Human Resources Management

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Union

Back 1

an organization that aims to improving the compensation and working conditions of employees

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local union

Back 2

an association of employees with its own officers and consistutions

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national union

Back 3

a union whose membership is situated only in Canada

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international union

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a union whose membership is both in Canada and the US

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raiding

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when one union persuades members of another union to join their union

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yellow dog contracts

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anti-union agreements

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Business Unionism

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focuses in the improvement of the terms of employment through negotiations with the employer

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Social Unionism

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concerned with the overall economic and social change that benefits all of society

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Wagner Act

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established the right to organize, compulsory bargaining and prohibition of unfair labour practices in the US

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Privy Council Order

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established the rights and obligations fundamental to labout relations in Canada

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voluntary recognition agreement

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an agreement between the union and the employer in which the employer recognizes the bargaining power of the union

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certification and decertification

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the union becomes certifized by applying to the labour relations board but this could also be taken away

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statutory freeze

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a time period in which the employer is prohibited from making changes in the terms of employment

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hiring process

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recruitment, selection, socialization

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reliability

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consistency of measurement

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validity

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the extent to which scores on a test of interview actually correspond to the job

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benchmark job

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a job used to anchor the employer's pay scale and acts as a point of reference around which other jobs are arranged in relative worth

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compensable factors

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fundamental, compensable elements of a job such as skill, effort, responsibility,etc.

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ranking method

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simplest form of job evaluation by ranking jobs relative to other jobs based on difficulty

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classification method (grading)

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job evaluation by categorizing jobs into groups

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point method

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job evaluation by assigning points to compensable factors present in a job

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pay equity

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providing equal pay to male-dominated job classes and female-dominated job classes of equal value to the employer

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variable pay

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any plan of payment that is tied to profitability and productivity

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spot bonuses

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on the spot bonuses awarded for employees for accomplishments not measured by a standard

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piecework

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system of pay based on productivity by each individual worker

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team or group incentive plan

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production standards are set for work teams and team members are paid incentives if the team exceeds production standards

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capital accummulation programs

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long-term incentives for senior executives

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stock option

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an incentive where employees have the right to purchase a stated number of shares in today's price in some time in the future

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merit pay

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salary increase based on individual performance

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profit-sharing plan

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most or all employees share in the company's profits

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gainsharing plan

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an incentive plan that encourages employees to achieve company wide productivity objectives and share the gain

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employee benefits

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indirect financial programs such as health and life insurance, vacation, pension, education plans, discounts, etc.

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workers' compensation

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provides income to victims of work-related accidents or illnesses and their dependants regardless of fault

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pay for time not worked

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e.g. vacation, holiday, sick pay

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deductible

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the annual amount of health/dental expenses that an employee must pay before insurance benefits will be paid

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pension plans

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plans that provide income when an employee retires

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vesting

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provision that employer money placed in a pension fund cannot be forfeited for any reason

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portability

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a provision that if employees change jobs htey can transfer their pension into RRSP or new employer's pension plan

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phased-in retirement

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employees are gradually easted into retirement using reduced workdays

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performance management

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the entire process affecting how well an employee performs

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graphic rating scale

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employee is rated by identifying the score that corresponds with his level of performance

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forced distribution method

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predetermined percentages of rates are placed in various performance categories

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critical incident method

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keeping a record of uncommonly good or undesirable examples of an employee's work behaviour and reviewing it with him at predetermined times

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behaviourally anchored rating scale (BARS)

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appraisal method that aims to combine benefits of narratives, critical incidents and quantified ratings by anchoring a scale with specific examples of performance

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360 degree appraisal

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performance appraisal technique that uses multiple raters including peers, supervisors and customers

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halo effect

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the problem when a supervisor's appraisal of an employee on one trait biases the rating of that person on another trait

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appraisal bias

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the tendency to allow individual differences such as age, race and gender affect appraisal ratings

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recency effect

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rating error that occurs when ratings are based on the employee's most recent performance rather than throughout the entire appraisal period

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downward communication

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information about the organization that is initiated by management and then communicated down the hierarchy (emails, flyers)

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upward communication

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communication that begins with employees and proceeds up the hierarchy (opinion surveys)

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management rights

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management's rights to run the business and make decisions

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employee rights

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employee's rights guaranteed by law (statutory rights), contract (contractual rights) or hiring conditions that relate to working conditions

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open door programs

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a fair treatment program that gives every employee the right to appeal the actions of his supervisors by taking concerns to higher levels of management

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managing dismissal

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just cause and only after all reasonable steps to solving

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grounds for dismissal

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unsatisfactory performance, misconduct, lack of qualifications, changed requirements of the job, just cause

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insubordination

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willful disregard or disobedience of the boss's authority; criticizing the boss in public

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just cause

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a legally defensible reason or cause

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wrongful dismissal

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an employee dismissal that does not comply with the law or contractual arrangement

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constructive dismissal

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the employer makes changes in the employment contract which are unacceptable to the employee even though the employee has not been formally dismissed

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termination interview

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an interview where the employee is informed that he has been dismissed and given options

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outplacement counselling

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a terminated person is trained and counselled in the technique of self-appraisal and secure a new position

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group termination laws

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laws that require an employer to notify employees in the event that an employer decides to terminate a group of employees

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layoff

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temporary withdrawal of employment due to economic or business reasons

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downsizing

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refers to the process of reducing the number of people employed by the firm

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pre retirement counselling

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counselling for employees months or even years before retirement that covers matters as second careers and benefits

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function of grievances and arbitrations

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provides a dispute settlement mechanism, ensures compliance with collective agreement, and provides a forum for additional bargaining during the collective agreement

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benefits of grievances and arbitrations to the employer, union and employees

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- settles disputes without interruption of work
- settles disputes before next set of negotiations

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benefits of grievances and arbitrations to management

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- provides a communication and consultation mechanism
- establishes quality and consistency checks
- provides a voice mechanism to reduce turnover

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benefits of grievances and arbitrations to unions

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- provides potential pressure, method to resist management directives, increase union solidarity etc.

