used. (pg. 279)

Front 1276

Psychological harassment

Back 1276

Any repeated, hostile, or unwanted conduct; verbal comments; actions; or gestures that effect and employees dignity or psychological or physical integrity

Front 1277

psychological involvement

Back 1277

the degree to which a person identifies with a particular role and sees the role as a central component of his or her self-concept (page 185)

Front 1278

psychologically health and safe workplace

Back 1278

a workplace that promotes workers' psychological well being and actively works to prevent harm to workers' psychological health including in negligent, reckless, or intentional ways (page 169)

Front 1279

Psychomotor abilities

Back 1279

Traits or characteristics that involve the control of muscle movements. (p.335)

Front 1280

Psychomotor tests

Back 1280

Tests that measure dexterity, hand–eye coordination, arm–hand steadiness, and other factors.

Front 1281

psychosocial model of health

Back 1281

approach to the study of health that highlights the importance of both the social environment and psychological factors (page 169)

Front 1282

Pure judgment approach

Back 1282

An approach in which judgmental data are combined in a judgmental manner. (p.470)

Front 1283

Pure statistical approach

Back 1283

An approach in which data are combined statistically. (p.470)

Front 1284

purpose of a compensation system

Back 1284

To help create a willingness among qualified persons to join the organization and to perform the tasks needed by the organization. (pg. 8)

Front 1285

Puzzle interviews

Back 1285

Puzzle interviews are usually unstructured interviews that ask applicants to solve puzzles or unusual problems. (p.441)

Front 1286

Qualifying event

Back 1286

An event that causes a plan participant to lose group health benefits.

Front 1287

Qualitative Methods

Back 1287

Non–numerical methods of measuring the value or merit of achievements, progress, loss, or results. This type of method can be used for evaluation, staffing, research, etc.

Front 1288

Quality of Fill

Back 1288

A metric designed to assess how well new hires are performing on the job

Front 1289

Quality of Work Life

Back 1289

Programs designed to increase employee satisfaction and productivity, for example participative management, job enrichment, and employee involvement.

Front 1290

Quantitative Approach

Back 1290

Use of statistical or mathematical techniques for forecasting

Front 1291

Quantitative Methods

Back 1291

Numerical methods of measuring the value or merit of achievements, progress, loss, or results. This type of method can be used for evaluation, staffing, research, etc.

Front 1292

quartiles or deciles

Back 1292

Division of an ordered list of values into either four groups (quartiles) or ten groups (deciles). (pg. 340)

Front 1293

Quid pro quo

Back 1293

Sexual harassment in which employment outcomes are linked to the individual granting sexual favors.

Front 1294

Quid Pro Quo Harassment

Back 1294

A practice whereby an employee must exchange sexual relations or favours for advancement or raises in the workp lace.

Front 1295

RAC program

Back 1295

a hazard recognition, assessment, and control program; a key element in most health and safety programs (page 302)

Front 1296

Race–norming

Back 1296

The practice of adjusting scores on standardized employment tests by using different curves for different racial groups.

Front 1297

radiation

Back 1297

heat transfer occurring when energy is transmitted by electromagnetic waves (page 127)

Front 1298

Random Testing

Back 1298

Drug and/or alcohol tests that are administered by employers.

Front 1299

range spread

Back 1299

The difference between the maximum and the minimum pay level, in dollars, for a given pay range. (pg. 318)

Front 1300

range spread percentage

Back 1300

A percentage calculated by dividing the range spread for a given pay range by the minimum for that pay range. (pg. 319)

Front 1301

Ranking

Back 1301

Performance appraisal method in which all employees are listed from highest to lowest in performance.

Front 1302

ranking method

Back 1302

The relative values of different jobs are determined by knowledgeable individuals. (pg. 267)

Front 1303

Rater bias

Back 1303

Occurs when a rater’s values or prejudices distort the rating.

Front 1304

Ratification

Back 1304

Process by which union members vote to accept the terms of a negotiated labor agreement.

Front 1305

Reactive Change

Back 1305

Change occurs after external forces have already affected performance

Front 1306

reactive material

Back 1306

causes a violent, explosive reaction when it comes in contact with another material, such as acetylene with water, or bleach with chlorinated cleaner (page 292)

Front 1307

Real wages

Back 1307

Wage increases larger than rises in the consumer price index, that is, the real earning power of wages

Front 1308

Realistic job preview (RJP)

Back 1308

Informing applicants about all aspects of the job including both its desirable and undesirable facets

Front 1309

Reasonable accommodation

Back 1309

A modification to a job or work environment that gives a qualified individual an equal employment opportunity to perform.

Front 1310

Reasonable accommodation

Back 1310

Attempt by employers to adjust the working conditions or schedules of employees with disabilities or religious preferences

Front 1311

Recall Skills

Back 1311

The ability of an individual to recollect and review facts and experiences for use in compiling information, solving problems, and determining solutions.

Front 1312

Recency error

Back 1312

A performance rating error in which the appraisals based largely on the employee's most recent behavior rather than on behavior throughout the appraisal

Front 1313

Recognition

Back 1313

To receive credit or acknowledgement for outstanding performance or a job well done. Recognition can be formal or informal, intangible, or non–monetary.

Front 1314

Recognition

Back 1314

A conduit that shows employees that the company appreciate their efforts, their unique gifts, and their contributions

Front 1315

Recruiting

Back 1315

Process of generating a pool of qualified applicants for organizational jobs.

Front 1316

Recruiting process outsourcing (RPO)

Back 1316

The practice of outsourcing organizations recruiting function to an outside firm

Front 1317

Red circle rates

Back 1317

Payments made to individuals that are above the maximum in the pay range; generally paid when employees have high seniority or promotional opportunities are scarce - and results in a rate 'freeze' until all ranges shift upwards

Front 1318

Red-circled employee

Back 1318

Incumbent who is paid above the range set for a job.

Front 1319

Reduction in Workforce

Back 1319

The layoff of employees due to corporate restructuring or downsizing.

Front 1320

re-enactment

Back 1320

a simulation designed to recreate the circumstances leading up to an incident (page 310)

Front 1321

Reengineering

Back 1321

The fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed

Front 1322

Reference check

Back 1322

Information gathered about a job candidate from supervisors, coworkers, clients, or other people named as references by the candidate. The information is usually collected from the references through telephone interviews. (p.293)

Front 1323

Refreezing

Back 1323

A stage of learning in which the trainer encourages the learner to incorporate new skills into his or her daily behaviour.

Front 1324

regulations

Back 1324

explain how the general intent of the act will be applied in specific circumstances (page 26)

Front 1325

Reinforcement

Back 1325

Based on the idea that people tend to repeat responses that give them some type of positive reward and to avoid actions associated with negative consequences.

Front 1326

reinforcement theory

Back 1326

A theory that states that a behaviour will be repeated if valued outcomes flow from that behaviour, or if performing the behaviour reduces undesirable outcomes. (pg. 82)

Front 1327

relative percentile method (RPM)

Back 1327

An approach to performance appraisal in which ratees are, for each performance criterion, compared against a typical group of employees. (pg. 364)

Front 1328

Relative rating system

Back 1328

A subjective measurement system that compares the overall performance of one employee to that of others to establish a rank order of employee performance. (p.191)

Front 1329

Reliability

Back 1329

The degree to which observed scores are free from random measurement errors. Reliability is an indication of the stability or dependability of a set of measurements over repeated applications of the measurement procedure. (p.40)

Front 1330

Religious Accommodation

Back 1330

An employer's obligation to accommodate an employee's religious beliefs and practices, including the right to attend religious ceremonies.

