Shrm-Cp Organization

Front 1

What is the ILO?

Back 1

International Labour Organization

Front 2

What is the “Freedom of Association and Protection of the Right to Organize” (1948)?

Back 2

Prohibits interference from public authorities and the requirement of authorization by employers

Front 3

What is the “Right to Organize and Collective Bargaining” (1949)?

Back 3

Protects workers from retaliation and obligating employers to negotiate with unions

Front 4

What is “Forced Labor” (1930)?

Back 4

Prohibits forced and compulsory labor, except for military service, prison, and emergencies (e.g., war, natural disaster)

Front 5

What is “Abolition of Forced Labor” (1959)?

Back 5

Prohibits forced labor as a means of political coercion or punishment, retaliation for strikes, workforce mobilization, labor discipline, and discrimination

Front 6

What is “Minimum Age” (1973)?

Back 6

Prohibits the hiring of children too young to have completed compulsory schooling and limiting employment in hazardous work to those 18 and over

Front 7

What is “Worst Forms of Child Labor” (1999)?

Back 7

Prohibits any work likely to be harmful to the health, safety, and morals of children

Front 8

What is “Equal Remuneration” (1951)?

Back 8

Requirs equal pay and benefits for men and women

Front 9

What is “Discrimination” (1958)?

Back 9

Prohibits discrimination in hiring, training, and working conditions and requiring employers to promote equality of opportunity and treatment

Front 10

What is the objective of the Organisation for Economic Co-operation and Development (OECD)?

Back 10

To help both member and nonmember countries address globalization issues by researching and promoting changes in environmental, social, and economic policy.

Front 11

What is the mission of the World Trade Organization (WTO)?

Back 11

To open trade opportunities and to facilitate resolution of trade disputes

Front 12

What is Intellectual property (IP)?

Back 12

The ownership of innovation by an individual or business enterprise

Front 13

What does employment at-will (EAW) mean?

Back 13

That employers have the right at any time, with or without prior notice, to hire, fire, demote, or promote whomever they choose for no reason or any reason. Similarly, employees have the right to quit a job at any time for any reason, with or without prior notice.

Front 14

What are Public policy exemptions?

Back 14

Employees may not be fired without cause if this would violate state or federal laws. For example, an employee cannot be fired for talking to other employees about work conditions, forming a union, or whistleblowing.

Front 15

What are Implied contract exemptions?

Back 15

Implied contracts (i.e., not written) are difficult to prove but can be created through certain employer actions, promises, or statements made by individuals or the organization as a whole.

Front 16

What is the Covenant of good faith and fair dealing exemption?

Back 16

This applies in only a few states. It restricts actions that are seen as unjust or malicious.

Front 17

In a workplace regulated by union contracts, what supersedes the employee handbook?

Back 17

Union contracts supersede an employee handbook, but handbooks and codes are still often used to clarify expectations

Front 18

What is a broad statement that reflects an organization’s philosophy, objectives, or standards concerning a particular set of management or employee activities?

Back 18

A policy - which may be written into a handbook or code of conduct, but also may be unwritten—communicated by word or action

Front 19

How are employment contracts viewed globally?

Back 19

As a norm that may be written or implied

Front 20

What would be good advice to an organization developing an employee relations strategy?

Back 20

Ensure alignment with the organization’s values.

Front 21

What advice would be most valuable to an HR professional creating a new employee handbook?

Back 21

Talk with leaders about the organization’s primary values.

Front 22

What is Labor Relations?

Back 22

It refers to the way organizations manage their relationships with employees as a collective group rather than individually. Frequently this relationship involves third parties—employee representatives (e.g., labor/trade unions, works councils, and professional associations).

Front 23

What is a labor or trade union?

Back 23

It's a group of workers who coordinate their activities to achieve common goals (e.g., better wages, hours, or working conditions; job security; training) in their relationship with an employer or group of employers.

Front 24

What is a single enterprise union?

