Cke 2 Prep

The functional area of an organization the provides services, such as recruitment, training, compensation, employee relations, labour relations and health and safety.

The management and direction of people that make up an organization. this includes overseeing all aspects of people and functions that affect people in the organization.

is the strategy of attracting, retaining and leveraging the skills and knowledge of the workforce.

definedas a long term plan or map for an organization, assisting it to becomeincreasingly adaptable and competitive. Strategy is the formulation oforganizational missions, vision, goals and objectives. Strategy is a plan forhow an organization will achieve its goals.

Corporate strategy is focused on the overall strategy forthe company and its businesses and interests. It begins with an externalassessment of Strengths Weaknesses Opportunities Threats(SWOT).

concentrateson performing similar activities better than rivals

means performing different activities than rivals orperforming similar activities differently.

defined as a set of distinct but interrelatedpractices, policies and philosophies whose goal is to enable the achievement ofthe organizational strategy.

Governance is an internal system encompassing policies,processes and people which serves the needs of shareholders and otherstakeholders by directing and controlling management activities with goodbusiness savvy, objectivity and integrity.

Management rightscomprise of core rights and operational rights. The assumption is thatmanagement has residual or reserved rights whereby it may control its businessexcept as limited by legislation OR by agreeing to some limitation. The basicrule is if the agreement is silent on a subject, then management rights apply.

describes the number of individuals required and the skills andexperience needed for an organization to function properly. It helps create accountabilities, resource requirements andtime frames The HRP will be the framework for the organization to reachits strategic objectives.

Forecasting Demand will help determine the type and number ofvarious skill sets the organization will need to obtain its goals. The process involvesanalyzing the current workforce demographics.

Shortage is when demand is greater than supply. Strategies forthis can be:

-Work redesign

-Recruitment

- Promotions

- Re-assignments

- Outsourcing

- Overtime

Surplus is when supply is greater than demand. Stratgies forthis can be:

Re-assignments to other business units

Reduction of work-week hours

Job sharing, part-time assignments

Temporary lay-offs

Unpaid LOA

Downsizing/restructuring

Early retirement packages

Attrition is the process of reducing an HR surplus by allowingthe size of the workforce to decline naturally because of the normal pattern oflosses associated with retirements, deaths, voluntary turnover and so on.

Job sharing is when two or more employees perform the duties ofone full time position, each sharing the work activities on a part time basis.

Skills arelearned mental or physical activities that can be measured in terms of performance.

Competencies are“the things people have to be, know, and do, to achieve the outputs required intheir job. Competencies are a critical lever to produce leadership.

Management Inventories track data pertaining to education,vocational interests, detailed skills and abilities, salary information andservice dates about the management team of the company.

Replacement Charts can be generated after skill and managementinventories are completed. This is a simple way of plugging the data into achart that lists current job holders and their potential replacement, should acurrent employee leave the organization

Succession Planning is the process of identifying, developingand tracking key individuals who will eventually assume executive level positions within the organization.

ProceduralJustice isfairness in the processes, procedures

Distributive justice is fairness of goods distributed

Historical relationship between operationalindex and the number of employees required.

Panel experts answer questionnaires of two ormore rounds

Select group, have them form an opinion ontopic, then have group meet face to face to discuss problem identification, andsolution generation.

Projections of future demand for personnel basedon a variety of differing assumptions about how future organizational eventswill unfold. m

Presupposes that a linear relationship existsbetween one or more independent variables, which are predicted to affect thedependent variable- in our instance, future HR demand for personnel.

Probabilities of various movements, determinesthe patterns of employee movement throughout the organization.

Technique used to analyse personnel supply, thechain or ripple effect that promotions or job losses have on the movements ofother personnel in an organization.

Analyzesthe flow of personnel throughout the organization by examining inputs andoutputs at each hierarchical or compensation level

is a strategic tool used to evaluate the internal andexternal environment of an organization. SWOT stands for Strengths, Weaknesses,Opportunities and Threats

PEST Analysis provides an external macro perspective to thefactors shaping the organizations environment. (Political, Economic, Social,Technology).

REVENUE FACTOR =Revenue/Total FTE

VoluntarySeparations/Head Count

this represents potential lost opportunity and lostrevenue

What are people worth?

Revenue – (Operating expense- [Compensation Cost + Benefit Cost]) / TotalFTEa

Dollars spent on pay and benefits to an adjusted profit figure

Revenue – (Operating expense- [Compensation Cost + Benefit Cost])/ (CompensationCost - Benefit Cost)

This shows the total cost of labour including contingent labour costs

Compensation Cost + Benefit Costs/Revenue

(Advertising + Agency Fees + Employee Referrals + travel costs +relocation costs + recruiter pay and benefits) / Operating Expenses

Total Training Costs/ Head Count

Total Cost of Health Benefits/ Total Employees

Cost to Terminate + Cost to Hire + learningcurve cost t

Benchmarking is animportant practice for organizations form both an internal and externalperspective. Benchmarking requires the measurement for various processes andthen the comparison of those metrics to those of competitors, or comparing theminternally over time.

