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CH 1 - What are the principle goals of human resources management?
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CH 1 - Provide a definition of “strategic human resources management”.
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HRMT 200
Final Exam Study CH 1 - 6
| Question | Answer |
|---|---|
| CH 1 - What are the principle goals of human resources management? | To ensure that the organization attracts, retains and engages diverse talent required to meet the operation and performance commitments made to customers and shareholders. |
| CH 1 - Provide a definition of “strategic human resources management”. | Formulating and implementing HRM systems that are aligned with organization strategy to ensure the workforce has the competencies and behaviors required to achieve the organizations strategic goals. |
| CH 1 - List five key responsibilities of most human resources management departments. | Traditional operational (admin) where HR hires and maintains employees then manages employee separations. The strategic category is focused on ensuring the organization is staffed with the most effective human capital to achieve its goals. |
| CH 1 - What are five external environmental influences affecting the practice of HR management? | External influences: Economic factors, labour market issues, technology, government, globalization and environmental concerns. |
| CH 2 - Describe Direct discrimination/Intentional | Direct discrimination by refusing to hire, train or promote an individual on any of the prohibited grounds. |
| CH 2 - Unintentional or systemic discrimination | Usually embedded in policy that appear neutral on the surface but have an adverse impact on specific people or groups. Examples include height or weight requirements. |
| CH 2 - Describe Bona fide occupational requirement (BFOR) | Justifiable reason for discrimination based on business necessity such as the requirement for a safe and efficient operation of the organization (blind person driving school bus example). |
| CH 2 - Describe reasonable accommodation | Employers are required to adjust employment policies and practices so that no individual is prevented from his or her job on the basis of prohibited grounds for discrimination. |
| CH 2 - Describe harassment | Harassment includes unwelcome behavior that demeans, humiliates, or embarrasses a person and that a reasonable person would find unwelcome. |
| CH 2 - Describe pay equity | Equal pay for equal work, when an employer cannot pay male and females differently. Also pay equity comes into play for visible minorities, aboriginals and people with disabilities. |
| CH 2 - Describe employment equity | Employment equity is to achieve a balanced representation of designated group members in the organization such as others from diverse backgrounds, cultures, religions and so on. |
| CH 2 - What is the role of the Canadian Human Rights Commission (and the Alberta Human Rights Commission)? | The human rights legislation prohibits discrimination against all Canadians in a number of areas including employment. It lists the prohibited grounds for discrimination by jurisdiction including race, color, religion, sex, marital status, age, mental etc |
| CH 2 - What are four human resources practices that are governed by Employment Standards legislation? | ESL is to establish minimum terms and conditions to the work place pertaining to wages, paid holidays, vacations, pat/mat leave, bereavement, compassionate care, termination notice and OT. |
| CH 2 - Describe the minimum standards for each practice in Alberta. | - Pay must be given no more then 3 days after termination, up to date record keeping for hours worked etc, no more then 12 hours of work per day unless permit issued by director, change of shift requires 24 hours written notice and 8 hours of time between |
| CH 2 - Describe the minimum standards for each practice in Alberta (part 2) | OT must be 1.5x wage, Employer must allow one day of rest each week, two weeks vacation for the first 4 years employment (4% of wages), mat leave = 52 weeks with 6 weeks written notice by employee. |
| CH 2 - . Name the legislation that affects HRM practices in Alberta (hint: there are at least 6 statutes). | Employment standards code = paying earnings, employment records, hours of work, OT, holiday pay, vacation pay. |
| CH 2 - What is the purpose of the Employment Equity Act? | Requires employers to engage in proactive employment practices to increase the representation of four designated groups: women, people with disabilities, Aboriginal peoples, and visible minorities. |
| CH 3 - Define “job analysis” | Job analysis - determining the tasks, duties and responsibilities for each job and the human attributes in therms of knowledge, skills and abilities required to perform it. |
| CH 3 - How is job analysis information used in HR processes? | They job analysis information for recruitment/selection, compensation, performance management, labour relations, training and development, and restructuring. |
