orientation Show a 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 behaviours. -a continuous process as there are ever-changing conditions, existing employees must be kept up to date with changes training the acquisition of skills, behaviours, and abilities to perform current work development the acquisition of skills, behaviours, and abilities to perform future work or to solve an organizational problem what is intellectual capital? the combination of human capital (core competencies) and the organizational support that enables human capital to flourish what are the 6 benefits of orientations? 1. lower turnover what is the role of HR professionals in the orientation process? usually design an overall orientation program and make sure that new employees receive complete info regarding their pay and benefits, which includes ensuring that all proper employment forms are signed what is the role of the manager in the orientation process? -most important role in the process what do successful orientation programs emphasize? what is an effective means to organize an orientation program? the individual's need for information, understanding, and a feeling of belonging -using
checklists is a tool to make sure all important info is given and key info is not overlooked How to reduce anxiety during the orientation process? establishing specific times at which the manager will be available for questions or coaching what is shared about about health and safety during the orientation process? health and safety orientation and training must occur before employees begin working and that the manager must continue to coach and train the new workers after the initial orientation and training learning a relatively permanent change in knowledge or behaviour; the ultimate goal of training and development What are the 5 steps of the instructional design approach for training and development -ALL employees need ongoing training and development What are the 3 levels of training and development needs assessment 1. organizational level (examining the environment and strategy of the company to see where to put training emphasis) 2. the task level (reviewing the activities of the work to determine the competencies needed) 3. the person level (reviewing which employees need training) What are the 4 questions asked in needs assessment? 1. How important is this issue to the success of the organization? If it is important, proceed to questions 2, 3, 4. 2. What competencies or knowledge, skills, and abilities do employees need? 3. What competencies or knowledge, skills and abilities do employees currently have? 4. What is the gap between the desired (need) and the actual (have)? What constitutes a need for more training and development? mergers and acquisitions that require employees to take on new roles and responsibilities and adjust to new cultures and ways of conducting business, technological change, globalization, re-engineering, and total quality management. What are the three related principles that training programs should focus on? 1. instructional goals 2. trainee characteristics 3. learning principles instructional goals desired outcome of a training program. Describe the skills and knowledge the company wants people to have and the behaviours employees should acquire or change trainee readiness the consideration of trainees' skills and experiences when assessing their ability to benefit from training. Refers to both the maturity and experience factors in the trainee's background -employees must be motivated for optimum learning to occur Example of instructional goal "employees trained in team methods will be able to demonstrate the following skills within 6mo: problem-solving, conflict resolution, and effective team meetings" what are 6 strategies for optimizing learning? focus on the trainees rather than the trainer or training topic 1. use positive reinforcement what are the 5 learning principles? 1. Clear outcomes 2. Relevance 3. Activity 4. Focus on solving problem 5. Feedback behaviour modification belief that the consequences of behaviour determine if it will be repeated or discontinued ex. if a behaviour is rewarded, it is more likely to continue, whereas if a behaviour results in punishment they are more likely to stop What is a specific example of behaviour modification? in customer service training, it is possible to identify specific actions that are examples of going the extra mile to serve guests. After training occurs, or during the actual training, trainers and managers can use rewards to ensure that the desired behaviour continues. describe the process of designing a training program -identify the learning objectives or goals at three levels -determine suitable content of the training program (must relate to the findings of the needs assessment) -decide the most appropriate methodologies for the training -determine the evaluation criteria for the training -determine what follow-up activities will be given after the training -assessing trainee characteristics including "readiness for training" and the level of motivation for taking part in the training (involving employees in designing the training program generally results in employees being more motivated when taking the training) describe the process of developing a training program involves creating the content for the training program includes the development of lesson plans, testing the suitability of the content by speaking with a group of employees having it reviewed by subject matter expert what is important when implementing the training program? the training method must be appropriate to the type of learning and acceptable to the trainees what are