Project management encompassescertain practices, procedures, tools, software and people that need to beaggregated for a specific task that has a start and end date. The key toproject management is that is must be delivered on time, on budget and withinscope.

1.Definethe project (roles, environment, nature of project)

2. Researchand risk analysis (project screening checklist, cost estimates, alternatives,time estimates)

3.Managingthe project and creating milestones (projects critical path, schedule time and costs, create milestones,develop strategies)

4.Implementationphase (monitor/control implementation, track progress, make adjustments, updateschedules, status reports, performance evaluation)

5. Evaluationphase (compare estimates to outcomes, calculate ROI, creating learningoutcomes, feedback surveys)

Race, ancestry, place of origin, colour, ethnic origin, sex, sexual orientation, disability, marital status, family status, age, religion

Women, Aboriginals, Visible Minorities, People with Disabilities

Equal Work for Equal Value.

The act describes the minimumrequirements for ensuring that an employer’s compensation practices provide payequity for all employees. Thepay equity act covers all employers except private sector employers with fewerthan 10 employees.

Equalpay for equal work compares workers in the same job; pay equity compares thepay for jobs usually done by women in a establishment with the pay fordifferent jobs usually done by men.

1. Theindividual sets the hours

2. Maintainscontrol over the work

3.provideshis or her own tools and equipment

4. subjectto minimal company supervision

5. theability to perform work for other employers

Not entitled to reasonable notice

Neither employee or independent contractor. May be entitled to reasonable notice.

1. theindividuals length of service

2. type of restrictions imposed against actingfor competitors

3. Thedegree of exclusivity

4. Thetime and resources the individual has devoted to the company.

are not employees and are not entitled to reasonable notice.

1. re-enumeration of the basis of commission

2. does not receive fringe benefits

3. can work for other businesses

Accommodation is the policies, programs, or strategies thatare designed to assist employees withaccess to integration in the workforce.

Affirmative action is the rights of the employees, regardless of14 prohibited grounds regarding hiring, promotion or salary.

The human rights legislation makes it illegal to discriminate. Thislegislation attempts to limit discrimination based on prohibited grounds. Thisscope includes recruitment, HRM planning, performance appraisal, compensation.

Discrimination- a person is perceived to be acting in an unfairor prejudice manner within the context of prohibited grounds fordiscrimination.

Unintentional discrimination/systematicdiscrimination is discrimination that isembedded in policies and practices that appear neutral on the surface and areimplemented impartially, but have an adverse impact on specific groups of people for reasons that are not job relatedor required for the safe and efficient operation of the business.

a justifiable reason for discriminationbased on a business necessity or a requirement that can be clearly defined asintrinsically required for the tasks an employee is expected to perform. Employers have the right to discriminate ifan employee is unable to perform tasks that are key and necessary to completetheir job.

Reasonable Accommodation is the adjustment of employment policies andpractices that an employer may be expected to make so that no individual isdenied benefits, disadvantaged in employment or prevented from carrying out theessential components of a job because of grounds prohibited in the Human RightsLegislation

Sexual Harassment is offensive or humiliating behaviour that isrelated to a person’s sex, as well as behaviour of sexual nature that creates anintimidating, unwelcome, hostile, or offensive work environment or that could reasonablybe thought to put sexual conditions on a person’s job or employmentopportunities.

Sexual coercion involves harassment of a sexual nature thatresults in some direct consequence to the workers employment status or somegain in or loss of tangible job benefits. Example being supervisor usingcontrol over employment, or promotion

Sexual annoyance is sexually related conduct that is hostile,intimidating or offensive to the employee but has no direct link to tangiblejob benefits or loss thereof. Rather a poisoned work environment.

Employee equality act legally requires employers regulated by thegovernment to be proactive in their efforts to employ women, visibleminorities, people with disabilities and aboriginal people. Employment equitylegislation is intended to remove employment barriers and promote equality forthe members of the four designated groups.

PIPEDA is Canada’s Privacy Act. This legislation isdesigned to control the collection, storage, and use of most personalinformation; that is, any personal information that you or your organizationcollect about current, past or potential employees, customers, clients,patients and suppliers. Organizations are obligated to protect personalinformation in a manner that a reasonable person would consider appropriate,depending on the circumstances.

Social Capital is networks among individuals and the norms orreciprocity and trust that arise from them. Affectively managing relationshipsand networks creates economic value for individuals and organizations.

