Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
43 Cards in this Set
- Front
- Back
|
Regiocentric approach |
develops standarized practices and policies |
|
|
geocentric approach |
develops one single set of glboal practices and policies that everyone must implement |
|
|
Ethnocentric approach |
brings the organization's local practices to its foreign locations |
|
|
polycentric approach |
allows each location to develop its own practices and policies; the problem with this is that it becomes impossible to monitor and create consistency across the board |
|
|
best criteria to utilize finding international assignment participants |
copentency, ability to communicate with people in foreign countries, flexibility and ability to adapt to cultural differences, and th emotivation to do the assignement, support from family |
|
|
four different stages of cultural adjustment |
honeymoon, culture shock, recovery, adjustment |
|
|
two approaches to international compensation |
balance sheet approach; maintains the home country salary structure going rate approach; is linked to the host country's salary structure |
|
|
Ethics |
refers to the principles of conduct governing an individual or group; they are used to determine how to behave; most common unethical behavior is abusive or intimidating behavior of managers towards their employees |
|
|
two main perceived justices |
distributive justice; perceived justice of the outcomes of procedures procedural justice; whether or not hte procedures themselves are fair; more important |
|
|
Five factors that predict ethical behavior |
1. individual factors about each employee 2. Organizational factors: does the environment encourage ethical behavior? 3. The boss's influence 4. Ethical policies and codes of conduct. 5. The culture of the organization |
|
|
Progressive penalties |
employees are penalized minimally for behaving unethically the first time it happens; the second time, the punishment is a bit harsher. Penalization's become progressively harsher each subsequent time unethical behavior occurs |
|
|
Workplace monitoring |
-Electronic communications privacy act restricts employer interception and monitoring of communications to solely matters that have a "business purpose." Most organizations do not actually abide by this rule -Before collecting email info from employees, organizations should have employees sign a consent form stating that they are aware of this practice. |
|
|
Employee injuries can be very costly both directly and indirectly due to: |
Medical bills, training replacement employees, reputation damage |
|
|
Three main causes of accidents in the workplace |
1. unsafe working conditions: exposure to too much noise, heavy and dangerous machinery, extreme temperatures, unsuitable lighting, and long working hours 2. unsafe employee actions: unsafe actions include not using proper equipment or not wearing the proper attire 3. "Accident-prone" people: research says that there are some people who are more likely to be involved in accidents than others, but likelihood typically depends upon the environment they're in |
|
|
organizational stressors |
the demands of work, such as task demands, physical demands, risk demands and personal demands; organizations can design jobs so as to minimize these stressors. If too stressed they may leave. |
|
|
OSHA; general duty clause |
-employer has a general duty to provide safe and healthy working conditions and employers that know or reasonably should know of unsafe or unhealthy conditions can be cited |
|
|
OSHA; Notification and posters |
employres are required to inform their employees of safety and health standards established by OSHA and posters by OSHA must be displayed in prominent locations in workplaces |
|
|
OSHA; record-keeping requirements |
-Injury or illness related deaths: must be reported within 8 hours -Lost time or disability injuries -Medical-care injuries -Minor injuries |
|
|
OSHA inspections |
compliance officers or inspectors must produce a search warrant if an employer refuses to allow an inspector into the plant voluntarily. Monetary penalties can be assessed against employers |
|
|
Safety committee |
generally meets at regularly scheduled times, has specific responsibilities for conducting safety reviews, identifies risks and makes recommendations for changes necessary to avoid future accidents. Regular inspections can be done by them or by a company safety coordinator |
|
|
3 approaches to manage safety |
1. Organizational Approach; designing safer jobs and by creating policies that encourage safety 2. Engineering approach; designing machines, equipment, and work areas so that workers who perform potentially dangerous jobs cannot injure themselves and others 3. Individual approach; emphasizes employee training in safety methods, fatigue reduction, and health awareness; focused on reducing risky behavior |
|
|
Employee assistance program |
provides counseling and other help to employees having emotional, physical or other personal problems; typically an employer contracts with a counseling agency for the service |
|
|
Security Audit |
comprehensive review of organizational security aka vulnerability analysis. Typically starts with a survey of the area around the facility for lighting in parking lots, response vehicle times, crime in surrounding neighborhood |
|
|
controlled access |
limited access to facilities and work areas by using electronic access or key-cards systems but for those who are most vulnerable such as taxi drivers and convenience store clerks can be provided with bulletproof partitions |
|
|
Disaster planning |
1. Organizational assessment includes establishing disaster planning team often composed of representatives from HR, security, info tech, operations, etc. 2. Disaster recover plan is developed to identify how the organization will respond to different situations ( who will take responsibility for various duties and how these efforts will be coordinated must also be identified) 3. Train employees and managers what to do when disaster occur including first aid/CPR, hazardous materials containment, disaster escape means, employer contact methods, and organization restoration efforts |
|
|
Statutory rights |
result of specific laws or statutes passed by federal, state, or local goernments |
|
|
Contractual rights |
contracts formalize the employment relationship usually in contracts or handbooks |
|
|
Employment contracts |
typically used for executive and senior managers; formal agreement that outlines the details of employment |
|
|
noncompete agreements |
included in employment contracts which prohibit individuals who leave an organization from working with an employer in the same line of business for a specified period of time |
|
|
Implied contracts |
rights and responsibilities of the employee may exist only as unwritten employer expectation about what is acceptable behavior or performance on the part of the employee. When the employer fails to follow up on the implied promises, the employee may pursue remedies in court. |
|
|
Employment-at-will |
employers have the right to hire, fire, demote, or promote whomever they choose, unless there is a law or a contract to the contrary. Employees can quit anytime they want |
|
|
constructive discharge |
deliberately making conditions intolerable to get an employee to quit
|
|
|
due process |
requirement that the employer usues a fair proces to determine if there has been employee wrongdoing and that the employee has an opportunity to explain and defend his or her actions
|
|
|
Work-Related alternative Dispute Resolution (not open-door polices, formal grievance procedures and lawsuits) |
-Arbitration-binding decision -Peer-review panels; employees appeal disciplinary actions to an internal committee of employees made up of fellow employees and perhaps a few mangers to resolve employment disputes -ombuds; employees outside the normal chain of command who act as independent problem solvers for both management and employees; address employees' complaints and operate with a high degree of confidentiality -Mediation; neutral question asker |
|
|
Employee medical records |
all medical related info must be maintained separately from all other confidential files |
|
|
Employee Advocacy of Controversial view |
employers must follow due process procedures and demonstrate that disciplinary actions taken against employees can be justified by job-related reasons |
|
|
Whistle-Blowing |
individuals who report real or perceived wrongs committed by their employers; |
|
|
Sarbanes-Oxley Act and Dodd Frank Wall Street Reform and Consumer Protection Act |
protects free speech in the orperate setting but there are no full laws in the public and private employees |
|
|
Positive Discipline Approach |
builds on the philosophy that violations are actions that usually can be corrected constructively without penalty; focus on using fact finding and guidance to encourage desirable behaviors |
|
|
Involuntary turnover |
Pauline was asked to leave after she f***ed up a project |
|
|
Dysfunctional |
loss of an efficient worker, or maintenance of a inefficienet one |
|
|
Functional |
loss of an inefficient worker or maintenance of an efficient one |
|
|
Types of turnover costs (vacancy costs) |
temp. help Separation costs=pay rates, supervisor time, exit interview cost replacement costs=recruitment of replacements hidden/indirect cost=low cost satisfaction, low quality |