Back 24

These enterprise-level unions (as seen in Japan), may join a larger national or industrial confederation.

Front 25

What is The World Federation of Trade Unions (WFTU)?

Back 25

Previously composed of unions from Communist countries but now focuses on unionization in developing countries. The WFTU holds a consultative status with the OECD.

Front 26

What is the International Trade Union Confederation (ITUC)?

Back 26

The world’s largest union federation. It focuses on promoting international cooperation among trade unions and global campaigning and advocacy within global institutions.

Front 27

What is the UNI Global Union?

Back 27

Founded in 2000 to represent service-sector employees around the world. It includes 900 affiliated unions located in 150 countries. It has negotiated directly with global employers to secure workers’ rights in Africa, the Americas, Asia-Pacific, and Europe.

Front 28

What are the three basic approaches to the organization’s approach to third-party workforce representation?

Back 28

acceptance, avoidance, and adaptation

Front 29

Acceptance

Back 29

Organizations may accept unionization for good reasons: may be well established, may be the norm and/or the costs of fighting unionization efforts to be too high or too distracting.

Front 30

Avoidance

Back 30

Employers may choose to avoid unionization because of the additional cost of managing a unionized workforce (especially one with multiple unions), the loss of flexibility in management decisions, and the increased time required to make and implement strategic decisions.

Front 31

Adaptation

Back 31

When a workplace is already unionized, the employer can define the type of relationship they want with third-party representatives: confrontational or collaborative.

Front 32

What is a grievance procedure?

Back 32

This process provides an orderly way to resolve the inevitable differences of opinion in regard to the union contract that develop during the life of the agreement.

Front 33

What are works councils?

Back 33

Permanent bodies composed of workforce members that represent employees, generally on a local or organizational level. Their primary purpose is information and consultation—to receive from employers and to convey to employees information that might affect the workforce and the health of the enterprise.

Front 34

Employer and employee rights and responsibilities are defined and agreements may be documented through employment contracts. Employers may contract with individual employees and with organized groups of employees.

Back 34

In some cases, depending on applicable law, the absence of a written contract may give rise to an implied contract. Employments contracts must be formally amended.

Front 35

The 6 characteristics that HR professionals should try to identify in labor groups with whom their organizations interact.

Back 35

Level at which bargaining occurs

Focus of bargaining topics

Union penetration or density

Membership

Relationship with management

Role government will play

Front 36

The labor relations strategy addresses the organization’s approach to third-party workforce representation.

Back 36

There are three basic approaches: acceptance, avoidance, and adaptation.

Front 37

The labor relations strategy in a multinational enterprise is more complex, since labor laws, local cultures, and the characteristics of workforces may vary in different areas of operation.

Back 37

Organizations must choose whether to adopt a unified, headquarters-defined strategy or to allow local operations to develop and pursue individual labor strategies

Front 38

The 7 different approaches to managing the workforce relationship that global enterprises may develop.

Back 38

1. Hands-off. In this locally responsive strategy, the workforce relationship is entirely locally managed. 2. Monitor. Headquarters tracks local management decisions and demonstrates its interest and concerns, but it leaves decisions to be made locally. 3. Guide and advise. Headquarters offers more advice and tries to apply global policies to local practices, but it still leaves decisions at the local level.

Front 39

4.Strategic planning. The employee relations strategy is developed with an understanding of variation among workforces throughout the enterprise. Policies are set globally, but practices are developed locally. Practices must conform to the global policies. 5. Set limits and approve exceptions. Some local adaptations may be made but only after review and approval by headquarters HR.

Back 39

6. Integration of headquarters and line management in field. Labor decisions are made jointly. 7. Manage locally from headquarters. In the centralized or standardized alternative, local HR staff simply implement, without change, headquarters-developed HR policies and practices.

Front 40

What is Collective bargaining

Back 40

Collective bargaining is the process by which management and union representatives negotiate the employment conditions for a particular bargaining unit. (Covers items such as wages, benefits, and working conditions and may include other matters deemed important by the members.)

