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41 Cards in this Set
- Front
- Back
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Career |
Series of jobs you pursue over course of working life |
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Career planning |
Setting goals and a means of achieving them |
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Career development |
Those activities you participate in that you feel will lead you to your goals |
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Career path |
Logical series of jobs in one area |
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Career anchor |
A concern or value that a person will not give up if a choice has to be made |
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Occupational Orientation |
Theory that there are six basic personal orientations that determine the sorts of careers to which people are drawn |
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Alternative arrangements |
1) Flex time - EE still works standard # of hours per day and week (e.g.: 8 hours a day/40 a week) but can choose their own start and finish time (e.g.: 7am-3pm, 10am-6pm) - ER sets core hours (e.g.: 10am-3pm) when all staff should be in office. Advantages: - EEs can meet personal need (e.g.: day care, dentists etc) - EE will take less time off work. - Longer hours of coverage of the office (e.g.: 7 10 am) Disadvantages: - May not be the right for the business (call centres, production factories – workplace has to be set to make deadlines). - For a manager, it is difficult to keep track of EE schedules - Mgmt and other coworkers may not be there when guidance is needed. 2) Compressed work week - Hour set by ER (not EE) - EE works more hours each day so they will have more time off (e.g.: EEs work 40 hours in 4 ½ days a week or EEs work 80 hours in 9 days) Advantages: - Can reduce ER overtime cost as EEs work longer days. - EEs have more personal time off - Cuts down on commuting Disadvantages: - Can be physically/mentally draining on the worker - May be difficult for EE to fit other actives into shorter day 3) Job Sharing - 1 F/T job is done by 2 EEs. Advantages: - Nearing retirement employees want more time off and do not necessarily need the money - ER gets to keep talent of those nearing retirement and use as mentors - Do not need to make layoffs Disadvantages: - Less money/experience for EEs - Problem of disorganization - Delayed responses/confusion 4) Telecommuting - EE works from home F/T or P/T - ER equips home office Advantages: - EE works from comfort of home - Less facility costs for ER Disadvantages - ER has less control over EE does not know how much time they are putting in - EEs can feel isolated from the office. Doesn’t work for everyone– need self-discipline. |
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Ratings problems in performance evaluations |
Star Wars Has Bad Critic Ratings
- Wrong factors being used: factors aren’t measurable or observable (e.g.: attitude –can’t measure it) - Halo effect distorts reality: One high or low rating influences other ratings - Central tendency – everybody is “average” - Lenience/ strictness among supervisors: some supervisors have higher performance standards than others - Bias – supervisor favouritism - Recency effect – wrong time period: Evaluation should be based on full 12 months, managers only evaluate based on the months leading up to the evaluation. |
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Use of formal performance evaluations and why ERs like them |
Courtney Performed an Intensely Suggestive Dirty Dancing Re-enactment Causing Matej To Flush - Feedback – how am I doing? –Forces the situation - Two-way communication – opens up communication - Discipline / termination documentation - Clarification - job understand/clarification - Measurement against standards - Potential for promotion - Improvement – training needs - Career Development - Compensation – pay for performance - Succession planning - Job re-design |
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Job evaluation # |
- A systematic comparison to determine the relative worth of jobs with a firm |
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Grade vs. class |
Grades: Group of jobs that are similar in difficulty but often different in other respects Classes: A group of similar types of jobs |
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Red circle pay rate |
A rate of pay that is above the pay range maximum Options - Freeze pay rate of EE until scary increases bring other jobs in line with it - Transfer or promote employees to jobs they can legitimately be paid at such salary - Otherwise pay will be cut to maximum in range |
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Pay compression # |
Occurs in two ways: - If there’s a skill shortage - the person you get might get paid more than the EEs currently working there. - Supervisor earns less than the staff that reports to them - overtime. |
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Profit sharing, Gain sharing and Share Purpose # |
1) Profit sharing - Most or all EE share in company profits 2) Share purchase - give EEs option to purchase at rate lower than public. 3) Gainsharing – EEs share in financial gains – if you contribute ideas for specific financial improvements (production, cost reductions, cost savings) you get a portion of the gain i.e.:10% of 1000). One-time payment – reason why it isn’t popular. |
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Incentive comp |
- Any pay that ties to productivity or profitability - Short term – annual or shorter - Long term – over 1 year - motivate with stock option or shared units |