Organizations are socialcommunities where employees are constantly required to communicate with eachother. This level of communication and networking leads to co-operation andinformation sharing that enables organizations to operate effectively.

Openness

Conscientiousness

Extroversion/Emotional Stability

Agreeableness

Narcissism

The CCHRA National Code ofEthics identifies and outlines thestandards of behaviour relating to fairness, justice, truthfulness, and socialresponsibility.

Organizational learningperspective viewsknowledge as the main competitive advantage. It depends on the organizationscapacity to acquire, share, use and store valuable knowledge

Intellectual Capital is a company stock of knowledge, includinghuman capital, structural capital and relationship capital

Human capital is the stock of knowledge, skills and abilitiesamong employees that provides economic value to the organization.

Values are relatively stable, evaluative beliefs thatguide a person’s preferences for outcomes or courses of action in a variety ofsituations.

Ethics are the study of moral principles or values thatdetermine whether actions are right or wrong and outcomes are good and bad.

Employee Engagement is individual’s emotional and cognitivemotivation, particularly a focused, intense and persistent effort towards workrelated goals. It is described as emotional involvement, commitment to andsatisfaction with the work

Motivation is the forces within a person that affect hisor her direction, intensity and persistence of voluntary behaviour

Maslow’s hierarchy of needs- people have five fundamental needs, the lowerneeds have to be satisfied before higher needs become relevant. (Survival,Safety, Social, Ego/Esteem, Self-Actualization)

Hertzberg- made employees write a list of things thatmade them feel good and bad about their work. Perception of low pay made peopleunhappy about their work; but, a perception of begin highly paid did notco-relate to happiness about their work. Hertzberg created 2 ideas: jobsatisfaction and work motivation.

categorized five core jobcharacteristic dimensions:

Skill Variety

Task Identity

Task Significance

Autonomy

Feedback from the job itself

Need Salience is the degree of urgency attached byindividuals to satisfy a particular need. How important is the need and howgreat is the send of need deprivation?

Reinforcement Theory- Skinner believes people will continue to dothings for which they perceive a positive reinforcement and will desistactivity that has negative consequences.

Expectancy Theory- this theory refines the reinforcement theory.It states the likelihood of selecting one behaviour over another is dependent on three factors:

What will happen if I do?

How likely will it happen?

Can I do this?

Economic Theory- the best results are directly tied toextrinsic or economic return, and thatintrinsic reward is meaningless.

Agency Theory- agents will always act in their own bestself-interest and not in the best interest in the enterprise, unless the extrinsicrewards are sufficient to refocus that self-interest to coincide more closelywith the interest of the enterprise.

Attribution Theory- states that people often act without knowingwhy. But, once you do something you try to create a rational reason why you didit. People who do things for intrinsic reasons will continue without moreformal reward or recognition, while people who do things for extrinsic reasonsdo not.

Task performance refers to goal directed behaviours under theindividuals control that support organizational objectives.

Organizational citizenship is various forms of cooperation and helpfulnessto others that support the organizations social and psychological context.

isteaching leaders to diagnose the needs of individuals or a team and then usethe appropriate leadership style to respond to the needs of the person andsituation. Effective leadership is task-relevant and the most successfulleaders are those that adapt their leadership style to the maturity ofindividual or group they are attempting to lead or influence.

Myers Briggs Type Indicator created by Carl Jung states that personality isprimarily represented by the individual’s preferences regarding perceiving andjudging information. Perceiving involves sensing and intuition; judgingconsists of how people process information or make decisions (thinking andfeeling)

Job specialization is the result of division of labour in which eachjob includes a subset of the tasks required to complete the product or service.

Scientific management is the practice of systematically partitioningwork into its smallest elements and standardizing tasks to achieve maximumefficiency.

Skill variety is the extent to which employees must usedifferent skills and talents to perform tasks within their jobs

Task identity is the degree to which a job requires completionof a whole or an identifiable piece of work.

1. Identify problem

2. Decide how to decide

3. Develop a list of solutions

4. Choose a solution

5. Implement Solution

6. Evaluate

teams are effective when it benefits theorganization, its members, and its own survival. Team effective ness alsorelies on the satisfaction and well-being of its members. Finally teameffectiveness includes the team viability (its ability to survive).

Recruitment is the generation of an applicant pool for aposition or a job.

Selection is the choice of job candidates from a previouslygenerated pool in a way that will meet management goals and objectives as wellas current legal requirements.

Professional standards follow from a code of ethics and provideguidance on how members should behave in certain situations.