Front 41

The goal of contract negotiations is to arrive at a workable contract that is mutually acceptable to both the union and the organization.

Back 41

Both parties have a responsibility to establish a contract that will contribute to an ongoing constructive relationship that fosters effective resolution of issues. If the sides cannot agree, outside mediation and arbitration may be used.

Front 42

What is Mediation (also known as conciliation)?

Back 42

Mediation is a method of nonbinding dispute resolution involving a third party who tries to help the disputing parties reach a mutually agreeable decision.

Front 43

What is arbitration?

Back 43

Arbitration is a negotiated procedure in which labor and management agree to submit disputes to an impartial third party and abide by the arbitrator’s decision.

Front 44

What is Codetermination

Back 44

Codetermination is a form of corporate governance that requires a two-tiered corporate board structure—a typical management board and a supervisory board—that allows management and employees to participate in strategic decision making.

Front 45

What are the three models of codetermination?

Back 45

1. Dual System (In addition to the typical management board, there is a supervisory board); 2. Single-tier system (There is only one board of directors, but employee representatives are included as members); and 3) mixed system ( Employee representatives are included, but they are only advisors.)

Front 46

What is a labor union?

Back 46

Group of workers who formally organize and coordinate their activities to achieve common goals in their relationship with an employer or group of employers; also called trade union.

Front 47

What is tripartism?

Back 47

Collaboration of government, employers, and unions in labor negotiations

Front 48

What is codetermination?

Back 48

Participation of employee representatives in setting business strategy

Front 49

What is the primary function of a works council?

Back 49

Facilitating exchange of information and consultation

Front 50

An employee complains to a supervisor that a recent promotion violated the union contract’s seniority guidelines. What will happen next under the contract’s formal grievance process?

Back 50

The supervisor may work with a union steward to resolve the issue.

Front 51

How is collective bargaining conducted?

Back 51

Bargaining may occur at a national level with groups of employers and groups of unions.

Front 52

A global organization has created a highly integrated development and delivery process that requires alignment of all its national subsidiaries. What labor relations strategy would be most effective for them?

Back 52

Strategic planning

Front 53

Which action best supports labor-management cooperation?

Back 53

Be proactive in addressing common sources of grievances

Front 54

What is the surest tactic in a union avoidance policy?

Back 54

Removing the appeal of unionization

Front 55

How have trade unions reacted to the trend of globalization?

Back 55

Networking with unions in other countries

Front 56

What does the term “union density” mean?

Back 56

Percentage of workers that belong to a union

Front 57

What is a critical characteristic of a labor union?

Back 57

Authority to negotiate for working terms and conditions

Front 58

What is industrial action?

Back 58

The term industrial action, from British usage, includes various forms of collective employee actions (or “concerted activities,” in U.S. parlance) taken to protest work conditions or employer actions. Industrial actions intend to interfere with an employer’s ability to fulfill its commercial interests.

Front 59

What is unfair labor practice?

Back 59

An unfair labor practice (ULP) is a violation of employee rights as defined in a country’s labor statutes. These violations can be committed by employers and unions, and they can occur without the presence of a union.

Front 60

What type of action might a sympathy strike involve?

Back 60

Union employees refuse to work on components to be used by another company whose employees are currently on strike.

Front 61

How can an HR professional best help an organization prevent a union strike?

Back 61

Improve manager and supervisor communication skills.

Front 62

What situation illustrates an employer ULP?

Back 62

Management repeatedly delays providing the union contract-related information.

Front 63

What is a wildcat strike?

Back 63

Work stoppages at union contract operations that have not been sanctioned by the union.

Front 64

What is a Sympathy strike

Back 64

Action taken in support of another union that is striking the employer. Contracts may include provisions prohibiting sympathy strikes.

Front 65

What is a secondary action or boycott

Back 65

Attempt by a union to influence an employer by putting pressure on another employer—for example, a supplier.