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Broadbanding |
For large companies –it reduces the number of job levels and increase pay between levels (i.e.– 29k-44k for non mgmt., 42k-72k for middle mgmt., 70k-11k for sr. mgmt. derived from 6 grade levels. 2 grade levels instead of 6.) |
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Guidelines for evaluations |
1. Stay positive! - Begin by highlighting a specific accomplishment or contribution by the EE. - End the evaluation by stressing your confidence that the EE will meet the objectives discussed during the next evaluation period. 2. Be professional - Make it clear that the evaluation is intended to provide feedback (nor personality) on performance only. - Conduct the session in an objective,factual, business-like manner. - Conduct the interview in private with no interruptions. 3. Be supportive - Constructive criticisms - Specific examples - Offer tools/resources to help 4. Be future-orientated - Identify specific future expectations,goals, activities to improve performance - Remove any obstacles that are inhibiting performance |
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Compensable factor |
Essential factors to a job (e.g.: skill, effort, working condition, responsibility) that enable ERs to compare job value |
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Classification/grading method |
Method for categorizing jobs into different groups |
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Point method |
Job evaluation method that identifies compensable factors and assigns points to calculate value |
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Fixed pay |
Pay the independent of performance |
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Straight vs. guaranteed vs. differential piecework plan |
Straight: Paid for each piece produced Guaranteed: Minimum hourly pay, plus incentive for each piece produced above a set number per hour Differential: Minimum hourly pay, plus extra % of base rate for production exceeding the standard per hour or per day |
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Capital accumulation programs |
Long term incentives typically offered to senior executives |
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Stock options |
The right to purchase a stated number of shares of company stock at todays price at sometime in the future |
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Learning organization |
An organization skilled at creating, acquiring, and transferring knowledge |
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Developmental job rotation |
Moving trainee from department to department to broaden her experience |
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Action learning |
Mgmt trainees work in departments other than their own for a period of time analyzing and solving problems |
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In house development centre |
Exposing mgmt trainees to realistic exercises in order to help develop their skills |
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Behavioural modeling |
Trainees first shown good mgmt techniques and then asked to play roles in simulated situation then offered feedback on their performance |
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Mgmt game |
Teams of managers compete with one another by making decisions regarding simulated companies |
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Performance Mgmt |
Improving EE performance, productivity, and effectiveness |
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Task vs. contextual performance |
task: Individual direct contribution to their job related processes contextual: individuals indirect contribution to organization beyond specified duties |
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Alternation vs paired comparison |
Alternation: Ranking EE from best to work on a particular trait Paired comparison: Comparing each EE to another in all factors |
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Critical incident method |
- record exceptionally good or bad performance examples |
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Behavioural anchored rating scale |
Quantifiable rating scale that offers examples of good and poor performance |
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360 degree appraisal |
Uses multiple raters including peers, supervisors, customers |
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Business process engineering |
ER rethinks and redesigns core business and processes (often in response to a recession) Two questions: “Why do we do what we do?,” “Why are we doing it how we do it?” |
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Tips for Effective Performance Evaluations |
- Factors for evaluation are job-related - Expectations/standards clearly defined - No surprises for EEs - Standardization/ consistency - Trained supervisors - Must be legallyd efensible - Process controlled by HR |
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Compensation |
Anything that an EE finds rewarding about working for a particular ER. |
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Direct compensation |
- anything of immediate value to the EE - wages, bonuses, commissions, shift premiums (off shifts pay more), overtime pay, vacation pay, severance pay, car allowances |
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Indirect compensation |
- Future oriented, differed -Group insurance plans, leaves of absence,tuition assistance, pension plans, subsidies (meals, day care), ER contributions to -CPP, EI & WSIB. |