The Requisition process is a comprehensive form that identifiesall the key information about the open position and triggers the staffingaction

Bias is systematic errors in measurement, or inferences madefrom those measurements, that are related to different identifiable groupmembership characteristics such as age sex or race

Construct is an idea or concept constructed or invoked toexplain relationships between observations. Learning is a construct used toexplain the change in behavior that results from experience. Constructs areabstractions that we infer from observations and that we cannot directlyobserve

Is the degree to which observed scores are freefrom random measurement errors. Reliability is an indication of the stabilityor dependability of a set of measurements over repeated applications of themeasurement procedure. (Consistency whena testing procedure is repeated). The same information should arise from testeach time the test is given to a person.

True score is the average score an individual would earn on aninfinite number of administrations of the same test.

Error score is the hypothetical difference between the observedscore and a true score.

Validity is the degree to which accumulated evidence and theorysupport specific interpretations of test scores in the context of the testpurposed use. It refers to the accuracyof measurement

Validity generalization is the application of validityevidence, obtained through meta-analysis of data obtained from many situations,to other situations that are similar to those on which meta-analysis is based.

Work Analysis refers to any systematic gathering, documenting,and analyzing of information about the content of work performed by people inthe organization, the worker attributes related to work performance.

Job analysis refers to the process of collecting informationabout jobs by any method for any purpose. Job analysis is the systematicgathering, documenting, and analyzing data about the work required for a job.

Competency based job analysis is describing a job in terms ofthe measurable observable behavioural competencies an employee must exhibit todo a job well.

Team based job design is job designs that focus on giving ateam rather than an individual, a whole and meaningful piece of work to do andempowering team member to decide themselves how to accomplish the work

Job description is a written description of what job occupantsare required to, how they are supposed to do it and the rationale for therequired job procedures.

Job specification is the (KSAO’s) that are needed to performthe job well.

Job is a collection of positions that are similar in theirsignificant duties. A job consists of a group of tasks and may be held by morethan one person. Many individuals hold the same job in an organization. Jobsare collections on positions.

Job design is the process of systematically organizing workinto tasks that are required to perform a specific job.

Position a collection of duties assigned to individuals in anorganization at a given time. These duties would only be performed by oneperson. Positions are a collection ofduties.

Job Family is a set of different, but related, jobs that relyon the same set of KSAO’s.

Work simplification is an approach to job design that involvesassigning most of the administrative aspects of work to supervisors andmanagers, while giving lower level employees narrowly defined tasks to perform

Industrial engineers is a field of study concerned withanalyzing work methods; making work cycles more efficient by modifying,combining, rearranging or eliminating tasks, and establishing time standards.

Subject Matter Experts are people who are most knowledgeableabout a job and how it is currently performed, generally job incumbents andtheir supervisors.

Functional Job Analysis (FJA) is well written task statementsthat clearly describe what an individual unfamiliar with the job should be ableto read and understand each task statement. It analyzes a job using threeessential elements (People, Data, and Things). Each of these dimensions israted by level of complexity and importance.

a structured jobanalysis questionnaire that focuses on the general behaviours that make up ajob. The PAQ includes 195 items, calledjob elements that are organized into 6 dimensions: information input, mental processes, work output, relationships, jobcontext and other job characteristics. It is used to rate a job. Because it isquantitative, it can be used to compare a variety of jobs throughout theorganization and those jobs to be grouped into the six dimensions.

Competency model is a collection of competencies that are relevantto performance in a specific job, job family or functional area.

Competency framework is a broad framework for integrating,organizing, and aligning various competency models that are based on anorganizations strategy and vision.

Core competencies are characteristics that every member of anorganization, regardless of the position, function, job or level ofresponsibility within the organization is expected to possess.

Job Performance is the behaviour that is relevant to accomplishing the goals of the organization.

Subjective Performance measures are rating or rankings made bysupervisors, peers, or others that are used to assessing individual jobperformance.

Relative rating system is a subjective measurement system thatcompares the overall performance of one employee to that of others to establishrank order of employee performance.

Rater arranges the employees in order of theirperceived overall performance level

Rater compares the overall performance of eachworker with that of every other worker

The system sets up a limited number ofcategories that are tied to performance standards

Raters compare individuals on job performancedimensions that have been derived from job analysis. They use a 0-100 scale

Absolute rating system compares the performance of one workerwith an absolute standard of performance; can be used to assess performance onone dimension or to provide an overall assessment.

Assess an employee on any job dimension. Thescale consists of name of job component, definition and a scale of 1-5

Realistic job previews are a procedure designed to reduceturnover and increase satisfaction among newcomers to an organization byproviding job candidates with accurate information about the job and theorganization.

FalsePositivesare individuals who are predicted to perform successfully in a given position,but who do not perform at satisfactory levels when placed on the job

False Negatives are individuals who are predicted to performunsuccessfully in a given position, but who would perform at satisfactorylevels if hired.