Front 66

What is a work-to-rule?

Back 66

Situation in which workers slow processes by performing tasks exactly to specifications or according to job or task descriptions.

Front 67

What is picketing?

Back 67

Positioning of employees at the place of work targeted for the action for the purpose of protest

Front 68

What is a sit-down strike

Back 68

Refusal by workers to work; also refusal by workers to leave their workstations, making itimpossible for the employer to use replacement workers.

Front 69

Across cultures, employees value transparency and fairness in conflict resolution.

Back 69

However, HR practitioners should be aware of the cultural differences in their organizations and the cultural misunderstandings or biases that may drive conflicts in a global organization and complicate the resolution of conflicts.

Front 70

What isalternative dispute resolution?

Back 70

Third-party resolution, also referred to as alternative dispute resolution(ADR) in some countries, uses an intermediary to create solutions and dispel conflict.

Front 71

What is an Ombudsperson

Back 71

Designates a neutral third party (from either inside or outside the organization) to investigate employee complaints confidentially and help mediate disputes.

Front 72

What is Constructive discipline

Back 72

Constructive discipline (also called progressive discipline) is a form of corrective discipline that implements increasingly severe penalties each time an employee is disciplined for any of the following during a defined period, such as a rolling calendar year: The same or similar work rule violation; a serious work rule violation; and a series of frequent but dissimilar work rule violations

Front 73

Why is it important for organizations to manage conflicts with employees?

Back 73

To sustain trust among all employees

Front 74

What is the current state of resolution of employee complaints through third parties, such as labor tribunals and agencies?

Back 74

Agencies can be pro-employer in some countries and pro-employee in others

Front 75

An employee complains to HR that she is not being given the same opportunities for overtime as other employees in the unit because she had previously complained of not being allowed to take a prayer break. The employee’s supervisor denies this. What should the HR professional do?

Back 75

Check the overtime logs.

Front 76

A supervisor disciplines an employee for being more than 15 minutes late for two shifts a week, a violation of work rules. The employee complains to HR that other employees are late in this manner just as often but are not disciplined. How could HR help this situation?

Back 76

Gather evidence from other employees about discipline for past tardiness.

Front 77

What is a characteristic of employment contracts?

Back 77

They are required in most parts of the world.

Front 78

In most parts of the world, on what grounds are individual dismissals allowable?

Back 78

Throughout the world, individual dismissals generally are related to employee performance or conduct.

Front 79

HR in a nonunion U.S. manufacturing environment is always searching for participatory mechanisms and initiatives for the purposes of improving workplace morale and efficiency. Is a works council a viable option?

Back 79

U.S. labor laws restrict negotiation between management and employees outside unions. A works council established in the United States (in the absence of a recognized industry labor union) would be viewed as a “company union,” which is prohibited by the National Labor Relations Act.

Front 80

After a workplace survey showed that it was not perceived as "employee-friendly," an organization decides to implement alternative dispute resolution (ADR). Which type of ADR would be most appropriate?

Back 80

A chosen officer ADR system allows employees to select an arbitrator from a list of managers /officers. This provides a greater sense of empowerment and control over the situation

Front 81

A union is attempting to organize employees in a nonunion workplace. HR training for the organization’s supervisors and managers explains allowable and prohibited behaviors during the union representation campaign. What is one thing supervisors and management can do legally?

Back 81

Managers and supervisors should be aware of one of management’s primary rights: the right to communicate to employees its reasons for preferring to remain union-free.

Front 82

What action is an ombudsperson empowered to take after hearing both sides of a workplace dispute?

Back 82

An ombudsperson is a neutral party with limited powers and cannot therefore negotiate for one party. The ombudsperson can investigate the dispute, establish facts, and refer the matter, along with the evidence, to management or to other forms of ADR. The ombudsperson cannot impose a decision or refer the matter for outside litigation.

Front 83

Outside the United States, for which employees are employment contracts generally used?