the 4 levels of evaluation of a training program? level 1 - employee reaction to the training did the employees like or not like the training level 2 - did employees learn anything from the training level 3 - did employees make a change in behaviour - i.e., are they now using the skills that they learned in the training to do their jobs differently level 4 - results (return on investment) essentially are there bottom-line results for the organization the company saves money or has higher profits or improved customer satisfaction or other cost savings in determining the return on investment, the company must consider the cost of the training (for example, salary for the training and the cost of materials) and the benefits received from the training (as above) what are all the 15 training methods? on-the-job training, apprenticeship training, co-operative and internship programs, classroom instruction, self-directed learning, audiovisual, simulation, e-learning, special projects or tasks, seminars and conferences, case studies, management games, role-playing and coaching on-the-job training (OJT) A method by which employees are given hands-on experience with instructions from their manager or other trainer apprenticeship training system of training in which a worker entering the skilled trades is given thorough instruction and experience, both on (practical) and off the job (theoretical), in the practical and theoretical aspects of the work co-operative programs training programs that combine practical, on-the-job experience with formal education internship programs programs 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-learning training that uses computers and or online resources simulation creation of a true to life learning environment that mirrors the real life and scenarios involves hands-on activity that would be relevant to the day-to-day activities of the job; used when actual practice is not realistic (for example to learn to fly a plane or to complete surgical procedures special projects or tasks the employee learns through completing a special project or task (generally with a supervisor or of the individual who can help them); examples of this method include job rotation and lateral transfers or special assignments management games employees look at a hypothetical situation that is structured as a game and then solve the problem role-playing employees act in a particular situation - for example handling an angry customer coaching a more experienced employee closely observes a less experienced worker over a short period of time and provides ongoing feedback to improve work performance what is transfer of training and how does management ensure that it occurs? applying what is learned to enhance performance on the job 1. training needs to reflect what an employee experiences on the job 2. managers need to encourage employees to use new skills and knowledge, provide the correct resources for this to occur, and provide positive feedback when this happens benchmarking evaluating and comparing processes and practices against those that represent high standards or those that deliver strong performance outcomes what are the 4 steps of benchmarking? 1. Plan 2. Do 3. Check 4. Act mentors experienced employees who provide advice and guidance to encourage and support less experienced workers describe focused training programs Many companies may offer foundational training for employees - examples include basic skills training, diversity training and teamwork training transfer moving 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 promotion moving an employee into a job that is more complex, has increased responsibilities, and therefore typically provides increased compensation and status describe HRM practices to enhance career development dynamic process that is important at three levels - the organization, managers and employees; these interact in a way such that the employees can gain management competencies necessary to become a supervisor, manager or director describe career development from an organizational level role top management supports and promotes learning, formulates company goals that will allow opportunities for employees' career development, creates leadership development programs describe career development from a manager level the employee's manager works with the employee to help them become more competent) - often through HRM practices noted above describe career development from an individual (employee level) the employee actively seeks opportunities to be involved in learning, for example attends training programs or does excellent work so that they will be eligible for a promotion or transfer, requests a mentor describe performance management -generally considered as a set of integrated practices - ultimately a systems approach (occurs throughout the organization) -a process by which managers and employees work together to plan, monitor and review an employee's work objectives and overall contribution to the organization. -More than just an annual performance review, performance management is the continuous process of setting objectives, assessing progress and providing on-going coaching and feedback to ensure that employees are meeting their objectives and career goals. -Generally, a formal process that is clearly stated and understood by the employee and the supervisor - it is central to the success of an organization and a key factor in enhancing employee motivation what does a systems approach to performance management do? 1. it allows the organization to integrate the management functions in order to maximize employee potential (ultimately, from a management