ApplicationBlank isa form completed by job candidates to provide employer with the basicinformation about their KSAO’s.

BiographicalInformation Blank is a pre-selection questionnaire that asks applicants toprovide job-related information on the personal background and lifeexperiences.

360 degree feedback isperformance feedback gained from a variety of sources. 360 degree feedbackhelps align behaviour with an organizations core values, heightens awareness toothers expectations, and improves work behaviour and performance.

Industrial Relations is the study of employment in union andnon-union organizations.

Labour Relations is the study of all aspects of theunion-management relationship, including the establishment of union bargainingrights, the negotiation process, and the administration of a collectiveagreement

Nominal Wages are wages that have not been adjusted forinflation

Real wages are wages that have been adjusted for inflation

Collective bargaining is the entire relationship between aunion and employer, including the administration of a collective agreement. Collectivebargaining is a formal process through which the workplace conditions areagreed upon and changed.

Collective agreement is the outcome or product of collective bargaining.It details the conditions of employment that apply to the union members who arerepresented by the union

Conflict occurs when there is a mismatch involvingexpectations. This mismatch results in friction between the organization andindividuals or groups of individuals.

Conflict management involves acquiring skills related toconflict resolution, self-awareness, communication and establishing a processfor managing conflict in your environment.

Disputes are conflicts that require action. They havemanifested themselves into some form of official compliant

Unions are an organization of employees that have an objectiveof improving the compensation and working conditions of employees. Unions areorganizations that represent employee interests to management, it is formedthrough a democratic election process.

Union Density is thepercentage of non-agricultural workers who are union members.

Craft unions organize members of a trade or occupation.

Industrial unions organize workers in different occupations ina firm.

Local Union is an association of employees with its ownofficers and constitution

Business agent is a staff person who works for one or morelocals providing support

The Wagner Act established the right to organize, compulsorybargaining and prohibition of unfair labour practices in the United States.

Concession Bargainingis a negotiation over employer demands for reductions in wages and benefits.Concession bargaining may take place in threat of business closure.

Labour relation strategy is how an employer deals with theunionization of its employees

Remain hostile to unions and maybe willing to use legal and illegal ways to avoid unionization

Strategy to prevent unionizationusing legal means to convince employees they do not need a union (matchingunion rate of pay, employee councils)

Strategy in which employer remainsneutral, if attempt is successful they just try to negotiate the best rate

Employer tries to limit thefurther spread of unionization in the organization

Strategy involves employer attemptto rid itself of any unions

Labour Relations board is an independent body responsible forthe administration of labour relations legislation

Arbitrators hear disputes between unions and employees andrender final and binding decisions

Labor council is an association of unions in a municipality orregion. Their function includes political activity, training and education,community and charity work, and assisting locals on strike.

This legislation sets out rules regulating how a unionobtains the right to represent employees, listing the rights of the employersduring organizing campaign, importing duty to bargain in good faith on both parties, and requiring disputesduring the term of a collective agreement to be resolved through arbitration.

Open period is the time span within which a second union canapply for certification.

a secret ballot vote to determine ifemployees want a union to represent them. The question of whether support forthe union should be determined on the basis of membership cards orrepresentation vote. Unions prefer membership cards. The requirement of arepresentation vote is based on the premise that the true wishes of employeescannot be determined unless there is an opportunity for employees to expresstheir preference secretly.

Unfair labourpractices are contraventions in labour relations legislation. They mightoccur during the negotiation of a collective agreement, during theadministration of the agreement.

Statutory Freeze is a period where the employer is prohibitedfrom make changes in terms of employment.

Decertification is the process by which a LR board revokes theright granted to a union to represent employees and bargain on theirbehalf. Decertification allows employeesto rid themselves from an ineffective union or change unions. It helps ensureunion democracy and fair representation

Successor rights protect the rights of the union and anycollective agreement if a business is sold

Mandatory terms are provisions that must be included incollective agreements because they are required by legislation.

Voluntary terms are provisions that the parties agree toinclude in the collective agreement, however, they are not required bylegislation. >

Recognition article is a term in a collective agreementproviding that the employer recognizes the union as the bargaining agent for aspecified group of employees.

Grievances are allegations that the collective agreement oremployment statue has been violated

The grievance procedure is a series of steps, in which a unionand employer representatives meet to try to resolve dispute. Time limits can beplaced on grievances, if not resolved by a set time it will be dismissed.

UnionSecuritydeals with the issues of union membership as a requirement for employment andthe deduction of union dues from employees pay.