Back 83

Because employment contracts in many countries can be written, verbal, or even implied, they generally apply to all levels of staff, including temporary and part-time workers.

Front 84

Data structure that stores organized information (numeric information as well as sound clips, pictures, and videos).

Back 84

Database

Front 85

System of integrated HR processes for attracting, developing, engaging, and retaining employees who have the knowledge, skills, and abilities to meet current and future business needs.

Back 85

Talent Management

Front 86

Organizational structure that mixes elements of the functional, product, and geographic structures.

Back 86

Hybrid Structure

Front 87

Approach to determining the financial impact of an organization's activities and programs on profitability, through a process of data or calculation comparing value created against the cost of creating that value.

Back 87

COST-BENEFIT ANALYSIS (CBA)

Front 88

Situation in which an organization shares responsibility and liability for their alternative workers with an alternative staffing supplier; also known as joint employment.

Back 88

Co-employment

Front 89

Systematic and comprehensive evaluation of an organization's HR policies, practices, procedures, and strategies.

Back 89

HR audit

Front 90

Orderly way to resolve differences of opinion.

Back 90

GRIEVANCE PROCEDURE

Front 91

Umbrella term for specialized collaborative software applications.

Back 91

GROUPWARE

Front 92

Work groups that assist line units by providing specialized services, such as HR.

Back 92

STAFF UNITS

Front 93

Act of reorganizing the legal, ownership, operational, or other structures of an organization.

Back 93

RESTRUCTURING

Front 94

Selective use of game design and game mechanics to drive employee engagement in non-gaming business scenarios.

Back 94

GAMIFICATION

Front 95

HR structural alternative established as an independent department that provides services within a focused area to internal clients.

Back 95

CENTER OF EXCELLENCE (COE)

Front 96

Organizational structure that combines departmentalization by division and function to gain the benefits of both; results in some employees reporting to two managers rather than one, with neither manager assuming a superior role.

Back 96

MATRIX STRUCTURE

Front 97

Method of nonbinding dispute resolution by which a neutral third party tries to help disputing parties reach a mutually agreeable decision; also called conciliation.

Back 97

MEDIATION

Front 98

Positioning of employees at a place of work targeted for the action for the purpose of protest.

Back 98

PICKETING

Front 99

Organizational structure in which geographic regions define the organizational chart.

Back 99

GEOGRAPHIC STRUCTURE

Front 100

Work groups that conduct the major business of an organization.

Back 100

LINE UNITS

Front 101

Form of corporate governance that requires a typical management board and a supervisory board and that allows management and employees to participate in strategic decision making.

Back 101

CODETERMINATION

Front 102

Situation in which an organization shares responsibility and liability for their alternative workers with an alternative staffing supplier; also known as co-employment.

Back 102

JOINT EMPLOYMENT

Front 103

Ownership of innovation by an individual or business enterprise; includes patented, trademarked, or copyrighted property.

Back 103

INTELLECTUAL PROPERTY (IP)

Front 104

Organizational structure in which departments are defined by the services they contribute to the organization's overall mission, such as marketing and sales, operations, and HR.

Back 104

FUNCTIONAL STRUCTURE

Front 105

Type of analysis in which factors that can influence an outcome in either a negative or positive manner are listed and then assigned weights to indicate their relative strengths.

Back 105

FORCE-FIELD ANALYSIS

Front 106

Process by which an organization contracts with third-party vendors to provide selected services/activities, instead of hiring new employees.

Back 106

OUTSOURCING

Front 107

Organizational structure in which functional departments are grouped under major product divisions.

Back 107

PRODUCT STRUCTURE

Front 108

Action taken in support of another union that is striking the employer.

Back 108

SYMPATHY STRIKE

Front 109

Principle of employment in the U.S. that employers have the right to hire, fire, demote, and promote whomever they choose for any reason unless there is a law or contract to the contrary and that employees have the right to quit a job at any time.

