Human Resource Management Responsibilities
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Questions and Answers

Which of the following best describes wrongful dismissal?

  • Firing an employee for discriminatory reasons. (correct)
  • Ending an employment contract for economic reasons.
  • Terminating an employee based on performance issues.
  • Laying off employees due to organizational restructuring.

    • What is a primary purpose of severance pay?

  • To support employees after unwillful termination. (correct)
  • To provide immediate job placement assistance.
  • To compensate for any work-related injuries.
  • To incentivize employees for long-term service.

    • Which of the following is NOT typically included in a labour contract?

  • Retirement benefits
  • Seniority rights
  • Work hours
  • Personal employee performance targets (correct)

    • What does the process of progressive discipline entail?

    <p>Increasingly severe measures for unresolved employee issues. (D)</p> Signup and view all the answers

    How does a two-tier wage system function?

    <p>It allows older employees to earn higher wages than newer employees. (A)</p> Signup and view all the answers

    What is the primary focus of the HR planning process?

    <p>Analyzing and fulfilling HR needs (B)</p> Signup and view all the answers

    Which method is NOT a part of the recruitment process?

    <p>Physical examination (B)</p> Signup and view all the answers

    What is the purpose of orientation for new employees?

    <p>To familiarize them with jobs and organization (D)</p> Signup and view all the answers

    Which performance appraisal method is considered more reliable?

    <p>Behaviourally anchored rating scales (BARS) (B)</p> Signup and view all the answers

    What is a key focus of maintaining a quality workplace?

    <p>Employee retention and turnover (B)</p> Signup and view all the answers

    What does compensation based on merit aim to achieve?

    <p>Performance contingent reinforcement (A)</p> Signup and view all the answers

    What does the term 'realistic job previews' imply in recruitment?

    <p>Candidates receive a comprehensive view of job responsibilities (C)</p> Signup and view all the answers

    Which of the following is NOT a common reason for rejecting a candidate?

    <p>Overqualified for the position (C)</p> Signup and view all the answers

    What does the term 'work-life balance' refer to?

    <p>The ability to balance career and personal needs (D)</p> Signup and view all the answers

    Which aspect is included in employment equity?

    <p>The right to employment without discrimination (B)</p> Signup and view all the answers

    What is the role of performance management in HR?

    <p>To set standards and assess work results (C)</p> Signup and view all the answers

    Which of the following is NOT a step in the selection process?

    <p>Feedback from subordinates (A)</p> Signup and view all the answers

    What is a primary concern of contemporary work-life balance issues?

    <p>Single parent concerns (C)</p> Signup and view all the answers

    Flashcards

    HR Planning

    Analyzing an organization's human resource needs and how to best fulfill them.

    Recruitment

    Attracting qualified job applicants to an organization.

    Selection

    Choosing the best candidates from a pool of applicants based on potential.

    Employee Orientation

    Familiarizing new employees with their jobs, coworkers, and the organization.

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    Training and Development

    Providing opportunities to acquire and improve job-related skills.

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    Performance Appraisal

    Formally assessing work accomplishment and providing feedback.

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    Work-Life Balance

    Balancing career demands with personal and family needs.

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    Compensation

    The financial reward for work, including base pay and benefits.

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    Discrimination in Employment

    Denying employment or tasks based on irrelevant factors.

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    Employment Equity

    Equal employment opportunities regardless of protected characteristics.

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    Realistic Job Previews

    Providing complete, honest information about a job to candidates.

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    Graphic Rating Scales

    Performance appraisal method using checklists for evaluating traits.

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    Behaviourally Anchored Rating Scales (BARS)

    Performance appraisal method using job behaviors as benchmarks.

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    Employee Assistance Programs (EAPs)

    Resources to help employees with personal problems affecting their work.

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    Progressive Discipline

    A system of gradually increasing penalties for repeated workplace rule violations.

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    Severance Pay

    Compensation given to employees leaving the company without their fault.

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    Collective Bargaining

    Negotiations between labor unions and employers to establish employment contracts.

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    Two-Tier Wage System

    A system where new hires receive lower wages than those with seniority, even if performing the same tasks.