perspective to maximize overall employee productivity throughout the company and increase net profit) 2. helps to increase employees' satisfaction with their work and with the organization summarize the 4 purposes of performance management to determine compensation (salary/wages) for employees (front-line and management) provides a method of measuring employee performance - i.e. are they meeting, not meeting or exceeding performance expectations used for developmental purposes - provides a framework to assess whether or not the employee needs additional training (with the goal of improving employee performance immediately) or determine if the employee has strengths and ability to become a future leader in which case, they will be offered developmental programs such as mentoring or job rotation what are the 4 purposes of managing performance 1. Compensating 2. Planning 3. Documenting 4. Coaching and Developing what are the 6 steps in an effective performance management system? 1. the supervisor clarifies the work to be done by the employee 2. the supervisor and employee set performance goals and establish a plan for the employee to achieve these goals 3. the supervisor provides regular and frequent coaching to help the employee achieve performance goals 4. the supervisor conducts a formal review of performance (at least annually) 5. the supervisor recognizes and rewards performance via a pay increase or promotion (if the performance meets expectations) 6. creates a follow-up action plan (based on discussions during the performance review), with ways to improve employee performance, sometimes through additional training or development initiatives what are some causes for ineffective employee performance? -organizational policies and practices (for example insufficient job training or heavy-handed management) -job concerns - for example, management employee conflict, unsafe working conditions excessive workload or lack of job skills -personal problems - for example low work ethic, illness, or financial worries What are some reasons that performance management systems fail? -the performance management system is not well-defined ADD IN STUFF FROM FIGURE 7.3, PAGE 221 What are some legal requirements within performance management? Supervisors must ensure compliance with legislation in carrying out employee performance reviews - necessary to fully comply with human rights legislation (no discrimination) and must ensure that the performance measures relate to the employee's job (ensures validity) What are the roles in performance management? -HR provides the framework and offers support as necessary to the supervisor -the supervisor is responsible for arranging and conducting the performance review of reporting employees and is accountable for the final decision regarding the employee's performance and rewards that are given (or not given) -employee cooperates with the supervisor and completes paperwork What are some sources of information about employee's performance? -The information (and documentation) from the manager specifically related to the employee's performance; generally contained in the employee HR file -the employee provides feedback and completes the performance goals as discussed with the supervisor (self-review) -subordinate review (the employee can provide information about the manager's performance) peer review - colleagues of the employee provides feedback customer review - the customer provides feedback Describe the 360 degree performance review approach (see figure 7.4 p. 228) - involves feedback from the supervisor, peers, customers, reporting employees, teams and the employee what are some advantages of the 360 degree performance review approach? -input can be collected throughout the year, not just at performance review time -can "tag" people and projects which allows to compare the person's self-assessment to the manager's assessment what are some disadvantages of the 360 degree performance review approach? -important to remember that there may be inconsistencies in the feedback depending on the rater -if the rating isn't kept confidential from the employee, the rating may be inflated -raters may have more or less confidence in the accuracy of their rating if the rating is lower -the most "accurate" of raters is the boss, whereas any direct reports tend not to see much difference between high and low performers -if performance feedback is to be obtained from various sources, then these people should have access to the performance expectations that were set and also receive training regarding performance management, how to provide effective feedback, and how the feedback should be used graphic rating scale a trait approach to performance review where an employee is rated, typically on a numerical scale, regarding key elements within the job what is the trait method of performance reviews? the manager looks at an employee's specific traits in relation to the job, such as friendliness to the customer (for an example of graphic rating scales, see 7.3 p. 230) what is the behavioural methods of performance reviews? -look at specific actions related to the job. The desired parameters of the action should be defined in the job description or performance standards for the position what is the results based method of performance reviews? review is based on an employee's performance in the context of their accomplishments of results achieved while doing their job - examples of results include the level of productivity, sales - results methods generally includes numbers or percentages what are some examples of results based performance reviews? -management by objectives (the manager and employee set goals together but these often support organizational objectives the performance review is based on results in relation to these goals -balanced scorecard methods - based on a company's strategic goals and then formulated as performance objectives - generally relate to financial performance (for example saving money or being under budget, increased profits), customers (increased customer satisfaction), processes (product development and excellent service) and learning (that can lead to taking on new roles) what are some advantages of trait methods of performance review? 