Back 109

EMPLOYMENT AT-WILL

Front 110

Software that is owned, delivered, and managed remotely and delivered over the Internet to contracted customers on a pay-for-use basis or as a subscription based on use metrics.

Back 110

SOFTWARE AS A SERVICE (SAAS)

Front 111

Use of technology to collect, process and condense information, for the purpose of managing the information efficiently as an organizational resource.

Back 111

INFORMATION MANAGEMENT (IM)

Front 112

Refusal by workers to work; also refusal by workers to leave their workstations, making it impossible for the employer to use replacement workers.

Back 112

SIT-DOWN STRIKE

Front 113

Termination of employment of individual employees and groups of employees for reasons other than performance, for example, economic necessity or restructuring; also known as downsizing.

Back 113

REDUCTION IN FORCE (RIF)

Front 114

Process of enhancing the effectiveness and efficiency of an organization and the well-being of its members through planned interventions.

Back 114

ORGANIZATIONAL DEVELOPMENT

Front 115

HR structural alternative in which headquarters HR specialists craft policies and HR generalists located within divisions or other locales implement the policies, adapt them as needed, and interact with employees.

Back 115

FUNCTIONAL HR

Front 116

Process of studying data to detect patterns and relationships that can be used to make predictions and improve decisions.

Back 116

DATA ANALYTICS

Front 117

Situation in which workers slow processes by performing tasks exactly to specifications or according to job or task descriptions.

Back 117

WORK-TO-RULE

Front 118

HR structural alternative that allows organizations with different strategies in multiple units to apply HR expertise to each unit's specific strategic needs.

Back 118

DEDICATED HR

Front 119

Line of authority within an organization.

Back 119

CHAIN OF COMMAND

Front 120

Form of corrective discipline that implements increasingly severe penalties for employees; also called progressive discipline.

Back 120

CONSTRUCTIVE DISCIPLINE

Front 121

Process of creating, acquiring, sharing, and managing knowledge to augment individual and organizational performance.

Back 121

KNOWLEDGE MANAGEMENT (KM)

Front 122

All activities needed to ensure that the knowledge, skills, abilities, and other characteristics of the workforce meet current and future organizational and individual needs.

Back 122

WORKFORCE MANAGEMENT

Front 123

Annualized formula that tracks number of separations and total number of workforce employees per month.

Back 123

TURNOVER RATE

Front 124

HR structural alternative in which centers with specific areas of expertise develop HR policies in those areas; each unit can then select what it needs from a menu of these services.

Back 124

SHARED SERVICES HR MODEL

Front 125

Various forms of collective employee actions taken to protest work conditions or employer action.

Back 125

INDUSTRIAL ACTIONS

Front 126

Groups that represent employees, generally on a local or organizational level, for the primary purpose of receiving from employers and conveying to employees information about the workforce and the health of the enterprise.

Back 126

WORKS COUNCILS

Front 127

Refers to the extent to which rules, policies, and procedures govern the behavior of employees in an organization.

Back 127

FORMALIZATION

Front 128

Refers to the number of individuals who report to a supervisor.

Back 128

SPAN OF CONTROL

Front 129

Systematic approach to anticipate human capital needs and data HR professionals can use to ensure that appropriate knowledge, skills, or abilities will be available when needed to accomplish organizational goals and objectives.

Back 129

WORKFORCE ANALYSIS

Front 130

Process of implementing a talent management strategy for identifying and fostering the development of high-potential employees or other job candidates who, over time, may move into leadership positions of increased responsibility.

Back 130

SUCCESSION PLANNING

Front 131

Process by which management and union representatives negotiate the employment conditions for a particular bargaining unit for a designated period of time.

Back 131

COLLECTIVE BARGAINING

Front 132

Information technology framework and tools for gathering, storing, maintaining, retrieving, revising, and reporting relevant HR data.

Back 132

HUMAN RESOURCE INFORMATION SYSTEM (HRIS)

Front 133

Act of replacing employees leaving an organization; attrition or loss of employees.