| CH 3 - Define “job design”. | Job design is the process of systematically organizing work into tasks that are required to perform a specific job. |
| CH 3 - What is the difference between job enrichment and job enlargement? | Job enrichment is vertical loading. Any effort to make an employees job more rewarding or satisfying by adding meaningful tasks and duties. Job enlargement - Horizontal loading to relieve monotony by adding additional tasks with same responsibilities. |
| CH 3 - List the five core characteristics of the job characteristics model. | Job characteristics: Skill variety, task identity, task significance, autonomy, and feedback |
| CH 3 - What are the 6 steps in the job analysis process? | 1) collect background info 2) select rep positions and jobs to be analyzed 3) collect data 4) review information with incumbents and supervisors 5) develop job descriptions and specs 6) communicate and review on ongoing basis |
| CH 4 - Estimating supply: How do organizations determine if they have sufficient types and numbers of employees to meet their needs? | Through internal and external methods. Internal - skills and management inventory, replacement charts, succession planning, and Markov analysis. External - forecast economic conditions, labour market conditions, occupational market conditions |
| CH 4 - Estimating demand: How do organizations determine how many employees and types of employees they will need? | Quantitative approaches: Trend analysis, ratio analysis, scatter plot, regression analysis. Qualitative approaches: nominal group technique (experts face to face), Delphi (outside experts and employees), GAP analysis. |
| CH 4 - Describe at least four different strategies an organization can use to deal with a labour surplus (too many employees, supply exceeds demand). | Labour surplus: Hiring freeze, Attrition (employee resignation, retirement or death), early retirement buyout programs, job sharing/work sharing or reduced workweek, layoffs, termination, leave of absence. |
| CH 4 - Describe at least four different strategies an organization can use to deal with a labour shortage (too few employees, demand exceeds supply). | Labour shortage: Schedule OT hours, hire temporary workers, subcontracting work, external recruitment, internal promotions or transfers. |
| CH 4 - What are the steps in the recruitment process? | Recruitment process: 1) Identify job openings (HR planning, employee resignations/terminations) 2) Specify job requirements (Form job descriptions/specs) 3) Select methods of recruitment (internal, external) 4) Generate pool of qualified applicants |
| CH 4 - Define “yield pyramid”. | Determine yield ratio - percentage of applicants who proceed to the next stage of the selection process. New Hires (50) Offers made (100) Candidates interviewed (150) Candidates invited (200) Leads generated (1200) |
| CH 4 - What does AIDA stand for? | AIDA - Attention, Interest, Desire, Action. |
| CH 4 - When is it preferable to “recruit from within”? | Insiders can be more committed to company goals, managers are provided with a longer term perspective, safer due to knowledge of skill and performance level. |
| CH 4 - What are ten different ways to externally recruit employees for a vacant position? | Employee referrals, former employees, educational institutions, open houses and job fairs, professional and trade associations, labour organizations, military personnel, internet job boards, corporate websites, agency recruiters. |
| CH 5 - Describe a behavioural description interview | Behavioural description interview - A series of job related questions that focus on past job related behaviours. |
| CH 5 - Describe Situational interview | Situational interview: A series of job related questions that focus on how a candidate would behave in a certain situation. |
| CH 5 - Describe Unstructured interview | Unstructured interview: A conversational interview where the interviewer pursues points of interest as they come up in questions. |
| CH 5 - Describe a Structured interview | Structured interview: AN interview following a set sequence of questions. |
| CH 5 - Describe a semi structured interview | An interview format that combines structured and unstructured. |
| CH 5 - Describe the Halo Effect | Halo effect happens when you gain a positive impression of the Canadian on one or more factor the interview may not seek contradictory information. |
| CH 5 - Describe Validity | The accuracy with which a predictor measures what it is intended to measure. |
| CH 5 - Describe Reliability | The degree to which interviews, tests and other selection procedures yield comparable data over time. IN other words the dependability or consistency. |
| Definitions: Mutual Gains bargaining | Mutual Gains bargaining: (Interest based bargaining) a win-win approach based on training for effective problem solving and conflict resolutions which the interests of all stakeholders are taken into account |
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armigrrl