Chapter 12: Dietetics Management Of Human Resources

Front 1

Benefits

Back 1

Non-cash compensation given to employees by their employer as part of their employment.

Front 2

Collective Bargaining

Back 2

One of the external factors that influence the wage mix. Negotiation between management and the union on terms of collective agreement between them.

Front 3

Compensation

Back 3

financial remuneration given by theorganization to its employees in exchange for their work.

Front 4

Discipline

Back 4

Discipline is the action against an employee who failsto conform to the policies or rules established by the organization.

It is used to aid in obtaining effective performance and to ensureadherence to work rules; it also serves to establish minimumstandards of performance and behavior.

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Discrimination

Back 5

is the prejudicial or unfairtreatment of individuals or groups based on certain characteristics. Discrimination based on age, gender, race, color, religion, nationalorigin, physical or mental disability, or military service obligation isillegal in the workplace.

Front 6

Diversity

Back 6

is defined as the differences in demographic characteristics amongindividuals such as age, sex, race, religion, culture, national origin, and lifestyle.

Front 7

Employee assistance programs (EAP)

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part of employee services (benefit)

Program that provides diagnoses, counseling, and referral for advice or treatment for problems related to alcohol or drug abuse, emotional difficulties, and martial or family difficulties.

Front 8

Equal Employment opportunity

Back 8

Policy of equal employment (nondiscrimination) for all.

Front 9

Full Time Equivalent (FTEs)

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Number of total hours worked in a week divided by 40 to determine the number of full time-equivalent employees.

Front 10

Human Resource management

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Recruitment to Termination of human resources

today involves an integrative process of recruiting, selecting,training, developing, compensating, supervising, and maintaining theworkforce needed to achieve an organization’s goals.

Front 11

Job

Back 11

is a set of all tasks that must be performed by a givenemployee; each job should be clear and distinct to preventemployees from misunderstanding the job and to help themrecognize what is expected of them.

Front 12

Job analysis

Back 12

is the process of obtaining information about jobs by determining the duties and tasks or activities of those jobs.

Front 13

Job description

Back 13

lists the tasks, duties, andresponsibilities of a job, the job’s working conditions, and the tools,materials, and equipment used to perform it.

Front 14

Labor relations

Back 14

term referring to the interaction between management and alabor union.

Front 15

Management by Objectives (MBO)

Back 15

A method for performance evaluation that is 18 used primarily with managerial and professional personnel. Managers and their superiors agree on the objectives to be achieved, usually for a 1-year period.

appraisal method

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Meal equivalent

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conversion of number of snack, nourishments, and paid meals into common number of meals

Front 17

Orientation

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Orientation is the formal process of familiarizing new employeeswith the organization, job, and work unit.

Orientation is designed to provide new employees with theinformation they need to function comfortably and effectively in theorganization.

Front 18

Performance appraisals

Back 18

are the assessment of an employee’s performance during aspecified period of time.

Front 19

Performance standards

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define desired results at a definite levelof quality for a specified job.

Front 20

Recruitment

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sometimes referred to as sourcing, isthe process of attempting to locate and encourage qualified, potentialapplicants to apply for existing or anticipated job openings

Front 21

Reliability

Back 21

to the consistency of a test’s results; that is, if a person took the test more than once would he/she getsimilar results each time.

Front 22

Scheduling

Back 22

having the correct number of workers on duty, asdetermined by staffing needs. Scheduling involves assignments of employees to specific workinghours and workdays.

Front 23

Selection

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process begins after recruiting applicants for a job.

The process includes a comparison of applicant skills, knowledge, and education with the requirements of the job; it involves decisionmaking by the organization and the applicant.

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Staffing

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the determination of the appropriate number ofemployees needed by the operation for the work that must beaccomplished.

Job analyses and work production standards provide the basis fordetermining staffing needs.

Front 25

Training

Back 25

frequently used to refer to the teaching oftechnical skills to employees, and management development refersto programs designed to improve the technical, human, andconceptual skills of managers.

Front 26

Union Steward

Back 26

or shop steward, represents unionmembers in their relations with an immediate supervisor orother managers.