Back 133

TURNOVER

Front 134

Group of workers who formally organize and coordinate their activities to achieve common goals in their relationship with an employer or group of employers; also called labor union.

Back 134

TRADE UNION

Front 135

Business management software, usually a suite of integrated applications, that a company can use to collect, store, manage and interpret data from many business activities.

Back 135

ENTERPRISE RESOURCE PLANNING (ERP)

Front 136

High-volume, high-velocity, and high-variety information assets that require innovative forms of information processing for enhanced insight and decision making.

Back 136

BIG DATA

Front 137

Violation of employee rights; act prohibited under labor relations statutes.

Back 137

UNFAIR LABOR PRACTICE (ULP)

Front 138

Broad statement that reflects an organization's philosophy, objectives, or standards concerning a particular set of management or employee activities.

Back 138

POLICY

Front 139

Conversion of data into a format that protects or hides its natural presentation or intended meaning.

Back 139

ENCRYPTION

Front 140

Part of a service contract where the service expectations are formally defined.

Back 140

SERVICE-LEVEL AGREEMENT (SLA)

Front 141

Method of nonbinding dispute resolution by which a neutral third party tries to help disputing parties reach a mutually agreeable decision; also called mediation.

Back 141

CONCILIATION

Front 142

Work stoppages at union contract operations that have not been sanctioned by the union.

Back 142

WILDCAT STRIKE

Front 143

Group of workers who formally organize and coordinate their activities to achieve common goals in their relationship with an employer or group of employers; also called trade union.

Back 143

LABOR UNION

Front 144

Style of computing in which scalable IT-enabled capabilities are delivered as a service using Internet technologies.

Back 144

CLOUD COMPUTING

Front 145

Umbrella term for the various approaches and techniques, other than litigation, that can be used to resolve a dispute.

Back 145

ALTERNATIVE DISPUTE RESOLUTION (ADR)

Front 146

Self-employed individuals hired on a contract basis for specialized services.

Back 146

INDEPENDENT CONTRACTORS

Front 147

Termination of employment of individual employees and groups of employees for reasons other than performance, for example, economic necessity or restructuring; also known as reduction in force (RIF).

Back 147

DOWNSIZING

Front 148

Digitized instructional content delivered to wireless mobile devices (e.g., smartphones, tablet computers, notebooks, and digital readers).

Back 148

MOBILE LEARNING

Front 149

Use of information from past and present to predict future conditions.

Back 149

JUDGMENTAL FORECASTS

Front 150

Organizational structure that divides an organization into "front" functions, which focus on customers or market groups, and "back" functions, which design and develop products and services.

Back 150

FRONT-BACK STRUCTURE

Front 151

Method of dispute resolution by which disputing parties agree to be bound by the decision of one or more impartial persons to whom they submit their dispute for final determination.

Back 151

ARBITRATION

Front 152

"Snapshot" assessment of the availability of qualified backup for key positions.

Back 152

REPLACEMENT PLANNING

Front 153

Variety of software applications that electronically manage stored data.

Back 153

DATABASE MANAGEMENT SYSTEM (DBMS)

Front 154

Attempt by a union to influence an employer by putting pressure on another employer, for example, a supplier.

Back 154

SECONDARY ACTION

Front 155

Arrangement in which an enterprise and a vendor share different tasks within a larger complex, often strategic responsibility.

Back 155

COSOURCING

Front 156

Decision-making tool in which a team determines critical characteristics of a successful decision; a matrix is used to score each alternative and compare results.

Back 156

MULTI-CRITERIA DECISION ANALYSIS (MCDA)

Front 157

Broadcast-style communications that enable authors to publish articles, opinions, product or service reviews, etc., on a web page.

Back 157

BLOGS

Front 158

Reporting mechanisms that aggregate and display metrics and key performance indicators.

Back 158

DASHBOARDS

Front 159

Strategic process by which an organization analyzes its current workforce and determines the steps required to prepare for its future needs.