1. simple and inexpensive to develop 2. easy to use and understand what are some disadvantages of trait methods of performance review? 1. strong possibility of rater error what are some advantages of behavioural methods of performance review? 1. specific, observable performance dimensions 2. useful for providing detailed, job-specific feedback 3. useful for decisions relating to compensation, transfers, and promotions what are some disadvantages of behavioural methods of performance review? 1. can be time-consuming to develop and implement 2. possibility of rater error what are some advantages of results methods of performance review? 1. objective measurements 2. usually accepted and understood by employees and managers 3. useful for decisions relating to compensation, transfers or promotions what are some disadvantages of results methods of performance review? 1. can be time-consuming to develop and implement 2. may encourage short-term thinking and behaviour 3. measurement of results may not include all relevant criteria or may use incorrect information what are the three components of the total rewards process? -direct pay (salary/wages) -indirect compensation (mandatory and discretionary benefits) -whatever is valued by employees (will vary by organization) - can be recognition for good performance, promotions, extra time off, support for education What is the importance of rewards in an organization? Rewards as a key part of the company's overall strategy; there is a strong link between rewards and organizational objectives; these must be linked in order for an organization's objectives to be achieved A company with a superior total rewards system will be better able to: direct compensation employee wages and salaries, bonuses, and commissions indirect compensation all other forms of rewards, such as extended health and dental plans and other programs and plans that offer rewards or services to employees total rewards everything that the employee receives in terms of both direct and indirect compensation What is the role of organizational goals that drive (i.e., shape or influence) pay and reward changes? what are these goals? ultimately a company's goals can be a factor in terms of the extent to which the employees will strive to be (or not be) high achievers These goals
include: what is the role of compensation as a reward? its role as a motivator for good employee performance; if more pay is given to employees, the employees will work harder (have better performance); this in turn will result in employees exerting even more effort and ultimately, give even better performance. which in turn results in more compensation (i.e., a bonus or pay increase) what is equitable compensation? ultimately this means that an employee's compensation should reflect the level of their position in the organization, i.e., their responsibility and value of the job to the company from the employee's perspectives; i.e., employees would expect that a director be paid more than a supervisor and a supervisor more than a front-line employee piecework compensation based upon the number of units produced Variable pay (pay-for-performance standards) for management employees - amount of pay can vary depending on the amount of work performed and the kind of results achieved - i.e., on the employee's performance i.e., with better performance, employees will earn more pay and vice-versa Variable pay (incentive pay plans for management employees) the portion of compensation that is determined by employee performance. When employees meet or exceed their performance goals, the company will provide additional payment. Basis of compensation for front-line employees -generally, employees are paid by the hour - i.e., they are known as "hourly paid" employees -income of hourly paid employees can be increased if a company uses a piecework method in which case, the employee's pay is based on the amount of work produced (example - if an employee is paid $1.00 for each "widget" they produce, someone producing 5 items will get $5.00 while someone making 100 widgets will get $100.00. Four internal (inside the company) factors that are known to affect employees' compensation i.e., how much a company can pay its employees a) the employers' compensation strategy (described in the company's compensation policy) b) worth of a job - higher level jobs are worth more than entry-level jobs- think equitable compensation c) employee's performance - i.e., employees' relative worth to the organization (higher performing employees are worth more because they make a greater contribution to the organization's bottom line and success); this is the basis for competency-based pay d) employers' ability and willingness to pay more compensation (can't pay employees more if there is no profit; also, even if there is a profit, a company may not want to use the money for compensating its employees Six external (outside the company) factors that are known to affect employees' compensation a) the general economy - in a boom economy, companies may have to increase the level of compensation for employees (and