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49 Cards in this Set
- Front
- Back
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Human Resource Management |
the policies, practices, and systems that influence employees' behaviour, attitude, and performance |
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Human Capital |
employees described in terms of their knowledge, training, experience, judgement, relationships, and insight |
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Sustainable Competitive Advantage |
being better than competitors at something and sustaining that edge in order to be successful |
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4 HR Qualities |
1. Valuable 2. Rare (highly skilled workers hard to find) 3. Cannot be imitated 4. No good substitutes ( good workers are hard to replace) |
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High Performance Work System |
an organization in which technology, organizational structure, people and processes all work together to give an advantage in the competitive environment |
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Responsibilities of HR department |
1. Administration & transactions ( handling applications and answering questions) 2. Business Partner Services ( developing effective HR systems that meet business's needs 3. Strategic Partner (contributes to business existing strategy) |
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HR Process |
job analysis & design -> workforce planning -> recruitment -> selection -> training & development -> performance management -> employee & labour relations |
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6 Competencies Required for HRM |
1. Credible Activist 2. Cultural Steward 3. Talent Manager/Organizational Designer 4. Strategy Architect 5. Business Allies 6. Operational Executors |
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why are knowledge workers in positions of power? |
They possess the knowledge that the company needs in order to produce goods and services. They are also difficult to replace |
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Human Resource Information Systems (HRIS) |
systems that make it easy to acquire, store, manipulate, analyze, retrieve and distribute HR info
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How do organizations deal with the privacy concerns of e-HRM? |
1. Use of intranets and webportals to secure confidential info 2. following PIPEDA |
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Employee Assistance Programs (EAP) |
referral program for employees seeking treatment for emotional issues or substance abuse |
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workflow design |
the process of analyzing the tasks necessary for the production of a job or service in order to increase efficiency (helps determine when to adjust size of work unit & determines which tasks are necessary) |
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what are the 3 categories of inputs in work flow analysis? |
1. Raw inputs (materials/data/info) 2. Equipment (machines/facilities) 3. Human Resources (competencies) |
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TDRs |
Tasks, duties, and responsibilities of a job description (observable actions) |
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KSAOs |
knowledge, skills, abilities, and other competencies required for a job |
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"building block of everything HR does" |
job analysis |
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National Occupation Classification (NOC) |
-tool created by the federal government to provide standardized source of info about jobs in Canada's labour market -general KSAOs -useful before job analysis because it helps give an overall context of a job |
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3 Sources of Job Information |
1. Incumbents 2. Supervisors 3. Job Analysts |
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how does job analysis help us adhere legally? |
it puts the focus on the jobs rather than on other prohibited grounds such as race or gender |
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How does pay equity determine relative value? |
it compares: 1. Skill 2. Effort 3. Working Conditions 4. Responsibilty |
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10 Principles PIPEDA (personal information protection and electronic documents act) uses to maintain legal complaince when collecting and using employee information |
1. Accountability 2. Identify Purpose 3. Limit collection 4. Limit use, retention, disclosure 5. Consent 6. Safeguards 7. Openness 8. Individual Access 9. Compliance Challenges 10. Accuracy |
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quid pro quo harassment |
benefits contingent on submitting to sexual advances/ punishments contingent on rejecting sexual advances |
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4 Groups that Employment Equity focuses on? |
1. Women 2. People with disabilities 3. Aboriginal Peoples 4. Visible minorities |
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Bona Fide Occupational Requirement (BFOR) |
practicethat is established as an essential requirement of the job and is thus notdiscriminatory |
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What is evidence-based management? |
Making decisions based on scientific evidence rather than using personal judgments or 'gut feelings' |
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Laboratory Experiment |
-takes place in contrived settings -allows most control for manipulation -participants may act differently |
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Quasi-Experiment |
-field study -takes place in natural environment -less control for manipulation |
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Observation |
-no manipulation -least amount of control -more natural behaviour |
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Independent Variable vs Dependent Variable |
IV is not affected by manipulation; it affects the DV DV is manipulated by IV |
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4 Primary Research Methods |
1. Laboratory experiment 2. quasi-experiment 3. questionnaires 4. observation |
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Meta-Analysis |
-a type of secondary research -combines multiple studies into one single result -reduces sampling error due to larger sample size -time consuming - difficult to choose which studies to include and exclude |
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How to determine external validity (can the findings be generalized?) |
1. large enough sample size 2. random selection |
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Prohibited Grounds of Discrimination |
-age -race/ethnicity -gender -marital status -family status -religion -disability (physical or mental) -dependence on drugs or alcohol -sexual orientation -ancestry -pardoned conviction |
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What is the Jones case an example of and why? |
-Example of indirect discrimination (seemingly neutral policy with adverse effects) -Jones is a Jehovah's Witness and refused to put out poinsettia plants during Christmas and was fired |
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Competency Modelling vs Job Analysis |
job analysis is very specific and describes more than just competencies but due to the changing nature of the work environment it must be constantly updated due to changing tasks and KSAOs which is very time consuming competency modelling describes only competencies needed for jobs so it is much more general than job analysis however it needs to be updated less frequently |
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3 levels of Competencies |
1. Core competencies (most general, everybody in organization needs them bc they contribute to organization's strategy) 2. Functional Competencies ( less general because people with similar job types need them to carry out their TDRs) 3. Job-Specific Competencies ( least general; people with specific jobs need them) |
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What are the types of 4 main types of validity along with their subtopics ? |
1. Criterion-related validity ( predictive and concurrent) 2. Content validity 3. Construct Validity (convergent and discriminant) 4. Face Validity |
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Assessment Centre |
use of multiple tools and tests (not a physical place) |
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Fleischmans Job Analysis Survey |
describes competencies required for certain jobs |
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Multiple Regression Approach (Compensatory Approach) |
-applicants go through every part of the test and their scores are weighted and summed to one total score -high scores in one section can compensate for low scores in another -candidates are ranked and selection occurs in top-down fashion |
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Multiple Cut-off Approach |
-applicants go through all parts of the test but each test has a minimum requirement score -failing to meet the minimum requirement on any part of the test results in elimination from the selection process |
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Multiple Hurdle Approach |
-applicants must earn a passing score on each predictor before moving on to the next -jump over one hurdle and you're on to the next but as soon as you fall, you're out |
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Big 5 Personality Traits |
1. Openness 2. Conscientiousness 3. Extroversion 4. Agreeableness 5. Neuroticism/Emotional Stability |
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Types of Interviews/Interviewing Techniques |
1. Nondirective/unstructured 2. Structured 3. Situational 3. Behavioural |
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Situational Interview Technique |
-interviewer describes situations likely to arise on the job and asks interviewee how they would handle it -high validity in predicting job performance |
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Behavioural Interview Technique |
-a type of situational interview where the interviewer asks the candidate to describe how they handled situations in the past -asks about actual experiences therefore has the highest validity |
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Why are behavioural interviews more effective on external candidates? |
-external candidates are new to the organization and therefore have no existing performance reviews and have not been through the company's selection process before -gives the organization an idea how how they typically behave in job related situations and what they are actually capable of instead of what they think they should do |
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Why are structured interviews more reliable than nondirective ones? |
-each candidate gets the same set of questions so it is more reliable and valid -the focus is more on comparing candidate's answers rather than focusing on prohibited grounds -nondirective interviews can easily lead to illegal questions |