Front 1331

Relocation Assistance

Back 1331

Information, counse lling, and financial assistance provided by an employer to an employee who is transferred to another location in the organization, either domestic or overseas.

Front 1332

Relocation services

Back 1332

Services provided to an employee who is transferred to a new location, which might include help in moving in the real world, selling home, orienting to a new culture, and/or learning a new language

Front 1333

Remote Manager

Back 1333

A manager or supervisor whose direct reports carry out their work in places other than the company's home office.

Front 1334

Repatriation

Back 1334

Planning, training, and reassignment of global employees back to their home countries.

Front 1335

Repatriation

Back 1335

The process of employee transition home from an international assignment

Front 1336

Replacement Charts

Back 1336

Listings of current jobholders and people who are potential replacements if an opening occurs

Front 1337

Reprimand

Back 1337

Disciplinary action that is most commonly provided through an oral or written rebuke.

Front 1338

required professional capabilities (RPCs)

Back 1338

A set of capabilities designated by the Canadian Council of Human Resources Associations as essential for Human Resources practitioners and required for designation as a Certified Human Resources Professional (CHRP). (pg. 16)

Front 1339

Rerecruiting

Back 1339

Seeking out former employees and recruiting them again to work for an organization.

Front 1340

Rerecruiting

Back 1340

The process of keeping track of and maintaining relationships with former employees to see if they would be willing to return to the firm

Front 1341

resonance

Back 1341

the effect that occurs when an object reacts strongly to some particular frequency (page 125)

Front 1342

Resource Flexibility

Back 1342

Having people who can do many different things in different ways

Front 1343

Responsibilities

Back 1343

Obligations to perform certain tasks and duties.

Front 1344

Restricted stock option

Back 1344

Option that indicates that company stock shares will be paid as a grant of shares to individuals, usually linked to achieving specific performance criteria.

Front 1345

Restructuring

Back 1345

The reorganization of an organization to make it more effective and efficient. Restructuring can include mergers, acquisitions, and layoffs.

Front 1346

Results method

Back 1346

Evaluating employee accomplishments, the results they achieve through work, to provide performance appraisals

Front 1347

Resume

Back 1347

A written summary of an individual's career objectives, education and employment experience. Resumes assist recruiters and managers to screen applicants for positions available within the organization.

Front 1348

Resume padding

Back 1348

When applicants misrepresent their information on their resume, to make themselves appear more qualified

Front 1349

Resume stripping

Back 1349

When candidates lie on their resume by dropping experience and educational qualifications

Front 1350

Retaliation

Back 1350

Punitive actions taken by employers against individuals who exercise their legal rights.

Front 1351

Retirement

Back 1351

An employee's withdrawal from active working life, typically occurring between the ages of sixty and sixty–five.

Front 1352

Retirement plan

Back 1352

Retirement program established and funded by the employer and employees.

Front 1353

Retraining

Back 1353

Employee training that is designed to assist the employee with learning new skills for a new occupation.

Front 1354

Retrenchment

Back 1354

Retrenchment occurs when an organization reduces its expenditures during periods of economic decline, in order to achieve financial stability. This can be achieved, for example, through layoffs and benefit reductions.

Front 1355

Return on investment (ROI)

Back 1355

Calculation showing the value of an investment.

Front 1356

return-to-work coordinator

Back 1356

person who is responsible for return-to-work case management (page 341)

Front 1357

Reverse Discrimination

Back 1357

Race or gender discrimination against non–preferred or protected minority or gender groups, as a result of employment equity policies or the use of quotas in the workplace.

Front 1358

reward strategy

Back 1358

The plan for the mix of rewards to be provided to members, along with the means through which they will be provided. (pg. 9)

Front 1359

Right to privacy

Back 1359

An individual’s freedom from unauthorized and unreasonable intrusion into personal affairs.

Front 1360

Rights

Back 1360

Powers, privileges, or interests derived from law, nature, or tradition.

Front 1361

Rights arbitration

Back 1361

Arbitration over interpretation of the meaning of contract terms or employee work grievances

Front 1362

Rights Dispute

Back 1362

A type of dispute that arises out of the administration, application or interpretation of existing agreements or contracts.

Front 1363

Right-to-work laws

Back 1363

State laws that prohibit requiring employees to join unions as a condition of obtaining or continuing employment.

Front 1364

risk

Back 1364

the probability or the extent to which a hazard is likely to cause harm to people, processes, or equipment (page 83)

Front 1365

risk factor

Back 1365

a variable that increases the negative effects of stress (page 174)

Front 1366

Risk management

Back 1366

Involves responsibilities to consider physical, human, and financial factors to protect organizational and individual interests.

Front 1367

risk perception

Back 1367

an individual's interpretation of the potential for harm based on values, beliefs, and experience with a hazard (page 83)

Front 1368

Role Playing

Back 1368

The process of having two or more employees act out a particular process or situation under the direction of a trainer. The trainer continuously provides feedback and engages the individuals in discussion upon completion of the role–play.

Front 1369

routes of entry

Back 1369

respiration (inhalation), skin absorption, ingestion, and skin penetration (page 148)

Front 1370

routine technology

Back 1370

Few exceptions occur during the production process, and those exceptions that do occur can be dealt with in a standardized way. (pg. 40)

Front 1371

Rowan Plan

Back 1371

An incentive plan that benefits the workers and the organization. The incentive increases as the time to complete tasks decreases.

Front 1372

Rules

Back 1372

Specific guidelines that regulate and restrict the behavior of individuals.

Front 1373

Sabbatical

Back 1373

An extended period of time in which an employee leaves an organization to pursue other activities and later returns to his or her job

Front 1374

Safety

Back 1374

Condition in which the physical well-being of people is protected.

Front 1375

safety behaviours

Back 1375

behaviours leading to safe performance of a particular job (page 253)

Front 1376

safety compliance

Back 1376

the extent to which employees follow safety rules and procedures (page 254)

Front 1377

safety leadership

Back 1377

organizational leadership that is actively focused on and promotes occupational health and safety (page 264)

Front 1378

safety motivation

Back 1378

an individual's willingness to exert effort to enact safety behaviour and the valence associated with those behaviours (page 255)

Front 1379

safety participation

Back 1379

the extent to which employees go beyond compliance and engage proactively and voluntarily to actively improve safety (page 254)

Front 1380

safety sampling

Back 1380

a systematic survey procedure undertaken by safety personnel who record their observations of unsafe practices on a sampling document (page 86)

Front 1381

Safety Training

Back 1381

Training programs that are designed to promote a safe and healthy workplace. These programs typically include training in the organizat ion's safety policies and procedures, the proper use of safety equipment, and how to recognize and eliminate hazards within the workplace.

Front 1382

Salaried employees

Back 1382

Employees who are compensated on the basis of a weekly, biweekly, or monthly pay period

Front 1383

Salaried Workers

Back 1383

Employees who receive a fixed annual pay that is not altered by their output; typically these are administrative and professional staff.

Front 1384

Salary draw

Back 1384

A cash advance that must be paid back as commissions are earned

Front 1385

Salary Grade

Back 1385

The level of pay/compensation that is assigned to a group of similar jobs .

