Performance Management Methods Quiz
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Questions and Answers

What is a primary advantage of the forced distribution method?

  • It encourages subjective evaluations.
  • It allows for unlimited high performer classifications.
  • It focuses solely on average performance.
  • It helps to avoid inflated ratings. (correct)

    • Which of the following is a potential disadvantage of the forced distribution method?

  • Increases employee cooperation.
  • May not accurately reflect performance distribution. (correct)
  • Improves overall employee morale.
  • Motivates employees to work as a team.

    • What does the attributive approach primarily assess?

  • The financial metrics achieved by an employee.
  • The technical skills of an employee.
  • The extent to which an individual possesses traits contributing to success. (correct)
  • The historical performance data of the organization.

    • What measurement scale is most commonly used in the attributive approach?

    <p>Graphic (points) rating scale.</p> Signup and view all the answers

    What limitation is associated with measuring employee attributes?

    <p>It may not align with the organization’s strategy.</p> Signup and view all the answers

    What are the three basic psychological needs according to Self-Determination Theory?

    <p>Autonomy, Competence, Relatedness</p> Signup and view all the answers

    Which type of motivation is characterized by actions taken solely to obtain rewards?

    <p>Externally regulated motivation</p> Signup and view all the answers

    What is a potential outcome of using performance rewards in organizations?

    <p>Increased motivation through well-structured incentives</p> Signup and view all the answers

    Which of the following is NOT a type of pay-for-performance program?

    <p>Fixed salary increases</p> Signup and view all the answers

    What should organizations consider when implementing performance incentive pay?

    <p>The type of performance being rewarded</p> Signup and view all the answers

    What does Dan Pink suggest about incentive pay in relation to creative tasks?

    <p>It is ineffective for enhancing performance.</p> Signup and view all the answers

    According to the 'Critical' view, what is considered a myth regarding motivation?

    <p>People are primarily motivated by money.</p> Signup and view all the answers

    What is a characteristic of introjected regulation in Self-Determination Theory?

    <p>Actions are taken to avoid feelings of guilt.</p> Signup and view all the answers

    Which type of motivation is described as behavior being externally driven?

    <p>Controlled motivation</p> Signup and view all the answers

    What effect do large external rewards have on intrinsic motivation, according to research?

    <p>They undermine intrinsic motivation.</p> Signup and view all the answers

    Which characteristic does not align with integrated regulation?

    <p>It is done for external rewards.</p> Signup and view all the answers

    What is a consequence of controlled motivation as defined in Self-Determination Theory?

    <p>Inconsistent goal striving.</p> Signup and view all the answers

    What stage of motivation is characterized by no point in trying due to perceived impossibility of success?

    <p>Amotivation</p> Signup and view all the answers

    What should be avoided when scheduling employment-related meetings?

    <p>Fridays</p> Signup and view all the answers

    Which of the following is NOT a recommended approach when firing employees?

    <p>Delaying the announcement</p> Signup and view all the answers

    What does total compensation include?

    <p>Both monetary and non-monetary elements</p> Signup and view all the answers

    What is a key strategic consideration related to compensation?

    <p>Attracting and retaining workforce</p> Signup and view all the answers

    Which of the following is a component of total rewards?

    <p>Employee recognition programs</p> Signup and view all the answers

    What should be prepared when firing an employee?

    <p>Necessary information regarding severance and benefits</p> Signup and view all the answers

    What is one reason compensation needs to be deployed strategically?

    <p>It may contribute to attracting higher quality candidates</p> Signup and view all the answers

    Which of the following best defines compensation?

    <p>Total value that employees receive for their contributions</p> Signup and view all the answers

    Which action is recommended when notifying other staff about an employee's termination?

    <p>Notifying them discretely and tactfully</p> Signup and view all the answers

    What aspect of compensation is often considered the largest cost category in organizations?

    <p>Compensation packages, including all rewards</p> Signup and view all the answers

    What does selection validity refer to?

    <p>The extent to which a selection tool predicts job performance</p> Signup and view all the answers

    Which of the following is NOT an implication of validity?

    <p>Cost of the selection tool</p> Signup and view all the answers

    What are the three distinguishing features of a structured interview?

    <p>Job-related questions, predetermined scoring system, standardized approach</p> Signup and view all the answers

    What is one potential limitation of a situational interview?