vice-versa if there is a "bust economy") b) labour market conditions - essentially whether there is an over or undersupply of applicants c) geographic area wage rates (compensation is higher in large cities than in small towns -i.e., employees in Calgary would likely be paid more that employees in Two Hills Alberta who would be doing the same job d) cost of living (CPI index) - companies pay higher salaries and wages if the cost of living increases e) collective bargaining (for companies with unions) - companies must pay the compensation - often means that unions give "real wages" where the increase is larger than rises in the CPI index f) legal requirements for compensation - employers must comply with Employment Standards (minimum wage) and Pay Equity legislation (equal pay for work of equal value to the organization) job evaluation systems ways that a company can decide how much to pay its employees (only need to know the names of the different methods) -job ranking system real wages wage increases larger than rises in the consumer price index, reflect actual purchasing power and have an impact on the standard of living salary survey survey of the wages paid to employees in other relevant, comparable organizations External methods of job evaluation Can examine compensation paid by other companies and use this information as a basis for making decision internal methods of job evaluation Job ranking - an individual or committee decides how much to pay - essentially highest to lowest paid employee Job classification - groups of jobs that are similar are grouped and the employees are similarly paid Point system - points are assigned to jobs based on factors that relate to jobs - for example, level of responsibility (a director's job may have a point value of 800 points and they would be paid $100,000 while a janitor's job, evaluated against the same factors may have a point value of 100 and they would be paid $35,000 Factor comparison system - similar to the point system with specific factors being used to evaluate each job Incentive plans (variable pay plans) for salaried employees (individuals or teams) individual bonus - a supplement is given to employees who are high-performing and exert extra effort team-based bonus system (the bonus is paid to high performing teams merit raises (depending on performance, can be 1, 2,3, 4 or 5% of salary); generally used for salaried employees profit sharing (employees are paid more if the company's profits increase stock ownership plans (ESOPs) a company gives shares to high performing employees These incentives are generally paid in addition to base salary employee benefits an important component of the total rewards system: if benefits are above average, the company will have a better ability to attract high quality employees cost concerns about benefits (can be 25% or more of compensation costs); therefore companies need to be careful about which benefits it will offer to its employees Mandatory benefits that companies must provide CPP, EI, provincial health (stay in a hospital), leaves with pay (vacation), statutory holidays, overtime, severance pay and WCB Pay for time not worked statutory holidays, vacation pay, bereavement leave, sick leave, and parenting benefits (maternity/paternity leave); these are legally required via employment standards Non-mandatory (voluntary) benefits that companies can make available for employees - but are not required to examples include dental, vison, coverage, extended health coverage, life insurance, employee assistance programs (EAPs) retirement and pension plans Defined benefits pension - the retired employee receives an amount that is known in advance Defined contribution plan - the retired employee gets an amount that is based on the contributions to the plan and how well investments related to the plan have done; the amount can fluctuate Services considered as benefits for employees wellness programs management rights managers have the right to hire, terminate or promote employees; change organizational structure which may, in turn, affect jobs, decide how to run the business Management Responsibilities managers must behave in a way that acknowledges that employees have certain rights; make decisions taking into account how employees should be treated and must comply with all relevant legislation - for example, managers must not violate employees' privacy and pay employees at least the minimum wage and provide all mandatory benefits; managers must also provide a safe and drug-free workplace Employee Rights employees have the right expect fair treatment from their employer, the right to a safe workplace, breaks, and protection of their privacy (personal information); employees' rights are frequently based on legislation including Employment Standards, Privacy and Human Rights Employee Responsibilities employees must complete the work that they are hired to do, act responsibly and safely in carrying out their work, follow workplace rules and cooperate with their supervisor contractual rights refers to rights that relate to contracts; contracts are legally binding based on what the company and an individual (known as the contractor) who will do the work for the employer. The employer and the contractor sign a "contract" that specifies the work to be done, the time frame (start and finish dates) and the pay to be given. The contract is a legally binding agreement and the company is obligated to pay the contractor the amount specified in the contract and the contractor is obligated to complete the work that was agreed upon and stated in the contract The employer or contractor can pursue legal action if there is a breach of contract.