Front 1386

Salary plus bonus plan

Back 1386

A compensation plan that pays a salary plus a bonus achieved by reaching targeted sales goals

Front 1387

Salary Range

Back 1387

The minimum and maximum pay levels that comprise a pay band for specif ic jobs with in the organization.

Front 1388

Salary-Plus-Commission

Back 1388

Combines the stability of a salary with a commission.

Front 1389

sales commissions

Back 1389

Pay that is geared to the dollar volume of sales or transactions conducted. (pg. 152)

Front 1390

Salting

Back 1390

Practice in which unions hire and pay people to apply for jobs at certain companies to begin organizing efforts.

Front 1391

Sandwich technique

Back 1391

The use of taking positive statements and following them up with negative ones which is followed again by positive statements

Front 1392

Satisficing

Back 1392

Making an acceptable or adequate choice rather than the best or optimal choice. (p.464)

Front 1393

Satisfiers

Back 1393

The elements in a job that are designed to motivate an employee. These elements include room for advancement , the opportunity for personal growth, and a feeling of challenge.

Front 1394

Scanlon plan

Back 1394

Emphasizes participative management and encourages cost reduction by sharing with employees any savings resulting from those reductions

Front 1395

Scheduled Interview

Back 1395

An interview technique that involves posing pre–determ ined questions that are designed to obtain the same information from each of the interviewees.

Front 1396

Scientific Management Theory

Back 1396

The belief that an organization's overall output could be increased by standardizi ng job tasks and rewarding or punishing employees based on their individual performance . Often referred to as the Taylor Theory"."

Front 1397

Scoring guide

Back 1397

A behavioural rating scale consisting of sample answers to each question that is used by the interviewer to evaluate and score the applicant’s answers. (p.424)

Front 1398

Screening interviews

Back 1398

Preliminary interviews designed to fill gaps left on the candidate’s application form or résumé, sometimes serving recruitment as well as selection functions. (p.404)

Front 1399

secondary interventions

Back 1399

stress intervention techniques that focus on minimizing negative consequences once a person is feeling stress (page 179)

Front 1400

Security

Back 1400

Protection of employees and organizational facilities.

Front 1401

Security audit

Back 1401

Comprehensive review of organizational security.

Front 1402

segmental vibration

Back 1402

affects only parts of the body (page 124)

Front 1403

Selection criterion

Back 1403

Characteristic that a person must possess to successfully perform work.

Front 1404

Selection rate

Back 1404

Percentage hired from a given group of candidates.

Front 1405

Selection ratio

Back 1405

The number of applicants compared to the number of people to be hired

Front 1406

Selection

Back 1406

The process of choosing individuals who have relevant qualifications to fill existing or projected job openings

Front 1407

Selective Payment Plan

Back 1407

Incentive plans which are based on rewards to individual employees (selective) depending on their efficiency or productivity. Selective payment plans include: the Taylor Plan, the Merrick Plan and the Gantt Plan.

Front 1408

Self Development

Back 1408

The process of taking personal responsibility for one's own growth and learning through the use of assessments, reflection, and personal action. Examples of self development activities are: correspondence study, training courses, membership in professional associations, and reading.

Front 1409

Self-appraisal

Back 1409

A performance appraisal done by the employee being evaluated, generally on an appraisal form completed by the employee prior to the performance interview

Front 1410

Self–Assessment

Back 1410

The process in which an individual reviews and rates his or her own performance and achievement for the purpose of a performance appraisal, or to determine strengths and limitations.

Front 1411

Self–directed Learning

Back 1411

Learning that places the onus on the learner to manage and take responsibility for his or her learning goals, strategies, materials, and evaluation. The learner may use a mentor or trainer to assist with the learning, but the individual must take ownership of it.

Front 1412

Self-directed team

Back 1412

Organizational team composed of individuals who are assigned a cluster of tasks, duties, and responsibilities to be accomplished.

Front 1413

Self-directed teams (aka autonomous work groups, self-managed teams, or high-performance teams)

Back 1413

Groups of employees who are accountable for a "whole" work process or segment that delivers a product or service to an internal or external customer

Front 1414

Self-efficacy

Back 1414

People’s belief that they can successfully learn the training program content.

Front 1415

Self-report inventory

Back 1415

Short, written statements related to various personality traits. (p.356)

Front 1416

Self-selecting out

Back 1416

Occurs during the recrutment and selection process when candidates form the opinion that they do not want to work in the organization for which they are being recruited. (p.212)

Front 1417

Self-service

Back 1417

Technology that allows employees to change their benefits choices, track their benefits balances, and submit questions to HR staff members and external benefits providers.

Front 1418

Seniority

Back 1418

Time spent in an organization or on a particular job.

Front 1419

Sensitivity Training

Back 1419

Training that is designed to change the behaviour and attitudes of individuals in an effort to achieve a supportive work environment.

Front 1420

Sensory/perceptual abilities

Back 1420

Traits or characteristics that involve different aspects of vision and audition, as well as the other senses. (p.336)

Front 1421

Separation agreement

Back 1421

Agreement in which a terminated employee agrees not to sue the employer in exchange for specified benefits.

Front 1422

Sequential interview

Back 1422

The format in which a candidate is interviewed by multiple people, one right after another

Front 1423

Serial interviews

Back 1423

A series of interviews where the applicant is interviewed separately by each of two or more interviewers. (p.422)

Front 1424

Serious health condition

Back 1424

Health condition requiring in-patient, hospital, hospice, or residential medical care or continuing physician care.

Front 1425

Severance benefits

Back 1425

Temporary payments made to laid-off employees to ease the financial burden of unemployment.

Front 1426

Severance Pay

Back 1426

A payment that is made to an employee when the employee is separated or terminated from his or her employment due to downsizing or job elimination. Severance pay recognizes the employee's years of service to the organization.

Front 1427

Sex Discrimination

Back 1427

Unfair treatment in the workplace that is based on prejudice and that generally takes place against women. These unfair practices can include salary differences, denial of employment, or the termination of pregnant women.

Front 1428

sexual coercion

Back 1428

the attempt to extort sexual cooperation; can take the form of subtle or explicit job-related threats (page 197)

Front 1429

Sexual-harassment

Back 1429

Unwelcome advances, requests for sexual favors, and other verbal or physical contact of a sexual nature in the working environment

Front 1430

Short–term Disability

Back 1430

A disabling condition that requires an employee to be off work or to work a reduced schedule for a period of six months or less. The employee is generally eligible for short–term disability benefits through the group benefits or employment insurance sick leave benefits.

Front 1431

Silver handshake

Back 1431

An early retirement incentive in the form of increased pension benefits for several years or a cash bonus

Front 1432

similarity effect

Back 1432

The tendency of appraisers to inflate the appraisals of appraisees they see as similar to themselves. (pg. 357)

Front 1433

Similar-to-me error

Back 1433

A performance rating error in which an appraiser inflates the evaluation of an employee because of a mutual personal connection

Front 1434

Simulations

Back 1434

Reproduce parts of the real world so they can be experienced, manipulated, and learning can occur.

Front 1435

Situational exercises

Back 1435

Assess aptitude or proficiency in performing important job tasks by using tasks that are abstract and less realistic than those performed on the actual job. (p.346)

Front 1436

Situational HR

Back 1436

Eliminating HR–related programs as a reaction to business decline.