    <p>Candidates may attempt to guess the best answer</p> Signup and view all the answers

    Which of the following best describes an unstructured interview?

    <p>Lacks standardized questions and evaluations</p> Signup and view all the answers

    Which selection method assesses an applicant's past experiences in detail?

    <p>Behaviour Description Interview</p> Signup and view all the answers

    What is a key factor considered in the practicality of a selection tool?

    <p>Cost and time to develop and implement</p> Signup and view all the answers

    Which of the following is true regarding legality and fairness in selection methods?

    <p>Standardization in administration is an indicator of fairness</p> Signup and view all the answers

    What is one of the primary types of structured interviews?

    <p>Situational interviews</p> Signup and view all the answers

    What type of reliability is often low in unstructured interviews?

    <p>Inter-rater reliability</p> Signup and view all the answers

    What does the rationale for behavioral interviews suggest about past behavior?

    <p>It is the best predictor of future behavior.</p> Signup and view all the answers

    Which cognitive ability does the Cognitive Ability Test NOT specifically measure?

    <p>Physical strength</p> Signup and view all the answers

    What is a characteristic of work samples in selection decisions?

    <p>They assess real-time job performance.</p> Signup and view all the answers

    In the compensatory model of selection decisions, what is the main principle?

    <p>Higher scores in one assessment can offset lower scores in another.</p> Signup and view all the answers

    Which statement best reflects the effectiveness of selection tools in Canadian organizations?

    <p>They are under-utilized despite their proven effectiveness.</p> Signup and view all the answers

    What is the primary function of training within an organization?

    <p>To facilitate learning of job-related knowledge and skills.</p> Signup and view all the answers

    What is meant by 'development' in the context of employee training?

    <p>Activities helping employees prepare for future roles.</p> Signup and view all the answers

    Which of the following models eliminates candidates at each stage of the selection process?

    <p>Multiple-hurdle model</p> Signup and view all the answers

    Study Notes

    Selection

    • Selection is the process of identifying individuals with necessary KSAOs (Knowledge, Skills, Abilities, and Other characteristics) to fulfilling job requirements.
    • It's a decision-making process aiming for the most accurate "prediction" of future job performance.
    • Involves multiple steps and tools/methods.
    • Key steps in the selection process include:
      • Screening applications and resumes.
      • Testing and reviewing work samples.
      • Interviewing candidates.
      • Checking references and background.
      • Making a selection.

    Attributes of Effective Selection Methods

    • Reliability: Consistency of scores produced by a measure.
      • Test-retest reliability (stability) - consistent scores over time.
      • Inter-rater reliability (equivalence) - consistent scores across different raters.
      • Vital for interviews and resume screening.
    • Validity: Appropriateness of inferences (e.g., predicting future job performance) made from selection tool scores.
      • Content validity - assesses the most important KSAOs required for the job.
      • Criterion-related validity - assesses the relationship between the selection tool and job performance.
    • Practicality/Utility: Considerations of cost, time, user capabilities (administration), and applicant reactions to the process.
    • Legality/Fairness: Ensuring the selection system adheres to employment equity and human rights considerations and is standardized.
    • Selection assessment has a relationship with job performance – good selection assessment = good job performance for selected. The diagram shows the relationship between the two factors and how to make a good selection assessment.
    • Measures include positive / true and negative / false. The correct application of these is important, and can be a problem to be avoided.

    Phrenology

    • Phrenology: Detailed study of cranium shape and size, purportedly indicative of character and mental abilities.

    Standards for Evaluating a Selection System

    • Reliability
    • Validity (including Generalizability)
    • Practicality
    • Legality/Fairness

    Selection Methods

    • Screening tools: applications, resumes/cover letters, screening interviews, biodata, background checks, reference checks
    • Standard testing: aptitude/achievement, physical ability, cognitive ability, personality tests, honesty/integrity tests, drug and alcohol testing, medical exams
    • Other Assessments: interviews, work samples, job performance simulations, situational judgment tests, assessment centers

    Validity of Various Assessment Tools

    • Work sample tests (e.g., .54 validity coefficient)
    • Structured interviews (.51 validity coefficient)
    • Job knowledge tests (.48 validity coefficient)
    • Assessment centers (.37 validity coefficient)
    • Biodata instruments (.35 validity coefficient)
    • Reference checks (.26 validity coefficient)
    • Training & Experience Point Method (.11 validity coefficient)
    • Research findings show the relationship between various assessment tools and the validity coefficient for each tool.