Rand formula is a collective agreement term requiring thededuction of union dues

management recognizes union as sole bargainingagentm

Closed Shop: employees who work within bargaining unit must bemembers of union

Maintenance of membership: workers don’t have to join union, nutonce they do they must maintain membership

Union Shop- employees must join union to maintain employment

Check off clauses: management agrees to take union dues andtransfer them to union

Management Rightsis an article providing that management retains the authority to manage theorganization, except otherwise provided in the collective agreement. Making andimposing unilateral decisions.

Modifiedunion shop is where non-union members already employed do not need tojoin the union but all new hires do.

Contracting out occurs when an employer arranges for anotherfirm to do work that could be done by the employers own employees. It is a term usually added to the collectiveagreement not allowing employers to do this. fontVΚ

Distributive bargaining is a negotiation activity wherebylimited resources are divided by parties

Integrative bargaining is negotiation in which the parties’objectives are not in conflict and joint gain is possible.

Duty to bargain in good faith means that both the union and theemployer must make reasonable efforts to reach an agreement.

Resistance point is the party’s bottom line- the last favourable offer it will accept

Interestbased bargaining isan approach to negotiations in which the parties use problem solving andattempt to find a settlement that produces gains for both

Ratificationvote isone in which employees approve or reject an agreement that has been negotiatedgains

grievance rate is the number of grievances filed divided by thenumber of employees in the bargaining unit.

Rights arbitration refers to the resolution of a disputerelating to the administration of a collective agreement.

Interest arbitration refers to the determination of the termsof a collective agreement. In this arbitration the employer and union presentevidence and make submissions regarding what the agreement should contain andthe arbitrator’s decision sets out the term of the contract.

Duty to fair representation prohibits the union from acting ina manner that is arbitrary, discriminatory, or in bad faith.

Grievancemediation isa confidential process in which a mediator helps the parties negotiate asettlement to a grievance.

Mediators attempt to assist parties to reach an agreement theirrole and authority varies across jurisdictions.

Conciliation is either a one stage process involving eithera conciliation officer or conciliation board.

Conciliationofficersare ministry representatives who attempt to assist the parties to reach anagreement.

Conciliation boards are a three person panel that hears theparties and makes recommendations for a settlement.

Coolingoff period isthe time the parties must wait after conciliation before they can strike orlockout. This period ranges from 7-21 days.

no-board report confirms that a conciliation board will not beappointed and begins the countdown to a strike or lockout

Work to rule campaign is a work slowdown carried out bystrictly adhering to work rules and the collective agreement.

Wildcat strike is an illegal strike that has not beenauthorized by the union

The threat effect is an upward pressure on non-union wagescaused by the possibility that employees may unionize.

The crowding effect is a downward pressure on non-union wagescaused by an increased supply of labour in the non-union sector.

Spillover effect is when non-union wages are positivelyinfluenced by gains made by unions within the same organization.

Alternative dispute resolution (ADR) is an option that shouldbe considered before a dispute becomes a lawsuit. The objective is to identifycommon ground and achieve an outcome that has a high level commitment from theparties. (Negotiation, open door policy, conciliation, mediation, arbitration,peer review, ombudsperson).

Compensation is when employers provide employees with apackage of payments/rewards in exchange for their services to the organization.

Direct Compensation is pay for time worked. It is made up ofbase salary, premiums, and variable pay.

Indirect Compensation is payments made by the employer onbehalf of the employee (non-cash payments)

Variable pay is an incentive or bonus employers pay toemployees who performance meets or exceeds expectations, provided the companymeets its own goals for productivity and profitability.

Match the market is when half of your comparators pay less thanyou and half pay more wnx

Lag the Market is when 70% of comparators pay better than you(30th percentile)

Lead the market is when 75% of you comparators pay less. (75thpercentile)

Thejob evaluationprocess determines the relative worth of jobs within an organization throughjob analysis

Wholejobs ranking iswhen each job is compared in its entirety to all others to come up with aranking

Point factor analysis is when each job is examined with a toolthat describes the organizations desired compensable factors (Skills,Responsibilities, Effort, and Working Conditions).

Compensable factor is a fundamental compensable element of ajob, such as a skill, effort, responsibility and working conditions.

Shortterm variable pay (merit pay programs) are effective align employee behaviours withbusiness strategies. This is typically over and above base pay, usually paidout a certain intervals based on achievement.

Long term variable pay is complex programs designed for seniorexecutives. Time frame is usually more than 12 months and often several times ayear. What is rewarded is the increased value of the organization over adefined time period; this is done through stock options.

Balanced Scorecard brings financial and non-financial measuresinto play for all employees. The measures are:

Financial

Customer

Internal

Learning

Benefits are non-cash compensation. Employers provide benefitsto attract, retain and motive employees.

Traditional benefit programs are Group life insurance,Disability, Health, dental and vision care.