implied contracts refers to a situation where an employer allows a contractor to continue working after the time frame of the contract has passed. If this situation is allowed to continue, the individual doing the work could be considered an employee. These situations are often decided in court. statutory rights employees' rights that are grounded in legislation such as the Alberta Human Rights Act, employment standards legislation, workplace safety legislation and pay equity legislation. Due Process refers to the employees' right to a fair process when the manager is making a decision related to that person's employment relationship, notably in the context of the employee being disciplined or terminated. in relation to due process, what are the rights of employees? -To know job expectations (what the manager expects them to do in completing their work) and the consequences - i.e., what will happen if they do not complete the work as expected -To consistent and predictable management action for violation of rules i.e., the discipline process must be applied consistently throughout the organization -To fair discipline based on facts and as well the right to question the facts and the right to be present a defence -To appeal disciplinary action -To progressive discipline - essentially to be informed about the incident and be given a chance to improve (note a company can use the four-step punitive approach to discipline (known as progressive discipline) or positive discipline -Essentially, the employee has the right to know what the discipline will be and how the discipline will be carried out (before it actually has to be to be carried out) the right to have a job many employees regard having a job as an established right but there is no legal requirement for employers to offer a permanent or continuous job to their employees i.e., employees do not have a right to their job (consider management rights) job expectancy for employees -fair and equitable employment practices -a substance abuse and drug-free workplace -privacy (information and employee files and electronic methods - email, voicemail and social media) of their personal information with access to their employee files limited to those with a valid need to know information employers cannot release private information of employees without prior written consent from the employee; medical information is considered confidential information -employers can monitor the conduct of their employees through surveillance but must inform the employees beforehand and there must be a valid reason for the surveillance -employers can undertake random or regular inspections and search employees -employers can monitor and employees' electronic transmissions at work; employers can require employees to sign an agreement indicating that the understand that an employer can monitor this kind of information substance abuse and drug testing an organization can require substance abuse and drug testing for its employees but must inform the employees of this practice be informed in advance that this kind of testing will take place; there must be a valid reason for using this kind of testing monitoring employees in the workplace surveillance can be done but there must be a valid reason and employees must be informed beforehand to all employees; the company's policy for workplace monitoring should be communicated to all employees employee conduct outside of the workplace the employee can be disciplined or terminated if the employee behaviour outside workplace adversely affects the organization's reputation or individuals in the organization; the company's policy for handling employee conduct outside of the workplace must be communicated to all employees the importance of disciplinary policies and procedures these serve as the basis for how an organization plans to integrate discipline up to and including termination; this information must be communicated to all employees as part of due process before the discipline is initiated three meanings of discipline -as punishment typical disciplinary problems attendance, dishonesty, work performance, behaviour on the job (figure 9.2, p 299) What are two means of resolution of disciplinary problems (when employee does not agree with the supervisor's decision)? -mediation (an impartial third party recommends a solution - the recommendation is not binding) arbitration (impartial third party recommends a solution - the recommendation is binding) four steps aimed at correcting the identified problem of the progressive discipline process? -verbal warning how is the progressive discipline process carried out? In this method, the supervisor handling the discipline documents all actions in the employee file and, at each step, and tells the employee what will happen (i.e. the next step will be implemented) if the undesirable behaviour does not stop. what is the importance of documentation in discipline? the supervisor's documentation should be complete, accurate with clear evidence and timely; - from a legal perspective, if the employee's inappropriate behaviour is not documented, it is considered as not having happened positive discipline this method includes three steps and is considered nonpunitive discipline; it focuses on the employee being motivated to take responsibility for correcting the problem; the three steps are as follows describe the three steps of positive discipline 1st conference - oral reminder - the supervisor meets with the employee and reviews performance standards (work or behaviour expectations) that is expected of the employee, has the employee commit to meeting the standards, documents the meeting and plans for follow-up 2nd conference - written reminder - the supervisor meets the employee again, emphasizes why the problem must be resolved and documents the solution in the employee file; the employee is encouraged to identify solutions to the problem and these solutions (as well as solutions suggested by the supervisor) are documented in the employee's file with the employee committing to implement the