Click the card to flip 👆
1 / 103
Terms in this set (103)
Talent ManagementLeveraging competencies to achieve high organizational performance.CultureConsistent and observable pattern of behaviors in organizations.Gig EconomyEnvironment in which employees have many part-time jobs instead of 1 permanent full-time role.Human Resources Management StrategyIdentifying key HR systems, practices, and policies and linking them to the overall business strategy.Systemic DiscriminationThe exclusion of members of certain groups through the application of employment policies or practices based on criteria that are not job related.Bona Fide Occupational Qualification (BFOQ)Job qualifications that may be discriminatory due to business or safety reasons.Duty to AccomodateRequirement that employers adjust employment practices to avoid discrimination.Reverse DiscriminationGiving preference to members of certain groups such that others feel they are the subjects of discrimination.HarassmentAny conduct or comment that a reasonable person would consider objectionable or unwelcome.Psychological HarassmentRepeated and aggravating behavior that affects an employee's dignity or psychological or physical integrity that makes the work environment harmful.BullyingActions and verbal comments that can hurt or isolate a person in the workplace.Employment EquityA distinct Canadian process for achieving equality in all aspects of employment.Pay EquityThe practice of equal pay for work of equal value.DiversityThe combination of organizational practices that supports and encourages employee differences in order to reach business objectives.InclusionPutting the concept of diversity into action.EthicsThings that matter to us that motivate our behavior.WhistleblowingReporting unethical behavior outside the organization.OrientationA structured process for new employees to become familiar with the organization and their work; critical to socialization, which is the embedding of organizational values, beliefs, and accepted behaviors.TrainingThe acquisition of skills, behaviors, and abilities to perform current work.DevelopmentThe acquisition of skills, behaviors, and abilities to perform future work or to solve an organizational problem.LearningA relatively permanent change in knowledge or behavior.Instructional GoalsDesired outcomes of a training program.Training ReadinessThe consideration of trainees' skills and experiences when assessing their ability to benefit from training.Behavior ModificationBelief that the consequences of behavior determine if it will be repeated or discontinued.On-the-Job Training (OJT)A method by which employees are given hands-on experience with instructions from their manager or another trainer.Apprenticeship TrainingA system of training in which a worker entering the skilled trades is given thorough instruction and experience, both on and off the job, in the practical and theoretical aspects of the work.Co-operative ProgramsTraining programs that combine practical, on-the-job experience with formal education.Internship ProgramsPrograms jointly sponsored by colleges, universities, and other organizations that offer students the opportunity to gain real-life experience while allowing them to find out how they will perform in work organizations.E-LearningTraining that uses computers and/or online resources.CoachingA more experienced employee closely observes a less experienced worker over a short period of time and provides ongoing feedback to improve work performance.Transfer of TrainingApplying what is learned to enhance performance on the job.TransferMoving an employee to a different role in the organization. The new job is typically similar to the previous role in terms of responsibility and complexity.PromotionMoving an employee into a job that is more complex, has increased responsibilities, and therefore typically provides increased compensation and status.MentorsExperienced employees who provide advice and guidance to encourage and support less experienced workers.Performance Management SystemA set of integrated management practices designed to help employees maximize performance, thereby allowing the organization to reach its goals.Manager ReviewPerformance review done by that employee's manager.Self-ReviewPerformance review done by the employee being assessed, generally on a form completed by the employee prior to the performance interview.Subordinate ReviewPerformance review of a superior by an employee, which is more appropriate for developmental than for administrative purposes.Peer ReviewPerformance feedback collected from an employee's colleague.Customer ReviewPerformance review that seeks information from both external and internal customers.360-Degree ReviewProvides employees with a performance feedback from a variety of people or sources.Graphic Rating ScaleA trait approach to performance review where an employee is rated, typically on a numerical scale, regarding key elements within the job.Behaviorally Anchored Rating Scale (BARS)A performance review method that consists of a series of scales for each performance dimension or component within a job.Management by Objectives (MBO)Employees and managers agree on an individual's goals, which support the organization's objectives, and employee performance is assessed upon results achieved in relation to these goals.Balanced Scorecard (BSC)A measurement framework that helps managers translate strategic