Front 1437

Situational judgment test

Back 1437

Type of situational exercise designed to measure an applicant’s judgment in workplace or professional situations. (p.347)

Front 1438

Situational judgment tests

Back 1438

Tests that measure a person’s judgment in work settings.

Front 1439

Situational Leadership

Back 1439

Providing direction based on the individuals, situations, and tasks involved. Situational leadership is based on the theory that there is no set way to lead an individual or group, but rather the situation or surroundi ngs should dictate the leader's approach.

Front 1440

Six Sigma

Back 1440

A set of principles and practices whose core ideas include understanding customer needs, doing things right the first time, and striving for continuous improvement

Front 1441

skill block

Back 1441

The basic component of a skill-based pay system, containing a bundle of skills or knowledge necessary to carry out a specific production or service delivery task. (pg. 132)

Front 1442

skill certification

Back 1442

The testing process that determines whether an individual has mastered a given skill block and should be granted the pay raise associated with that skill block. (pg. 136)

Front 1443

Skill Gap

Back 1443

The skill deficiencies that exist within an organization, employee, or group of employees.

Front 1444

Skill Inventories

Back 1444

Files of personnel education, experience, interests, and skills that allow managers to quickly matched job openings with employee backgrounds; when data is gathered on managers, it's called management inventories

Front 1445

Skill variety

Back 1445

The degree to which a job entails a variety of different activities, which demand the use of a number of different skills and talents by the jobholder

Front 1446

skill-based pay (SBP)

Back 1446

Pay that is based on the specific skills and capabilities of individual employees, rather than on the specific tasks they are carrying out; usually applied to operational-level employees. (pg. 127)

Front 1447

Skywalkers

Back 1447

Employees working in white-collar jobs, in high-rise buildings, well educated, knowledge workers, well-trained, earn good incomes, jobs are secure, and receive full benefits

Front 1448

smouldering stage

Back 1448

fuel, oxygen, and heat are present and are causing the heat to rise through limited chain reaction (page 291)

Front 1449

Social networks

Back 1449

Internet sites that allow users to post a profile with a certain amount of information that is visible to the public. (p.246)

Front 1450

social rehabilitation

Back 1450

the psychological and practical services that help workers with severe disabilities cope with daily life (page 64)

Front 1451

Soft Skills

Back 1451

Interpersonal skills or skills that are not technical in nature. Examples of soft skills are negotiating and listening skills.

Front 1452

Spaced practice

Back 1452

Practice performed in several sessions spaced over a period of hours or days.

Front 1453

special-purpose incentive

Back 1453

An incentive designed to motivate a specific type of employee behaviour. (pg. 163)

Front 1454

Special-purpose team

Back 1454

Organizational team formed to address specific problems, improve work processes, and enhance the overall quality of products and services.

Front 1455

Speed interviewing

Back 1455

A series of short (515 minute), consecutive interviews. (p.407)

Front 1456

spiral career paths

Back 1456

Career advancement marked by a combination of sideways and vertical progression. (pg. 480)

Front 1457

Split pay

Back 1457

a system whereby expatriates are given a portion of their pay in the local currency to cover their day-to-day expenses and a portion of their pay in their home currency to safeguard their earnings from changes in inflation or foreign exchange rates

Front 1458

Spot bonus

Back 1458

An unplanned bonus given for employee effort unrelated to an established performance measure

Front 1459

Spot rewards

Back 1459

Programs that award employees 'on the spot' when they do something particularly well during training or on the job

Front 1460

Staffing

Back 1460

The process of locating, orienting, training, assigning, compensating, developing, and retaining employees within the workplace. The staffing process essentially encompasses all issues and factors; from the point at which an employee is attracted to a company until he or she leaves the company.

Front 1461

Staffing Tables

Back 1461

Graphic representations of all organizational jobs, along with the numbers of employees currently occupying those jobs and future (monthly or yearly) employment requirements

Front 1462

Standard hour plan

Back 1462

An incentive plan that sets rates based on the completion of the job in a predetermined standard time

Front 1463

standards and codes

Back 1463

design-related guides established by agencies such as the CSA or the ANSI (page 26)

Front 1464

Statistical approach

Back 1464

Involves identifying the most valid predictors and weighting them using statistical methods

Front 1465

Statistical composite

Back 1465

An approach in which judgmental and statistical data are combined statistically. (p.470)

Front 1466

statistical/policy capturing method

Back 1466

Combines use of statistical methods and job questionnaires to derive job values based on prevailing external or internal pay rates. (pg. 270)

Front 1467

Status blind

Back 1467

A concept that emphasizes that differences among people should be ignored and everyone should be treated equally.

Front 1468

Step-review system

Back 1468

A system for reviewing employee complaints and disputes by successfully higher levels of management

Front 1469

Stereotypes

Back 1469

Attitudes or pre–conceived thoughts that certain people or groups have the same traits, characteristics, or habits.

Front 1470

Stock data

Back 1470

Data showing the status of designated groups in occupational categories and compensation levels

Front 1471

Stock option

Back 1471

Option that gives individuals the right to buy stock in a company, usually at an advantageous price.

Front 1472

Stock option plan

Back 1472

Plan that gives employees the right to purchase a fixed number of shares of company stock at a specified price for a limited period of time.

Front 1473

Stock Options

Back 1473

An additional fringe benefit or incentive that allows employees to purchase a corporation's stock at a set price, usually below market value.

Front 1474

straight commission

Back 1474

Pay that is geared only to the volume of sales or transactions, with no base pay component. (pg. 152)

Front 1475

Straight commission plan

Back 1475

A compensation plan based on a percentage of sales

Front 1476

straight piece rate

Back 1476

The same specified sum of money is paid for each piece produced or processed, regardless of how many pieces are produced or processed. (pg. 149)

Front 1477

Straight piecework

Back 1477

An incentive plan under which employees receive a certain rate for each unit produced

Front 1478

Straight salary plan

Back 1478

A compensation plan that permits salespeople to be paid for performing various duties that are not reflected immediately in their sales volume

Front 1479

strain

Back 1479

the result of stress; it is classified into four categories of reactions: psychological, physical, behavioural, and organizational (page 175)

Front 1480

Strategic compensation

Back 1480

The compensation of employees in ways that enhance motivation and growth while at the same time aligning their efforts with the objectives, philosophies, and culture of the organization

Front 1481

Strategic Formulation Process

Back 1481

Provides a set of input in terms of what is possible whether firm has a types and number of people available to pursue a given strategy

Front 1482

Strategic Human Resources Management (SHRM)

Back 1482

The pattern of human resources deployments and activities that enable an organization to achieve its strategic goals

Front 1483

Strategic Knowledge Workers

Back 1483

Employees who tend to have unique skills that are directly linked to the company strategy and are difficult to replace (R&D, managers)

Front 1484

Strategic Planning

Back 1484

The process of defining organizational strategy and allocating resources toward its achievement.

Front 1485

Strategic relevance

Back 1485

Performance standards linked to organizational goals and competencies

Front 1486

Strategic talent management

Back 1486

The process of identifying the most important jobs in a company that provide a long-term competitive advantage, and then creating appropriate HR policies to develop employees so that they can effectively work in these jobs.

Front 1487

Strategic Vision

Back 1487

A statement about where the company is going and what it can become in the future; clarifies the long-term direction of the company and its strategic intent

Front 1488

Strategy Implementation

Back 1488

Once the firm has devised its strategy executives must make a resource allocation decisions to implement that strategy

Front 1489

Stress interview

Back 1489

Interview designed to create anxiety and put pressure on applicants to see how they respond.