Flexible benefits give employees the option of creating theirown plan. The term cafeteria benefits come from the idea of providing choicefrom a number of options. Employees would choose a set of pay and benefitsoptions that would best satisfy their needs

Modified Flex benefits offers a specific and narrow range ofoptions, often grouped as packages.

Healthcare spending accounts provides employees withpre-determined annual dollar amounts to pay for eligible expenses. Theseprograms can be offered by benefit insurance carriers or self-insured by theemployer.

Pension plans are organized and administered to provide aregular income for the lifetime of retired members. Pension plans are designedin accordance with the organizations HR strategy and must meet all requirementsof provincial and federal tax and benefit regulations.

Defined Benefit Plan is a type of pension plan in which anemployer/sponsor promises a specified monthly benefit on retirement that ispre-determined by a formula based on the employee’s earnings history, tenure ofservice, and age. The risk of the plan lies with the plan sponsor. They can benon-contributory or contributory.

Capital Accumulation plan (include RRSP, deferred profitsharing plan, defined contribution plans and unregistered stock purchase plans)employer and employee contributions are invested and at retirement theaccumulated pool is used to fund a pension plan. Risk lies with plan members.

Payroll is responsible for ensuring employees are paid thecorrect amounts on established dates, they must take relevant deductions suchas CPP and tax.

Training is acquisition of KSAs to improve performance in one’scurrent job.

Development is the acquisition of KSAs required to performfuture job responsibilities and in the long term achievement of individualcareer goals and organizational objectives.

Training is improving one performance in one’s current job.Development is acquiring KSA’s required to perform future job responsibilitiesand in the long-term achievement of individual career goals.

Is the process of establishingperformance expectations with employees, designing interventions and programsto improve performance, and monitoring the success of interventions andprograms. This process signals toemployees what is important in the organization, ensures accountability forbehavior and results and helps improve performance.

consists of interrelated system of human resources practicesand policies that usually includes rigorous recruitment and selectionprocedures, performance contingent incentive compensation, performancemanagement, a commitment to employee involvement and extensive training anddevelopment programs.

The IDS model of training and development depicts trainingas a rational and scientific process that consists of three major steps: needsanalysis, design and delivery, and evaluation. The training process begins witha performance gap of an “itch”. You must complete a needs analysis as the firststep to determine the nature of the problem and if training is the bestsolution. A needs analysis consists of three levels. X

Needs Analysis

Training and Delivery

Training Evaluation

Organizational Analysis

- Where training is needed

Task analysis

- What training is needed

Person Analysis

- who needs to be trained

Training objectives are statements of what the trainees areexpected to be able to do after the training program.

Is the process of creating sharing anddiffusing and applying knowledge in organizations. Organizational learning focuses on thesystems used to create and distribute new knowledge on an organization widebasis. Thus, organizational learning is a dynamic process of creating andsharing knowledge.

Learning organization is acquiring, organizing and sharingknowledge and uses information to change. If you are not acquiring, organizingand sharing you are not a learning organization.

Personal Mastery

Building a shared vision

Mental Models

Team Learning

Systems Thinking

Everyone is considered a learner

Informal Learning is encouraged.

Learning is part of a change practice

Learning should be continuous

Learning should be an investment

Knowledge is the sum of what is known; a body of truths,information and principles

Explicit knowledge isthings that you can buy or trade, such as patents or copyrights

Tacit knowledge is valuable wisdom learned from experience andinsight that has been defined as intuition; know how, little tricks andjudgement

Intellectualcapital isa source of innovation and wealth production. It is formalized, captured anddeveloped. It is an organizations knowledge, experience, relationships, processdiscoveries, innovations, market presence and community influencen

Human Capital

Renewal Capital

Structural Capital

Relationship Capital

Knowledge management is the creation, collection and storage,distribution and application of compiled “know what” and “know how”. Knowledge management refers to systems andstructures that integrate people, processes and technology so that importantknowledge is coded, stored and made available to members.

Informal Learning is learning that occurs naturally as a partof work and is not planned or designed by the organization.

Formal Learning involves activities and events that are plannedand designed by the organization with explicit goals and objectives.

Communities of practice are groups of people with commoninterests and concerns who meet regularly to share their experiences andknowledge, learn from each other, and identify new approaches for working andsolving problems.

Mental models are deeply ingrained assumptions, generalizationsor images that influence how we understand the world and how we take action.

Learning is theprocess of acquiring knowledge and skills, and a change in individual behavioras a result of some experience

Blended Training is the use of a combination or approaches totraining such as classroom training, on-the-job training and computertechnology.

Practice refers to physical or mental rehearsal of a task,skill or knowledge in order to achieve some level of proficiency in performingthe task or skill or demonstrating that knowledge.