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benefits to employees

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provides a review of workplace decisions by outside party and increases job security

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obey new, grieve later

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a rule that summarizes the requirement that employees must obey management for now and file a grievance later

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grievance rate

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the number of grievances filed divided by the number of employees in the bargaining unit

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ownerhsip of the grievance

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refers to the issue of who decides whether a grievance is filed, settled, withdrawn or referred to arbitration

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priveleged communications

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discussions that cannot be referred to at an arbitration hearing

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without prejudice

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documents that cannot be referred to at a arbitration hearing

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minutes of settlement

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document that sets out the terms of an agreement to resolve a grievance

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without precedent

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a basis for settlement where it cannot be referred to in any future settlements

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rights arbitration

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refers to the resolution of a dispute relating to the administration of a collective agreement

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interest arbitration

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refers to the resolution of a dispute relating to the determination of the terms of a collective agreement

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argument in the alternative

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refers to a party making an argument they wish the arbitrator to accept if their primary argument is not accepted

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estoppel

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a legal concept where if a party makes a representation than an issue will be dealt within a manner different from the provisions of the agreement, it will not be able to later insist upon the collective agreement being enforced

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culminating incident

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a doctrine providing that if an employee has been guilty of an act of misconduct the employer is allowed to take into consideration the employee's previous record to determine the penalty

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progressive discipline

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the employer imposes a lesser penalty for a first ofence and applies more severe penalties if there is further misconduct

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possible discipline

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a written warning, suspension, demotion, dismissal

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last chance agreement

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an employee guilty of misconduct will be retained and will be discharged if conditions of the new agreement is not met

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constructive layoff

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reduction of hours for some employees

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expedited arbitration

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enables faster solutions of disputes referred to arbitration by providing for shorter time limits in the process (problems with arbitration)

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grievance mediation

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a confidential process in which a mediator helps the parties negotiate a settlement to a grievance

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mandatory terms of collective agreement

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provisions that must be included in collective agreement that are required by legislation

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voluntary terms of collective agreement

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provisions that are not required by legislation but are included in the collective agreement

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grievances

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allegations that the collective agreement or an employment statue has been violated

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arbitration

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a dispute resolution method in which the parties present evidence and arguments to a third party who makes a final, binding decisions

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mandatory time limits

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time limits that must be met or the grievance coudl be dismissed

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director time limits

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time limits that are viewed as a guide and the grievance will be allowed to proceed even if not met

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union security

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deals with the issues of union membership as a requirement for employment and the deduction of union dues from employees' pay (check off)

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check off

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the deduction of union dues from employee's pay by the employer and remittance

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rand formula

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a collective agreement term requiring the deduction of union dues from all employees in the bargaining unit

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closed shop

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where an individual must be a union member before being hired, new employees are hired throug the union

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union shop

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where new employees do not have to be union members to be hired but must become union members within a specific number of days

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modified union shop

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where non-union employees already employed do not have to join the union but all new employees must join and those already members must remain in the union

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maintenance of membership

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where employees are not required to join the union as a condition of employment but all workers who voluntarily join must maintain their membership for the duration of the agreement as a condition of employment

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open shop

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union membership is not required to obtain a job or to continue employment

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reserved or residual rights

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the employer has all rights to manage the organizatoin except as expressed by the collective agreement

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contrating out

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when an employer arranges for another firm to do work that coudl be done by the firm's own employees

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super-seniority

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specified union officer will be the last to be laid off

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deemed termination

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an employee is dismissed if he or she is absent for a specific time

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bumping

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the displacement of an employee by another who has more senitority that would otherwise be laid off

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sufficient ability clause

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the employee with the most seniority is awarded a job provided he or she has the baility

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relative or competitive ability clause

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seniority will only be referred to if the ability of two employees competing for a job are relatively equal

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cost of living allowances COLA

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an increase in pay for employees based on a formula linked to ther ate of inflation

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bargaining structure

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refers to the number of unions, employers and establishments involved in contract negotiations

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industry bargaining

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a centralized bargaining structure in which one negotiatino covers all employees in an industry

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centralized bargaining

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negotiations that gover more than one location, unit or employer

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decentralized bargaining

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negotiations between one employer and one union for one location

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whipsawing

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establishing an agreement with one party and then using the agreement to pressure others

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pattern bargaining

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a union negotiates an agreement with one employer and then attempts to have it copied with other employers

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distributive bargaining

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a negotiation activity whereby limited resources are divided between the parties

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integrative bargaining

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negotiation in which the parties' objectives are not in conflict and joint gain is possible

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attitudinal structuring

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structuring parties' relationships and what they do to change it

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intraorganizational bargaining

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refers to activities within each side to build a consensus

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duty to bargain in good faith

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both the union and the employer must make reasonable efforts to reach agreement

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hard bargaining

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a legitimate attempt to obtain a favourable agreement

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surface bargaining

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bargaining aimed at avoiding an agreement (deemed to indicate bad faith)

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first contract arbitration

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provides for the imposition of an agreement where efforts to reach a first contract have failed

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resistance point

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a negotiating party's bottom line; the least favourable offer it will accept

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initial position

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the party's first offer or demand in negotiation

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final offer vote

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a vote by employees on an offer made by the employer

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ratification vote

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a vote where employees approve or reject an agreement that has been negotiated

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interest based bargaining

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an approach to negotiations in which the parties use problem solving and attempt to find a settlement that produces gains for both