Front 1490

Stress Management

Back 1490

The provision of tools and techniques that will assist an individual in dealing properly and functioning with stress.

Front 1491

Stress

Back 1491

Any adjustive demand caused by physical, mental, or emotional factors that require coping behaviours

Front 1492

stressor

Back 1492

an objectively verifiable event that occurs outside the individual that has the potential to cause stress (page 169)

Front 1493

Strictness error

Back 1493

Occurs when ratings of all employees fall at the low end of the scale.

Front 1494

Strike

Back 1494

The refusal of a group of employees to perform the jobs

Front 1495

Structural plateau

Back 1495

Marks the end of promotions

Front 1496

Structured interview

Back 1496

An interview in which a set of standardized questions with an established set of answers is used

Front 1497

Subjective performance measures

Back 1497

Ratings or rankings made by supervisors, peers, or others that are used in assessing individual job performance. (p.191)

Front 1498

Subject-matter experts (SMEs)

Back 1498

People who are most knowledgeable about a job and how it is currently performed; generally job incumbents and their supervisors. (p.114)

Front 1499

Subordinate appraisal

Back 1499

A performance appraisal of a superior by an employee, which is more appropriate for developmental and for administrative purposes

Front 1500

Substance abuse

Back 1500

Use of illicit substances or misuse of controlled substances, alcohol, or other drugs.

Front 1501

Succession Planning

Back 1501

The process of identifying, developing, and tracking key individuals for executive positions

Front 1502

Sufficient risk

Back 1502

As part of a BFOR defence, an employer may argue that an occupational requirement that discriminates against a protected group is reasonably necessary to ensure that work will be performed successfully and in a manner that will not pose harm or danger to employees or the public. (p.94)

Front 1503

Summary dismissal

Back 1503

When a non-union employer terminates an employee without notice because the employee has committed a serious breach of contract

Front 1504

Summer Hours

Back 1504

A form of compressed work week whereby employees work longer periods on certain days to have a shorter workday on Fridays during the summer months.

Front 1505

supplemental unemployment benefits (SUBs)

Back 1505

An employer-provided benefit that extends government-provided unemployment benefits. (pg. 433)

Front 1506

Supply Considerations

Back 1506

Determining where and how candidates with the required qualifications can be found to fill firms' vacancies

Front 1507

supported and sheltered work

Back 1507

modified work arrangements designed to help those with permanent disabilities who have either not been successful in competitive work environments or require substantial support to return to work (page 340)

Front 1508

Supporting Workers

Back 1508

Employees with skills that are of less strategic value to the firm and are generally available in the labor market (cleaners, clerical/admin)

Front 1509

surfactant layer

Back 1509

layer of liquids in the digestive tract and elsewhere (e.g., the cardiovascular system) that modify or reduce the surface tension within the conductorsintestine, blood vesselsto allow materialblood, food, stools, and so onto move easily (page 151)

Front 1510

Sustainability

Back 1510

A company's ability to produce a good or service without damaging the environment or depleting a resource

Front 1511

SWOT Analysis

Back 1511

A comparison of strengths, weaknesses, opportunities, and threats for strategy formulation purposes

Front 1512

Synchronous training

Back 1512

Related to web–based training programs. Training that is offered live in real–time and requires trainees to participate at a specific time and for a specific duration.

Front 1513

Synergy

Back 1513

Occurs when the interaction an outcome of team members are greater than the sum of the individual effort

Front 1514

Systemic discrimination

Back 1514

The exclusion of members of certain groups through the application of employment policies or practices based on criteria that are neither job-related nor required for the safe and efficient operation of the business

Front 1515

systems approach

Back 1515

an approach to disability management that emphasizes the work and organizational context (page 334)

Front 1516

Tacit knowledge

Back 1516

Knowledge that is derived from experience when learning is not the primary objective. (p.331)

Front 1517

Tangible rewards

Back 1517

Elements of compensation that can be quantitatively measured and compared between organizations.

Front 1518

target organs

Back 1518

tissues or organs that are most affected by exposure to a particular substance (page 151)

Front 1519

Task Analysis

Back 1519

The process that defines the components of a specific task in order to determine what makes it different from other tasks.

Front 1520

Task analysis

Back 1520

The process of determining what the content of the training program should be on the basis of the study of the tasks and duties involved in the job

Front 1521

task behaviour

Back 1521

Occurs when employees perform the tasks that have been assigned to them. (pg. 59)

Front 1522

task environment

Back 1522

The portion of the general environment that has direct relevance to a given organization. (pg. 26)

Front 1523

Task identity

Back 1523

The degree to which the job requires completion of a whole and identifiable piece of work that is, getting a job from beginning to end with a visible outcome

Front 1524

Task inventories

Back 1524

Work-oriented surveys that break down jobs into their component tasks. (p.129)

Front 1525

Task inventory analysis

Back 1525

An organization-specific list of tasks and their descriptions used as a basis to identify components of jobs

Front 1526

Task performance

Back 1526

Duties related to the direct production of goods and services and to the direct contribution to the efficient functioning of the organization that form part of a job. These duties are part of the worker’s formal job description. (p.167)

Front 1527

Task significance

Back 1527

The degree to which the job has a substantial impact on the lives or work of other people, whether in the immediate organization or in the external environment

Front 1528

Taylor Differential Plan

Back 1528

An incentive plan designed to reward efficient workers and penalize inefficient workers. The workers incentive level, or rate of pay, is dependent on their individual level of output.

Front 1529

Team

Back 1529

A group of individuals who work together to achieve a common goal or purpose.

Front 1530

Team appraisal

Back 1530

A performance appraisal, based on total quality management concepts, that recognizes team accomplishment rather than individual performance

Front 1531

Team Building

Back 1531

Activities, programs or actions that assist teams to work more effectively and to achieve their goals.

Front 1532

Team incentive plan

Back 1532

A compensation plan in which all team members receive an incentive bonus payment when production or service standards are met or exceeded

Front 1533

Team interview

Back 1533

Interview in which applicants are interviewed by the team members with whom they will work.

Front 1534

technical ladder

Back 1534

Defined progression of skills development to keep work interesting and provide opportunities for higher compensation. (pg. 203)

Front 1535

technical premiums

Back 1535

Compensation measures that increase the compensation of technical employees. (pg. 485)

Front 1536

Technical Skills

Back 1536

Skills that are related to performing a specific task or specialized task, such as completing work within a specific computer program.

Front 1537

Technical Training

Back 1537

Training programs that involve teaching skills associated with the technology required for job performance.

Front 1538

technology

Back 1538

Procedures and resources used by an organization to transform inputs into outputs. (pg. 23)

Front 1539

Telecommuting

Back 1539

Use of personal computers, networks, and other communications technology to do work in the home that is traditionally done in the workplace

Front 1540

Teleworker

Back 1540

An employee who works from a home office, or an off–site office, through the use of technology.

Front 1541

Temp

Back 1541

A person who provides temporary services to a company that has a short–term vacancy.

Front 1542

Temporal rating

Back 1542

Errors where the performance review is biased either favourably or unfavourably, depending on the way performance information is selected, evaluated, and organized by the rater over time

Front 1543

Temporary Employee

Back 1543

Employees who are hired for a limited period of time to fill an organization's short–term, seasonal or emergency employment requirements.