Active practice means that the trainees are provided withopportunities to practice the task or use the knowledge being learned duringtraining.

Conditions of practice are practice conditions that areimplemented before and during the training to enhance the effectiveness ofactive practice and to maximize learning and retention.

Action learning is a training method in which trainees acceptthe challenge of studying and solving real-world problems and acceptresponsibility for the solution. They test theories in the real world.

On the job training is when trainee receives instruction andtraining at work station from a supervisor or experienced co-worker. This is themost common approach to training and the most misused. A structured approach ismost effective

Coaching is oneon one individualized learning experience in which a more experienced andknowledgeable person is formally called upon to help another person develop theinsights and techniques pertinent to the accomplishment of their job.

Mentoring is a method in which a senior member of theorganization takes a personal interest in the career of a junior employee. !

Coaching is more jobs specific where mentoring is more aboutfuture career development. Participation is voluntary for mentoring.

Train the trainer is a training program that teaches subjectmatter experts how to design and deliver training programs.

Transfer of training is the generalization of knowledge andskills learned in training on the job and the maintenance of acquired knowledgeand skills over time. Transfer oftraining occurs when learned material is generalized to the job context andmaintained over time on the job.

Training evaluation is a process to access the value- theworthiness- of the training programs to employees and to organizations.

Return on Investment=

Benefits - Cost of the program/ Costof the Program

Benefit to cost ratio = benefits/costs

ComprehensiveAuditing-new approach to public sector auditing. Looks at "value for money"the need to determine whether funds have been spent economically, efficiently,and effectively. The primary purpose of a comprehensive audit is to ascertainin economy, efficiency and effectiveness of an organization's operations anduse of resources.

Sarbanes-Oxley Act- strengthened corporategovernance requirements for public companies. These requirements includestandards for auditing, ethics and independence.

New York StockExchange-added a formal evaluation processes to the SOX Act for effectiveness. Thisensures companies have audit committees and a formal evaluation process.

Audit committees- are board memberswho are independent of company management and are responsible for overseeingauditors work.

Ontario Bill 198- is about makingsure the numbers are correct. It increased scrutiny of corporate governance.

data analysis. It isa group of measurement elements or quantitative assessment. Metrics have sixelements: quantity, quality, time, money, satisfaction, benchmark comparisons.

Simple metrics- focus onoperational effectiveness such as: time to hire, turnover rates, trainingcosts/course, average sick days, interview rate.

Complex Metrics- focus on strategicissues such as: measuring human capital, skills forecasting, ROI of theworkforce.

Human Capital Index- confirms that theway an organization manages its human capital significantly affects itsfinancial performance.

illustrates valueadded by investing in people. Higher is better

Income Factor- illustrates netincome per employee. Highest income means higher value

Information systems- manual, paper basedinformation, and electronic automated systems

HRMS- is all thedisparate parts that interact with the collection, storage, retrieval andapplication of all information.

Ad Hoc Repot Writer- vendors offer one ormore tools which a user can create their own custom reports with

SoleProprietorship isa business entity that has one owner, for tax purposes the business and theowner are considered the same

Partnership is the same as a sole proprietorship except thereis two or more owners

A corporation differs because it is a separate legal entityfrom the owners.

Financial accounting is a branch of accounting that focuses on servingthe needs of external users who need to make sound economic decisions (Financialstatement preparation, financial analysis, auditing).

Managerial accounting is a branch of accounting that providesaccounting information for internal users to help make business decisions (Costaccounting, budgeting planning and control, performance evaluation, internalauditing)

Assets are what the company has that has value (Cash,land, physical things such as buildings, inventory).

Liabilities are the amount a business owes to third parties(Accounts payable, notes payable, mortgage, salaries payable, benefits andpension).

Shareholders Equity is the amount of assets owned byshareholders.

Assets =Liabilities + Shareholders Equity

Note Payable is a written promise to pay a specific amount inthe future

Account receivable is a client’s promise to pay.

Dividends are a distribution of earnings by a corporation toits shareholders

Income Statement answers the question is the company makingprofit? It is a summary of revenue and expenses of the organization for a giventime period. The statement can display the month, quarter or year and becompared to previous months, quarters or years to assess progress.

Net Income is total revenues were greater than total expense

Net loss is total revenues are less than total expenses

Balance Sheet shows what assets does the company have and whohas ownership rights to those assets? It is a snap shot of the organizations assets,liabilities and owners’ equity at the end of a specific period. It is anopportunity to see how the organization has funded its assets.

Cash Flow Statement is a report on the amount of cash receiptscoming in and the amount of cash distributions going out.

Net Cash Flow = Cash Receipts – Payments

Current Assets/ Current Liabilities.

This equationis used to determine companies’ ability to meet short term obligations withcurrent assets.