solutions; the supervisor plans for follow-up decision making leave/decision day - the supervisor gives a leave of absence to the employee (one to several days with pay) to consider whether or not they will meet the standards (essentially a time to consider how important the job is to the employee); supervisor documents the leave in the employee's file; two outcomes are possible - the employee changes their behaviour (corrects the problem and remains with the organization) or does not correct their behaviour at which time the supervisor will terminate their employment (see 9.4 p. 304) grounds for termination there is a just cause (for example, theft, bullying and harassment, violence or well-documented poor performance where the disciplinary due process approach has been used) wrongful dismissal there is no reason for the dismissal - i.e., an employee is terminated without justification i.e., there is no objective cause for the dismissal including unfair treatment); such situations imply that there was a lack of fair treatment by management constructive dismissal an employer changes an employee's working conditions and as result of this, the employee considers that they have been effectively "terminated or dismissed" example of constructive dismissal changes that would impact an employee's status and prestige - an employer can also take away responsibility or create a hostile work environment (from the perspective of the employee) decrease compensation); in such cases employees may quit their job because of the working conditions and in essence they feel that they were dismissed describe the procedure for terminating employees meeting in a neutral place, early in the week, open and honest communication with the employee, taking notes providing termination information for example the final pay, discussing references ensuring that all Company property is returned, making career transition services available if possible What are the results of supervisor's inaction with respect to needed employee discipline? in the case of a court decision, employee side may be favoured if there is no documentation or if the supervisor did not conduct the discipline in a timely manner what are alternative dispute resolution procedures? mediation and arbitration are standard procedures to resolve discipline issues; in both cases an external neutral party is involved What are the two kinds of labour relations legislation? -federal (pertains to organizations under the jurisdiction of the federal government such as banks or airlines -provincial (pertains to private and provincial public-sector organizations such as MRU or Suncor); in Alberta Labour relations is handled by the Alberta Labour Relations Board What are both federal and provincial labour relations legislations concerned with -the right of people to join unions -requirement that employees recognize assertive fight and as the bargaining agent for the employee's -identifying and addressing unfair Labour practices -the rights of unions to strike and the rights of employees to lock out employees -involved in developing standards for organizations that want to start a union within a company (certification process), are unionized, for example handling unfair practices (on the part of the union and/or management in the context of labour relations) and the decertification process Four distinct aspects of the labour relations system -the environment (for example the economy and political values) -processes (organizing, collective bargaining, strikes, grievances and union management committees) -results of the labour relations processes (collective agreement - i.e. the union contract that is binding on the organization and employees in the union, arbitration and ways to enforce a collective agreement and increased job satisfaction -people who were involved (employers, unions, government, Labour Relations Boards) reasons why employees unionize -to obtain more pay -to get better benefits -to have more involvement in decision-making -to obtain better working conditions (for example, to address safety related issues -reasons relating to esteem/social status labour relations process (unfinished) 4 key processes from organizing the union to implementing and administering a collective agreement (p. 322 and figure 10.1, p. 323) The union organizing process AKA union certification process a group of employees decide that they would like to have a union in their company (sometimes they establish an organizing committee) and contact the representative of an existing union (which is outside of the company - for example someone at the headquarters of CUPE); the CUPE representative tells the employees about the steps in organizing a union based on advice from the union representative, the employees sign membership cards (need 60 % of employees to agree in writing that they want to join the union The union submits the required number of signed membership cards to the Labour Relations Board which is an indication that the employees want to form a union The Labour Board holds a secret ballot where all eligible employees vote, approves the formation of a union if all certification requirements are met and issues a certification document to the organizing committee and informs the company's senior management The union informs the employer that it wishes to commence collective bargaining and employees form a bargaining committee to develop the initial list of "wants" that will be used in contract negotiations with management what are some examples of unfair labour practices by employers? offering employees more money if they agree not to form a union intimidating employees that want to form a union - i.e., telling them that they will be fired what are some examples of unfair labour practices by unions? intimidating employees to join the union when they don't want to calling for an unlawful strike what is certification in relation to unions? certification means that a union (for example CUPE) acquires exclusive rights to represent employees what are the key certification concepts in relation