Front 1544

Termination

Back 1544

The separation of an employee's relationship with an organization. This can occur through retirement, resignation, layoff, or dismissal.

Front 1545

Termination

Back 1545

Practice initiated by an employer to separate an employee from the organization permanently

Front 1546

tertiary interventions

Back 1546

stress intervention techniques that are used to help those individuals who have not been able to manage workplace stress effectively and who are now experiencing symptoms of strain (page 180)

Front 1547

Personal Information Protection and Electronic Documents Act (PIPEDA)

Back 1547

A federal law that deals with the collection, use, and disclosure of personal information

Front 1548

the three Es

Back 1548

a traditional approach to occupational health and safety that emphasized engineering, education, and enforcement (page 16)

Front 1549

Third country nationals

Back 1549

Employees who are natives of a country other than the home country or the host country

Front 1550

Third-party administrator (TPA)

Back 1550

A vendor that provides administrative services to an organization.

Front 1551

Three-legged stool

Back 1551

A model showing the three sources of income to fund an employee’s retirement.

Front 1552

Time Management

Back 1552

The process of maintaining an appropriate time allocation for each task to ensure that all tasks are completed effectively and on time.

Front 1553

Time Management Training

Back 1553

Training that is designed to improve an employee's ability to properly allocate his or her time to various tasks; to ensure that the tasks are completed effectively, and that they are completed on time.

Front 1554

Time-to-fill metric

Back 1554

The number of days from when a job opening is approved to the date the candidate is selected

Front 1555

toxicity

Back 1555

ability to cause injury to human biological tissue (page 147)

Front 1556

trade union legislation

Back 1556

Legislation that defines the rights of parties involved in a collective bargaining relationship. (pg. 197)

Front 1557

train the trainer

Back 1557

programs designed to offer subject matter experts in various content areas skills in program delivery and communication (page 233)

Front 1558

Trainability

Back 1558

An employee's ability to partake in formal or on–the–job training.

Front 1559

Trainee motivation

Back 1559

Making employees understand the link between the efforts they put into training and the payoff

Front 1560

Trainee readiness

Back 1560

Refers to whether or not the experience of trainees has made them receptive to the training that they will receive

Front 1561

Trainer

Back 1561

An instructor or facilitator who directs the growth of learners through a variety of training methods.

Front 1562

Training Aid

Back 1562

Tools or props that are used to assist in training, such as graphs, audio equipment, or software.

Front 1563

Training and Development

Back 1563

The programs and initiatives that are provided to employees in order to upgrade their current skills and to teach them new skills so that they will become more effective in their jobs, exper ience job satisfaction, and will be prepared for career advancement.

Front 1564

training evaluation

Back 1564

a component of the ISD training model designed to assess the value added for individuals and organizations following the implementation of a training program (page 236)

Front 1565

Training Objective

Back 1565

The specif ic knowledge, skills or attitudes that a trainee should acquire or learn as a direct result of the training program or activity in which they participated.

Front 1566

Training

Back 1566

Any effort initiated by an organization to foster learning among it’s' members, which tends to be more narrowly focused and oriented toward short-term performance concerns

Front 1567

Trait approach

Back 1567

Designed to measure the extent to which employee possesses certain characteristics - such as dependability, creativity, initiative, and leadership - that are viewed as important for the job and the organization in general

Front 1568

Trait rating approach

Back 1568

An approach in which judgmental data are combined statistically. (p.470)

Front 1569

Transfer of Training

Back 1569

The ability of an employee to carry–over the knowledge or skill they learned in training to the actual job. Training transfer is measured as positive transfer, zero transfer, and negative transfer.

Front 1570

Transfer of training

Back 1570

Effective application of principles learned to what is required on the job

Front 1571

Transfer

Back 1571

Placement of the individual in another job for which the duties, responsibilities, status, and remuneration are approximately equal to those of the previous job

Front 1572

transformational leadership

Back 1572

highly effective approach to leadership that emphasizes employee wellbeing and is characterized by idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (page 266)

Front 1573

Transnational Corporation

Back 1573

A firm that attempts to balance local responsiveness and global scale via a network of specialized operating units

Front 1574

Transnational teams

Back 1574

Teams composed of members of multiple nationalities working on projects that span multiple countries

Front 1575

Trend Analysis

Back 1575

The forecast or assessment of an organization's personnel requirements, made by reviewing and observing past resource requirements in order to detect trends.

Front 1576

True score

Back 1576

The average score that an individual would earn on an infinite number of administrations of the same test or parallel versions of the same test. (p.41)

Front 1577

turbinates

Back 1577

spiral or spongy sections of the respiratory system that have a centrifugal effect to help remove aerosols (page 150)

Front 1578

Turnover

Back 1578

The changes in the make–up of a company's workforce due to exiting employees.

Front 1579

two-factor theory of motivation

Back 1579

Argues that intrinsic factors influence work motivation, while extrinsic factors influence job satisfaction. (pg. 79)

Front 1580

Type A behaviour

Back 1580

actionemotion complex that can be observed in any person who is aggressively involved in a chronic, incessant struggle to achieve increasingly more in increasingly less time (page 174)

Front 1581

Type I violence

Back 1581

violence committed by someone with no legitimate relationship to the organization, often while committing another criminal act (page 199)

Front 1582

Type II violence

Back 1582

violence committed by clients or customers of the organization (page 199)

Front 1583

Type III violence

Back 1583

violence committed by coworkers (e.g., other employees of the organization) (page 200)

Front 1584

Type IV violence

Back 1584

violence committed by the spouse or partner of the victim (page 200)

Front 1585

Ultimate criterion

Back 1585

The concept that a single criterion measure reflects overall job success. (p.185)

Front 1586

uncontrolled fire stage

Back 1586

fire is out of control and major property damage is under way (page 292)

Front 1587

Understanding

Back 1587

The degree or level of learning that an employee or trainee acquires or comprehends.

Front 1588

Underutilization

Back 1588

Term applied to designate groups that are not utilized to represent in the employer's workforce proportional to their numbers in the labor market

Front 1589

Unfair Labour Practices

Back 1589

Practices by employers that interfere, threaten or restrain an employee from exercising his or her right to organize or participate in union activities. It can also refer to a union's practice of misrepresenting its members or refusing to bargain in 'good faith' with employers concerning such issues as wages, benefits, hours, and employment conditions.

Front 1590

Unfreezing

Back 1590

A stage of learning when barriers to learning are removed so that an employee can acquire new or replacement knowledge, skills, or attitudes.

Front 1591

Union (shop) steward

Back 1591

Employee who as a nonpaid union official represents the interests of members in their relations with management

Front 1592

Union authorization card

Back 1592

Card signed by employees to designate a union as their collective bargaining agent.

Front 1593

Union Busting

Back 1593

Practices used by employers to try to dismantle or dissolve a union.

Front 1594

Union Jurisdiction

Back 1594

The jobs, skills, industries and occupations where a union organizes and conducts collective bargaining.

Front 1595

Union security provisions

Back 1595

Contract clauses to help the union obtain and retain members.

Front 1596

Union Shop

Back 1596

An arrangement in which an employer can only hire union members for available positions within the organization. If non–union employees are hired, they are required to joi n the union within a specified period of time.

Front 1597

Union Survival Clause

Back 1597

A provision outlined in a collective agreement, which protects the union by providing funds through a variety of means. This can also be referred to as a security clause.