Back 159

WORKFORCE PLANNING

Front 160

Of all the possible performance problems, cultural problems in the workplace tend to be the most challenging to remedy. Which possible solution may provide a more holistic and objective perspective of the performance issue?

Back 160

To balance the emotional components associated with internal relationships and performance history, using an external tool or facilitator may provide a more holistic and objective view.

Front 161

What strategy would be most helpful in obtaining commitment from managers when planning major changes in the performance appraisal process?

Back 161

The first stage of designing an organizational effectiveness and development intervention requires understanding the challenges fully. This would include determining the target audience's readiness for the upcoming change. In this case, soliciting management's input is a way to diagnose their readiness and obtain commitment.

Front 162

Based on an analysis of future skills needs, an organization implements two new training courses. What type of intervention is this?

Back 162

An organizational intervention is intended to change the organization's design, structure, and/or culture to improve performance across the organization.

Front 163

A manager has come to you because an employee cannot meet production standards. After further investigation, you discover that several other employees cannot meet production standards. Records show that all employees have been properly trained and certified. What would you recommend to the manager?

Back 163

Training is sometimes seen as the solution to all performance problems. In this case, the manager should meet with underperforming employees to determine why they are not producing.

Front 164

What term describes how work groups are related in an organization?

Back 164

Organizational structure

Front 165

What type of measure is an average value of increased production as a result of a development initiative?

Back 165

Return

Front 166

What approach will most help the change process go more smoothly?

Back 166

If possible, employees should be given the opportunity to discuss change options. This makes it more likely that they will accept whatever decision is made. At the very least, it helps change agents in the organization understand employee issues and reactions and plan for ways to deal with them.

Front 167

After a workplace survey showed that it was not perceived as "employee-friendly," an organization decides to implement alternative dispute resolution (ADR). Which type of ADR would be most appropriate?

Back 167

A chosen officer ADR system allows employees to select an arbitrator from a list of managers/officers. This provides a greater sense of empowerment and control over the situation. An ombudsperson can mediate but not resolve disputes. This may not substantively increase the quality of the workplace. A single designated officer system, in which management designates the arbitrator, probably will not increase employee trust if the officer does not already have credibility or if the employee is intimidated and made to feel at a disadvantage by the structure and process of a formal arbitration.

Front 168

What distinguishes a punitive discipline system from a nonpunitive system?

Back 168

A punitive disciplinary system differs from a nonpunitive system primarily in the way the employer responds to infractions. In a nonpunitive system, the employer notifies the employee through warnings that the conduct was below expectations and what the employee must do to cure the difficulty. In a punitive system, discipline may use penalties, such as unpaid suspensions, to enforce compliance with rules. Both systems may use progressive discipline and end in termination. Both systems may involve peer feedback to management.

Front 169

HR in a nonunion U.S. manufacturing environment is always searching for participatory mechanisms and initiatives for the purposes of improving workplace morale and efficiency. Is a works council a viable option?

Back 169

No, because it is prohibited by the National Labor Relations Act.U.S. labor laws restrict negotiation between management and employees outside unions.

Front 170

The HR department has been shrinking in recent years because technology has automated many HR tasks. As HR evolves from transactional to transformational, some managers balk at the increased workload. Which is the best way to solve this problem?

Back 170

Effective training will demonstrate how the HR information system simplifies reporting and helps managers work more efficiently.

Front 171

Which of the following refers to the use of electronic communications and transaction processing when buying (or contracting for/tendering) supplies and services?

Back 171

e-procurement

Front 172

Which technology has impacted benefits administration the most?

Back 172

Internet access

Front 173

Which communication platform provides a community where employees can share feelings and post specific questions about HR issues?

Back 173

Internal social network

Front 174

A team leader uses social media to express frustration to team members about recent cuts in a project budget. Is this appropriate?

Back 174

No, comments can quickly spread beyond the team and have unintended effects.