Front 27

Validity

Back 27

refers to the accuracy of the results; that is, is thetest measuring what you think it is measuring?

Validity of a test includes content, criterion, andconstruct validity.

Front 28

components of human resource management

Back 28

recruitment, selection, orientation, training, and performance appraisal

Front 29

components of job analysis

Back 29

job description: lists the tasks, duties, andresponsibilities of a job, the job’s working conditions, and the tools,materials, and equipment used to perform it

performance standards: define desired results at a definite levelof quality for a specified job.

job specification: lists the personal qualities, traits,skills, and background needed to do the job.

Front 30

what is included on a job description

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job title

job identification

job duties

qualifications

Front 31

Understand the Employment Process

Back 31

Recruitment Sourcing

Selection

Orientation

Front 32

Understand the Selection Process

Back 32

Applications Screening

Employment Testing

Background andReferences Checks

Interview

Medical Examination

Hiring Decision

Front 33

most critical step in the selection process

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Hiring decision is the decision to accept or rejectapplicants for employment. The final decision must be made carefully because of the cost of placing new employeeson the payroll, the relatively short probationary period in most organizations, andaffirmative action considerations.

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different types of pre-employment testing

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Cognitive aptitude tests: determine general reasoning ability, memory,vocabulary, verbal fluency, and numerical ability

Psychomotor ability tests: determine a candidate’s strength, coordination,and dexterity

Job-knowledge tests: measure a candidate’s knowledge of duties of the job

Work-sample tests: require a candidate to perform a task or set of tasks required in the job

Vocational interest tests: indicate areas candidate is most interested in andthus areas that will provide greatest job satisfaction

Personality tests: measure self-reported traits, temperament, or disposition

Genetic tests: identify predisposition to inherited diseases

Graphoanalysis (handwriting analysis): identifies personal traits based on how individuals write

Polygraph tests: used to confirm or refute information provided on theapplication form

Front 35

structured interviews

Back 35

Structured interview: specific questions of all interviewees. This interview technique gives a common body of data on all interviewees,allows for systematic coverage of all information deemed necessary for allapplicants, and provides a means for minimizing the personal biases andprejudices of the interviewer. Structured interviews are frequently used in interviews for lower level jobs; often structured interviews include questions focused ona candidate’s behavior.

Front 36

unstructured interviews

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Unstructured interviews allows the interviewer the freedom to ask questions heor she believes are important. Broad questions, such as “Tell me about your previous job,” are asked. The unstructured interview may be useful in assessing such characteristics of an individual as ability to communicate and interpersonal skills. Comparison of answers across interviewees is difficult with unstructuredinterviews, however, because questions may be quite different or asked ina different context. Unstructured interviews are generally used with higher-level personnel inthe organization because of the broad nature of these jobs.

Front 37

what types of programs are used to develop and maintain the workforce

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training & development

personnel actions: promotion, demotion, transfer, separation (termination)

compensation management

performance appraisal

employee discipline

Front 38

steps involved in a disciplinary procedure

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1. Unrecorded oral warning

2. Oral warning with notation in an employee’s personnel file

3. Written reprimand

4. Suspension

5. Discharge (also known as termination)

Front 39

characteristics of an Effective performance appraisal system

Back 39

Job-related criteria: the performance review should include only criteriadirectly related to the job being performed.

Performance expectations: performance expectation should be clearlydefined and managers and employees should discuss them in advance ofthe appraisal period.

Standardization: employees in the same job category under the samesupervisor should be appraised using the same instrument and with thesame frequency of review.

Trained appraisers: those evaluating the work of others should receivetraining on issues such as accuracy, consistency, objectivity, and process. Continuous open communication: feedback on performance should beprovided on a continuous basis.

Performance reviews: a specific time line for discussion of employeeperformance should be established.

Due process: a formal grievance procedure should be established.

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methods of performance appraisal

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Checklist: the rater does not evaluate performance butmerely records it. A list of statements or questions that are answered by yes/no responses isthe basis for the evaluation.