to unions? -voluntary recognition of the union by the company -regular certification - following the five key steps noted earlier -prehearing votes (if there are unfair Labour practices during the time that the union is being organized - could relate to actions of the company or to the employees -Contract negotiations - once the union is certified, union representatives and management representatives begin the process of determining what clauses will be in the collective agreement describe the decertification of unions involves the process of removing a union from an organization -in many ways, decertification involves the same steps that were taken for forming a union, essentially the same as forming a union but the purpose is clearly opposite i.e., to remove the union an application is made to the Labor Relations Board what are the impacts of unionization on managers? more employee challenges about management decisions - employees and/or the union officials often examine management decisions much more closely loss of management flexibility managers are obliged to follow the rules in the contractual agreement implications of labour relations in the public sector political nature and strikes strikes and lockouts not wanted by the public because of the nature of services provided by public sector organizations (for example, people do not want a garbage pick-up strikes) collective bargaining process management and the union creating a contractual agreement which will then be the basis of how employees and management work together between the union and management steps in the collective bargaining process 1. management and union committees work independently to determine what conditions they want to be included in the collection agreement (union contract) 2. committees exchange documents and review each other's desired conditions 3. committees hold joint meetings until they can reach an agreement on what should be included in the collective agreement 4. management and union representatives sign the collective agreement 5. management and the employees then abide by the conditions in the collective agreement once it is signed (called contract administration) describe the union's power in collective bargaining The union can go on strike if an agreement cannot be reached when negotiating a collective agreement with management; the collective agreement includes a wide variety of information including but limited to pay and benefits, leaves, management rights, the grievance process and just cause discipline describe the organization's power in collective bargaining management can lock out the employees (i.e. not allow them to come to work) if an agreement cannot be reached when negotiating a collective of agreement with the union how are bargaining deadlocks resolved? mediation - an impartial third party recommends a solution - this recommendation is not binding on the union and employer, generally with the result that arbitration will be undertaken arbitration - an impartial third party recommends a solution - this recommendation binding on the union and employer with the result that the union contract is completed describe union security employees are required to join the union as a condition of employment union dues are deducted from the employees' paycheck when does formal grievance procedure and resolution take place? occurs when an employee in a union does not agree with the management decision (often about being overlooked for a job or about discipline) what are the 4 steps in the formal grievance procedure and resolution? 1. an initial informal meeting happens between the employee and supervisor where the employee presents their position to the supervisor; if the issue is not resolved here, the next step happens which is: 2. a written complaint - a written complaint is prepared for the employee often with the help of the union steward - the unpaid employee representative; this written complaint is often sent to the supervisor's supervisor (next level manager) who will agree or disagree with the employee's concern: if the issue is not resolved here, the next step happens which is: 3. a written document - a formal written document is prepared for the employee often with the help of the paid union business agent (who works for the union not the organization) and members of senior management (who are in effect helping the supervisor; if the issue is not resolved here, the next step happens which is a: 4. court review - in this case, the employee can go to court (judicial function) where a decision is made based on evidence (this can be very costly for the employee particularly if they're not working); the court's decision is binding on the employer and the employee Which term refers to the process of setting overall organizational objectives and developing plans to achieve them?Strategic planning is a process in which an organization's leaders define their vision for the future and identify their organization's goals and objectives.
What is the primary purpose of the selection process?The purpose of selection process is to pick up the most suitable candidate who would meet the requirements of the job in an organisation best, to find out which job applicant will be successful, if hired.
What is the primary purpose of the selection process quizlet?Selection devices provide managers with information that helps them predict whether an applicant will prove to be a successful job performer. Selection activities primarily predict which job applicant will be successful if hired. During the selection process, candidates also learn about the job and organization.
What is organizational culture quizlet?Organizational Culture. Is the shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees. Observable Artifacts. Aspects of an organization's culture that employees and outsiders can easily see or talk about.
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Which term refers to the embedding of organizational values, beliefs, and accepted behaviours?
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