Front 1598

Unionization

Back 1598

The process by which a group of employees become unionized.

Front 1599

unit/small batch technology

Back 1599

Manufacturing technology that produces one-of-a-kind items or small batches of unique items. (pg. 41)

Front 1600

Unnecessary Work

Back 1600

Jobs, work, tasks or duties that do not add value or are not needed for the organization to operate and be profitable.

Front 1601

unsafe act

Back 1601

a deviation from standard job procedures or practices that increases a worker's exposure to a hazard (page 83)

Front 1602

Unstructured interview

Back 1602

A traditional method of interviewing that involves no constraints on the questions asked, no requirements for standardization, and a subjective assessment of the candidate. (p.414)

Front 1603

unwanted sexual attention

Back 1603

persistent and unwelcome sexual comments or attention (page 197)

Front 1604

Unwelcome Behaviour

Back 1604

Unwanted or objectionable acts or conduct from a manager, supervisor, co–worker or peer that an employee finds objectionable, such as sexual advances or inappropriate or suggestive comments.

Front 1605

Upskilling

Back 1605

Any training, such as cross training or one–on–one training, from which an employee acquires new skills.

Front 1606

Uptraining

Back 1606

Training programs that are designed to improve current skills and to teach new skills.

Front 1607

Upward Mobility

Back 1607

An employee's willingness and readiness to take on additional responsibility or to be promoted within the organization.

Front 1608

Validity coefficient

Back 1608

The correlation between assessment scores and job performance measures. (p.282)

Front 1609

Validity generalization

Back 1609

The application of validity evidence, obtained through meta-analysis of data obtained from many situations, to other situations that are similar to those on which the meta-analysis is based. (p.51)

Front 1610

Validity

Back 1610

The degree to which a test or selection procedure measures a person's attributes

Front 1611

Value Creation

Back 1611

What the firm adds to a product or service by virtue of making it; the amount of benefits provided by the product or service once the costs of making it are subtracted

Front 1612

Value Engineering

Back 1612

The process that optimizes the costs and performance of an HR program or initiative and eliminates those elements that drive up costs and are not required to reach the desired result.

Front 1613

Value–added Work

Back 1613

Work that occurs within an organization and that increases the value of the products and services that are offered to the company's customers.

Front 1614

Values

Back 1614

The principles, ethics, morals, standards, and ideals that an individual or organization considers important and will work to achieve.

Front 1615

Values Statement

Back 1615

A written declaration that outlines what an organization considers important to its business.

Front 1616

Values-Based Hiring

Back 1616

Process of outlining the behaviors that exemplify a firm's corporate culture and then hiring people who are fit for them

Front 1617

Value–sustaining Work

Back 1617

Work that is critical to maintaining the organization's production process.

Front 1618

Variable Compensation

Back 1618

Pay that is structured solely on the basis of organizational or employee performance and success. Variable compensat ion can take various forms, such as: gain sharing, cash rewards, cash payments when production targets are met, and team incentives.

Front 1619

Variable pay

Back 1619

Tying pay to some measure of individual, group, or organizational performance

Front 1620

vasoconstriction

Back 1620

the process of causing a constriction of the blood vessels (page 121)

Front 1621

Verbal learners

Back 1621

Individuals who absorb information best through spoken or written works

Front 1622

Vertical Fit (or Alignment)

Back 1622

Focuses on the connection between the business objectives and the major initiatives in HR

Front 1623

Vertical Organization

Back 1623

An organization that is structured in a traditional fashion consisting of multiple levels of management and accountability.

Front 1624

Vesting

Back 1624

A guarantee of accrued benefits to participants at retirement age, regardless of their employment status at the time

Front 1625

Vicarious Liability

Back 1625

The liability that an employer bears for the actions of its employees or agents.

Front 1626

Video resumes

Back 1626

Short video clips that highlight applicants' qualifications beyond what they can communicate on their resume

Front 1627

violence

Back 1627

an actual physical assault or threat of an assault (page 196)

Front 1628

Virtual HR

Back 1628

The use of technology or self–service programs that allow employees to access their employee information or take advantage of HR–related programs instantaneously, whether they are on or off the job site.

Front 1629

Virtual Office

Back 1629

A workspace or office in a location remote from the main office, made possible by the use of technology. A virtual office is usually used by a salesperson, whether they are travelling or at an off–site location.

Front 1630

Virtual Organization

Back 1630

An organization structured so that members in different locations can work together by using methods of technology.

Front 1631

Virtual team

Back 1631

A team with widely dispersed members linked together through computer and telecommunications technology; extensive attention must be given to training team members has the move through the four stages of team development: forming, storming, forming, and performing

Front 1632

Vision

Back 1632

A leader's view that is considered to be good, sound, achievable and worthwhile to carry out and to try to achieve success. It is the leader's responsibility to inspire others to believe in and work towards the vision.

Front 1633

Vision Statement

Back 1633

A declaration that outlines where a company plans to be in the future, how it intends to get there, and the role and functions that each department will carry out in order to arrive.

Front 1634

Visual learners

Back 1634

Individuals who absorb information best through pictures, diagrams, and demonstrations

Front 1635

Vocational Education

Back 1635

Occupational training and education programs provided through secondary and post–secondary institutes and that teach trades and semi/para professions.

Front 1636

vocational rehabilitation

Back 1636

the steps undertaken by WCBs to help injured workers return to their place of employment or find similar or suitable work elsewhere (page 64)

Front 1637

Voluntary Arbitration

Back 1637

The agreement between two parties to use a neutral third party to settle a dispute even though they are not legally required to use such methods.

Front 1638

Voluntary Bargaining Item

Back 1638

An issue that neither the union nor management feels obligated to, or is legally required to negotiate during collective bargaining.

Front 1639

Voluntary Benefits

Back 1639

Insurance premiums that are paid for by the employee participating in the plan.

Front 1640

Voluntary Early Retirement

Back 1640

An optional, service–based retirement that occurs before a member reaches their normal specified retirement age or date. When a member elects to retire early they receive a reduced retirement benefit until such time when they reach their normal specific retirement age or date.

Front 1641

Voluntary Leave

Back 1641

Leave taken voluntarily by employees that allows the organization to reduce its costs.

Front 1642

Voluntary Reduced Work Time

Back 1642

A reduced workweek schedule, which the employer allows for a specified period of time, but with a set plan for the employee to return to work on a full–time basis. In return for the reduced work schedule, the employee receives a reduced income.

Front 1643

wage

Back 1643

Pay based on an hourly time period. (pg. 110)

Front 1644

Wage and Salary Surveys

Back 1644

Surveys that provide employers with information to assist them to determine where they stand in relation to their competitors, and to make their compensation packages attractive to employees.

Front 1645

Wage Curve

Back 1645

A graph that outlines the pay rate that is currently assigned to a specific pay grade in relation to the points awarded to specific jobs during the job evaluation process.

Front 1646

Wage Gap

Back 1646

The difference that exists between a man and a woman's salary for performing the same or comparable work.

Front 1647

Wage Garnishment

Back 1647

A legal deduction of a specified amount of an employee's pay by the employer , in order for the funds to be delivered to the employee's creditor for debt settlement.

Front 1648

Wage rate compression

Back 1648

Compression of differentials between job classes, particularly the differential between hourly workers and their managers

Front 1649

Wage Structure

Back 1649

A graph that assists employers to determine the wage structures or pay rates for different pay grades through the comparison and evaluation of market wages, compensation policies, and required rate changes.