Rating Scale: The graphic rating scale is the most commonly used type of scale inperformance appraisal. Each job standard or trait is rated using a numeric scale anchored by termson a continuum

Critical Incident: involves identifying incidents ofemployee behavior. An incident is considered critical when it illustrates that the employee hasor has not done something that results in unusual success or failure onsome part of the job. Management by objectives (MBO): A method for performance evaluation that is used primarily with managerial and professional personnel. Managers and their superiors agree on the objectives to be achieved, usually for a 1-year period. Periodic assessment of progress on the objectives is conducted at several intervals during the year, and objectives are revised ifdeemed appropriate. The degree to which these objectives are achieved, then, providesthe basis for evaluation at the end of the period. MBO provides a great deal of objective feedback but requires an excessiveamount of time and paperwork.

360-Degree Feedback: involves obtainingevaluation input from individuals in an organization’s hierarchy that are both aboveand below the individual being evaluated. Typically this will include co-workers, subordinates, and superiors who willprovide input for a performance review.

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The Norris-LaGuardia

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also known as the Anti-Injunction Act, severely restricted the ability of employers to obtain a federalinjunction forbidding a union from engaging in picketing or strike activities. • The Norris-LaGuardia Act also nullified yellow-dog contracts, which wereagreements that required workers to state they were not union membersand promise not to join one.

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Wagner

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formally called the National Labor RelationsAct, has had the most significant impact on labor–management relations of anylegislation.

The act placed the protective power of the federal government behindemployee efforts to organize and bargain collectively throughrepresentatives of their choice.

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Taft-Hartley

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The law amends the Wagner Act, although most of the major provisions ofthe earlier law were retained. The major thrust of the legislation was to balance the powers of labor andmanagement. Before passage of the Wagner Act, employees had little power toorganize and bargain, and therefore the early labor legislationrestricted only employer activity. Because the bargaining power of unions increased significantlyfollowing the passage of the Wagner Act, restraints on unionpractices were considered necessary.

Front 44

Landrum-Griffin acts

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also known as the Labor-Management Reporting and Disclosure Act, was passed in 1959 because theprovisions in the Taft-Hartley Act did not cover labor racketeering. These investigations revealed that a few labor organizations and employerswere denying employees’ rights to representation and due process withintheir labor organizations.

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1964 Title VII of the Civil Rights Act (amended in 1974)

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created the Equal Employment OpportunityCommission (EEOC). The commission consists of five commissioners and a generalcounsel, all of whom are appointed by the U.S. president and confirmed by theSenate.

Discrimination, Harassment, Immigration, and Disabilities

Front 46

1990 Americans with Disabilities Act

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The purpose of the act is to: Provide a national mandate to eliminate discrimination against individuals with disabilities. Provide consistent enforceable standards for those with disabilities. Ensure that the federal government plays a central role in enforcing the standards. Invoke congressional authority to address the major areas of discrimination faced by the disabled.

Front 47

1991 Civil Rights Act of 1991

Back 47

parties could now obtain jury trials, and recover compensatory and punitive damages in Title VII and ADA lawsuits involving intentional discrimination.

Front 48

1993 Family and Medical Leave Act

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grants job-protected, family and temporary medical leave under certain circumstances up to 12 weeks job protected, unpaid leave

Front 49

1996 Health Insurance Portability and Accountability Act

Back 49

allows employees the ability to transfer between health insurance plans when changing jobs without a gap in coverage due to preexisting medical conditions

Front 50

terms related to labor relations

Back 50

collective bargaining: negotiation for the settlement of the terms of a collective agreement between an employer and aunion.

union steward: usually are elected by union members intheir department and serve without pay.

mediation: attempts to establish a channel of communication between the union and management but no power to force a settlement.

arbitration: if contract calls for binding arbitration

Front 51

Productivity can be increased

Back 51

by reducing input, by increasing output, or by doing both at the sametime.

Front 52

Factors that affect labor inefficiency may include the following factors

Back 52

poor product design, workmethods, management, workers, material waste, improper tools, inadequate maintenance, poorproduction scheduling, absences without cause, and carelessness.