goals into operational objectives.Direct CompensationEmployee wages and salaries, bonuses, and commissions.Indirect CompensationAll other forms of rewards, such as extended health and dental plans and other programs and plans that offer rewards or services to employees.Total RewardsEverything that the employee receives in terms of both direct and indirect compensation.Pay for PerformanceStandard by which managers tie direct compensation to employee or organizational outcomes and performance.Hourly WorkCompensation based upon the number of hours worked.PieceworkCompensation based upon the number of units produced.Job EvaluationSystematic process of determining the relative worth of jobs in an organization.Consumer Price Index (CPI)Measure of the average change in consumer prices over time in a fixed "market basket" of goods and services.Real WagesWage increases larger than rises in the consumer price index; reflect actual purchasing power and have an impact on the standard of living.Salary SurveySurvey of the wages paid to employees in other relevant, comparable organizations.Pay GradesGroups of jobs within a specific class that are paid the same rate or rate range.Competency-Based PayPay based on how much knowledge or how many capabilities employees have or how many jobs they can perform.EldercareCare provided to an elderly relative by a person who continues actively working.Employee RightsExpectations of fair treatment from employers.Statutory RightsRights that derive from legislation.Contractual RightsRights that derive from contracts.Due ProcessEmployee's right to a fair process in making a decision related to the person's employment relationship.Discipline1. Treatment that punishes, 2. Orderly behavior in an organizational setting, or 3. Training that molds and strengthens desirable conduct - or corrects undesirable conduct - and develops self-control.Progressive DisciplineA series of steps to improve behavior and/or performance.Positive DisciplineApproach to discipline in which the employee assumes responsibility for changing behavior and/or performance.Wrongful DismissalTerminating an employee's employment without just cause.Constructive DismissalChanging an employee's working conditions such that compensation, status, or prestige is reduced.Alternative Dispute Resolution (ADR)Term applied to different types of employee complaint or dispute-resolution processes.NegotiationPeople sorting out a problem between themselves.MediationThe use of an impartial third party to help facilitate a resolution to employment disputes.OmbudspersonPerson who helps in the resolution of a workplace issue.Labor Relations SystemA framework of the environment, the people, the processes, and the results.Union ShopClause in a collective agreement requiring employees to become a member of the union and retain membership to retain employment.Closed ShopProvision of the collective agreement that requires employers to hire only union members.Open ShopProvision of the collective agreement that allows employees to join or not join the union.Membership CardsA document signed by an employee indicating that the union is able to act on the employee's behalf for collective bargaining and other union purposes.Bargaining UnitA group of employees represented by 1 union for the purposes of collective bargaining and other union processes.Unfair Labor PracticesAccusation that an employer, a union, or an individual has engaged in activity that is illegal in accordance with the appropriate labor code.CertificationAcquisition of exclusive rights by a union to represent the employees.Shop StewardAn employee acting in an official union capacity representing other union members in their relations with management.Business AgentNormally a paid labor official responsible for negotiating and administering the collective agreement and working to resolve union members' problems.Integrative BargainingA collaborative approach to negotiations that focuses on developing mutually favorable outcomes.StrikeA situation in which unionized workers refuse to perform their work during labor negotiations.PicketA situation in which unionized workers stand in front of entrances to the employer to prevent people from conducting business with the employer.LockoutStrategy by which the employer denies employees the opportunity to work by closing its operations.MediatorThird party in a labor dispute who meets with one party and then the other in order to suggest compromise solutions or to recommend concessions from each side that will lead to an agreement.Interest ArbitrationA mechanism to renew or establish a new collective agreement for parties.Residual RightsConcept that management's authority is supreme in all matters except those it has expressly conceded to the union in the collective agreement.Defined RightsConcept that management's authority should be expressly defined and clarified in the collective agreement.Grievance ProcessFormal process that provides the union with a way to handle a complaint that something within the collective agreement has been violated.Grievance ResolutionProcess in which a neutral third party makes a decision on a grievance.Rights ArbitrationA mechanism to resolve disputes about the interpretation and application of a collective agreement during the term of that collective agreement.Arbitration AwardFinal and binding award issued by an arbitrator in a labor-management dispute.