Front 1650

Wages

Back 1650

Payments calculated directly from the amount of time worked by employees.

Front 1651

Waiver

Back 1651

A legal document which, when signed by an employee, relinquishes certain employee's rights and claims against the company.

Front 1652

walk-though survey

Back 1652

a survey in which a safety professional walks through a worksite and notes hazards (page 86)

Front 1653

walkthrough

Back 1653

inspection of the incident scene to get a picture of the total environment (page 308)

Front 1654

Warning

Back 1654

Often the first stage in an organization's progressive discipline process. A warning generally takes the form of a written reprimand that informs the employee that if the outlined conduct is repeated, a more severe form of discipline will occur.

Front 1655

Web–based HR Applications

Back 1655

HR functions that are available or performed through the internet. The applications range from benefits administration, to job postings, to training and development.

Front 1656

Web–based Training

Back 1656

Training programs that are delivered through the internet. These programs provide individuals with the flexibility of partaking in the courses remotely, and allow organizations to reduce their classroom based training costs.

Front 1657

Webcast or Webinar

Back 1657

Forms of web–based training that are available as broadcasts, downloads, or presentations on the web in a synchronous or asynchronous mode.

Front 1658

Weighted application blank (WAB)

Back 1658

The use of a common standardized employment application that is designed to distinguish between successful and unsuccessful employees

Front 1659

weighted mean, or weighted average

Back 1659

A measure of central tendency of a set of values that adjusts the average based on the number of cases to which each value pertains. (pg. 339)

Front 1660

Wellness Program

Back 1660

Corporate programs that are designed to promote employee fitness, create awareness about employee wellness, assess the health of the organization's employees, and encourage lifestyle modification. The overall goals of these programs are to reduce the instances of employee illness and accidents, boost employee motivation, and increase productivity. These programs include elements such as: on–site fitness centers, wellness education seminars, and health screenings.

Front 1661

Wellness programs

Back 1661

Programs designed to maintain or improve employee health before problems arise.

Front 1662

Whistle-blowers

Back 1662

Individuals who report real or perceived wrongs committed by their employers.

Front 1663

White–collar Workers

Back 1663

Individuals who are classified as salaried employees, are required to dress more formally than blue–collar workers, and whose work does not generally involve manual labour.

Front 1664

WHMIS

Back 1664

Workplace Hazardous Materials Information System; a legislated training program in the handling of potentially hazardous chemicals in the workplace that ensures Canadian workers recognize hazardous materials and are knowledgeable in emergency procedures following a chemical spill (page 234)

Front 1665

whole body vibration

Back 1665

affects the whole body as a unit (page 124)

Front 1666

Willful Misconduct

Back 1666

Employee conduct or actions that are considered to be deliberate, premeditated and conscious. The actions are a direct violation of the organization's rules and generally result in some form of disciplinary action.

Front 1667

Work Ethic

Back 1667

An individual's commitment to the overall quality of his or her work and effectiveness at their job. Work ethic is demonstrated through an employee's ability to work within a team, take responsibility for his or her actions, stay motivated, and exhibit loyalty towards the organization.

Front 1668

work motivation

Back 1668

The attitude one holds toward good job performance. (pg. 60)

Front 1669

Work permit or Visa

Back 1669

A government document granting a foreign individual the right to seek employment

Front 1670

Work sample tests

Back 1670

Tests that require an applicant to perform a simulated task that is a specified part of the target job.

Front 1671

Work samples and simulations

Back 1671

Testing procedures that require job candidates to produce behaviours related to job performance under controlled conditions that approximate those found in the job. (p.344)

Front 1672

Work Stoppage

Back 1672

A work stoppage occurs when employees cease performing their jobs to show their support of a cause or to express a grievance.

Front 1673

work trials

Back 1673

a form of accommodation where workers return to work on a trial basis (page 340)

Front 1674

Work valuation

Back 1674

A job evaluation system that seeks to measure a job's worth through its value to the organization

Front 1675

Work/job sample tests

Back 1675

Tests that require the applicant to perform tasks that are actually part of the work required on the job

Front 1676

Workahol ics

Back 1676

Individuals who work too hard or who work beyond what is expected of them.

Front 1677

Work–at–Home

Back 1677

An employee who is permitted to carry out his or her job or tasks from a home office on one or more days per week.

Front 1678

Worker traits inventories

Back 1678

Methods used to infer employee specifications from job analysis data; commonly included in the job analysis literature. (p.133)

Front 1679

Worker-oriented job analysis

Back 1679

Job analysis techniques that emphasize general aspects of jobs, describing perceptual, interpersonal, sensory, cognitive, and physical activities. (p.120)

Front 1680

Workers' Compensation

Back 1680

Broadly defined, WC is a type of insurance that is governed by law with the purpose of helping workers who have suffered workplace accidents, illness, hazards, and harm. Workers' compensation provides employees with safety education, training, lost wages and lost future earnings benefits, and assists employees to return to work.

Front 1681

Workers' Compensation insurance

Back 1681

Insurance provided to workers to defray the loss of income and cost of treatment resulting from work-related injuries or illness

Front 1682

Workers’ compensation

Back 1682

Security benefits provided to workers who are injured on the job.

Front 1683

Workflow analysis

Back 1683

Study of the way work (inputs, activities, and outputs) moves through an organization.

Front 1684

Work–life balance

Back 1684

Employer-sponsored programs designed to help employees balance work and personal life.

Front 1685

Work-oriented job analysis

Back 1685

Job analysis techniques that emphasize work outcomes and descriptions of the various tasks performed to accomplish those outcomes. (p.120)

Front 1686

workplace accommodation

Back 1686

modifications to the arrangement of work that promote early and safe return to work for injured, ill, or disabled workers (page 339)

Front 1687

Workplace emergency

Back 1687

An unforeseen situation that threatens employees, customers, or the public; disrupts or shuts down operations; or causes physical or environmental damages

Front 1688

Workplace Incivility

Back 1688

Rude behavior that offends other employees.

Front 1689

Workplace Surveillance

Back 1689

Observing and monitoring employees in order to detect and prevent violations of company policy and the occurrence of criminal activity, such as theft.

Front 1690

work-to-family conflict

Back 1690

a form of workfamily conflict in which work demands interfere with the fulfillment of family responsibilities (page 184)

Front 1691

Work–to–Rule

Back 1691

A union tactic whereby employees refuse to carry out any work–related activities that are not specifically outlined in their contract.

Front 1692

Written Reprimand

Back 1692

A written form of disciplinary action that outlines to an employee the offence that they have repeatedly demonstrated and that is unacceptable to the company. Typically the letter will remind the employee of previous discussions concern ing the behaviour and will include information on what will occur should the behaviour continue.

Front 1693

Wrongful dismissal

Back 1693

A lawsuit filed in the court by an employee alleging that he or she was dismissed without proper contractual or reasonable notice

Front 1694

Yellow Dog Contract

Back 1694

A practice, now illegal, whereby employers forced employees to relinquish their rights to form or join a union prior to being hired by the organization. The practice was common when unions were first introduced Into the workplace.

Front 1695

Yield ratio

Back 1695

The percentage of applicants from a recruitment source that make it to the next stage of the selection process

Front 1696

Zero Transfer

Back 1696

Related to the concept of ''Transfer of Training."