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    Study Notes

    Major Responsibilities of HRM

    • Attracting a Quality Workforce: HR planning, recruitment, and selection are crucial.
    • Developing a Quality Workforce: Employee orientation, training, development, and performance appraisal are necessary.
    • Maintaining a Quality Workforce: Career development, work-life balance, compensation, benefits, employee retention, and labor relations are essential.
    • Discrimination in Employment: Denying a job or assignment based on irrelevant criteria is unlawful.
    • Employment Equity: The right to employment regardless of protected characteristics (race, gender, etc.). The Canadian Human Rights Act of 1977 protects these rights.
    • Sexual Harassment: Illegitimate workplace conduct.
    • Equal Pay and Comparable Worth: Ensuring equitable compensation for equal or comparable work.
    • Pregnancy Discrimination: Unlawful discrimination based on pregnancy.
    • Legal Status of Independent Contractors: Defining the legal relationship.
    • Workplace Privacy: Protecting employee privacy rights.

    HR Planning

    • Analysis: Assessing organization's current and future HR needs.
    • Steps:
      • Reviewing organizational mission, objectives, and strategies
      • Examining current HR objectives & strategies
      • Assessing current needs, anticipating future ones,
      • Developing and implementing HR plans

    Recruitment

    • Goal: Attract qualified applicants to an organization
    • Steps:
      • Advertising job vacancies
      • Contacting potential candidates
      • Screening applicants to select the qualified ones.
    • Methods:
      • External: Sourcing candidates outside the organization.
      • Internal: Sourcing candidates within the organization.
      • Traditional: Focusing on positive organizational aspects.
      • **Realistic Job Previews (RJP):**Providing all job information, not just the positive.

    Selection

    • Goal: Choosing the most promising candidates from a pool of applicants.
    • Steps:
      • Application form completion
      • Interviews
      • Reference checks
      • Physical examinations
      • Final analysis and hiring/reject decision.
    • Rejection Reasons: Deficient qualifications, insufficient skills/ambition, poor interpersonal skills, poor test scores, poor references, physical unsuitability, low overall potential.

    Developing a Quality Workforce

    • Orientation: Familiarizing new employees with the job, coworkers, and organization.
    • Socialization: Influencing new employee attitudes and behaviors to align with organizational values.
    • Training and Development:
      • Training: Improving job-related skills.
      • On-the-job Training (OJT): Job rotation, coaching, mentoring, modeling
      • Off-the-job Training (OJT): Management development programs.

    Performance Management

    • Goal: Setting standards, assessing performance, and developing individuals.

    • Elements: Performance standards, regular assessment, actions for improvement.

    • Performance Appraisal: Formally evaluating work accomplishments and providing feedback.

      • Purposes: Evaluation (knowing standing), Development (improvement)

    • Methods:

      • Graphic Rating Scale: Using checklists of traits.
      • Behaviourally Anchored Rating Scales (BARS): Describing actual behaviors.
      • Critical Incident Techniques: Documenting effective/ineffective behaviors.
      • Multi-person Comparisons: Comparing performance to others.

    • Alternatives: Peer appraisal, upward appraisal, 360-degree feedback

    Maintaining a Quality Workplace

    • Work-life Balance: Balancing career and personal needs.
    • Compensation and Benefits:
      • Base compensation: Salary/hourly wages
      • Pay for performance: Equity theory, Expectancy theory, Reinforcement theory
      • Merit pay: Pay increase based on performance.
        • Potential Issues: Poor appraisal systems, inconsistent application.
      • Incentive compensation systems: Skill-based pay, bonus plans, profitsharing, gainsharing, employee stock ownership plans
      • Fringe benefits: Non-monetary compensation, flexible benefits, family-friendly benefits, employee assistance programs
    • Retention and Turnover:
      • Severance: Compensation for involuntary departures, often 1 week's pay per year worked; age is considered
      • Progressive Discipline: Using increasing steps for unsatisfactory employee performance.
      • Wrongful Dismissal: Legal protection against discriminatory termination
      • Just cause: Employee breaches contractual obligations, therefore company is not required to provide severance pay.
    • Labour Management Relations: Dealing with employee unions, labour contracts, wages, hours, seniority, and collective bargaining.
      • Two-tier wage system: Distinctively paying new hires less than senior employees who are doing the same work.

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    Description

    This quiz explores the major responsibilities of Human Resource Management (HRM), including attracting, developing, and maintaining a quality workforce. Additionally, it covers legal issues such as employment equity, discrimination, and workplace conduct. Test your understanding of these critical HRM concepts.

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