    The Interview

    • Most widely used selection technique.
    • Two main types:
      • Unstructured: Open-ended questions, varying topics, subjective evaluation, poor reliability and validity.
      • Structured: Job-related questions; predetermined scoring, standardized evaluation, good reliability and validity.
      • Two types of structured interview: situational and behavioral.

    Situational Interview

    • Presents a problem and asks for a response.
    • Rationale: Intentions predict future behavior.
    • Limitations: Possible for applicant to guess the best answer. Behavioural intention may not equal actual behaviour.

    Behavioral Description Interview

    • Candidate describes past situations relevant to KSAOs.
    • Rationale: Past behavior is the best predictor of future behavior.
    • Potential limitations: Past mistakes may not be repeated, more interviewer expertise required.

    Standard Tests

    • Cognitive ability - Measures memory, reasoning, verbal, mathematical, spatial skills. Strong predictor of success; validity increases with complexity. Good generalizability.
    • Personality inventory - Identifies job-related traits. "Big-5" model. Conscientiousness predicts performance across most jobs, with high validity (.3).

    Job Performance & Work Samples

    • More direct method than other measures. Assesses someone actually performing the job
    • Work samples: Tasks; role-plays; simulations.

    Selection Decisions

    • Multiple-hurdle model - Eliminates candidates at each stage.
    • Compensatory model - High score on one assessment can compensate for lower scores on others.
    • Hiring algorithm - Mathematical model predicts job candidates' potential to be high performers.

    Who Makes the Selection Decision?

    • Immediate manager/supervisor
    • Human resources professional
    • Work team/panel

    Final Thought

    • Effective selection has a positive bottom-line impact (Huselid,1995).
    • Formal selection tools (other than interviews) are often underutilized.
    • A data-driven selection system ensures legality.
    • Selection processes signal organizational values.

    Training & Development

    • Training: Planned effort by an organization to facilitate employees' learning of job-related knowledge, skills, and behaviors.
    • Development: Activities that help employees prepare for the future of their careers.
    • Reasons for T&D: Legislative requirements; remedial response to performance issues; correct performance; rewards.

    Strategic Importance of Training & Development

    • Expenditures represent a significant portion of payroll (EU 3%, US 2%, Canada 1.5%).
    • Key strategic goals include improving individual employee performance, organizational performance, and developing organizational leaders.

    Stages of Instructional Design

    • Assess needs for training
    • Ensure readiness for training
    • Plan training program (Objectives; Trainers; Methods)
    • Implement training program (Principles of learning; Transfer of learning)
    • Evaluate training results

    Instructional System

    • Needs Analysis (Organization Analysis, Task Analysis, Person Analysis)
    • Design, Delivery & Implementation (Training Objective, Training Content, Training Method, Learning Principle)
    • Evaluation (Evaluation Criteria, Evaluation Design)

    Training Needs Analysis

    • Organization analysis, Task analysis and Person analysis are important
    • These factors may be influential in the outcomes of a given training session

    Training Objective and Content

    • Three components of effective training objectives: What the employee is expected to do, the quality or level of performance and conditions for applying new skills. Performance standards also need to be measurable.
    • Content must be meaningful (concepts, terms, examples familiar to learners) and context similar to work environment.

    Training Delivery Methods

    • Breakdown of training methods (classroom instruction, online, blended, virtual classroom/webcast, social media, and mobile, along with percentages of use). The percentage breakdown is an indicator of the methods used by different organizations.

    Training Delivery: Presentation Method

    • Characteristics: Learners primarily receive information.
    • Pros: Standardized, efficient.
    • Cons: Limited interactivity, practice opportunities, and feedback.
    • Examples: Asynchronous learning, lecture, distance learning.

    Training Delivery: Hands-on Methods

    • Characteristics: Learners actively participate in practice.
    • Pros: Opportunities for practice in a realistic environment.
    • Cons: Complex design; high cost of development.
    • Examples: On-the-job training, simulation, technology-based interactive learning (e.g., interactive e-learning, virtual reality, games).

    Group Learning

    • Characteristics: Teams share ideas and experiences.
    • Pros: Interactive approach to improve individual and team effectiveness.
    • Cons: Many variables involved. Less controlled environment.
    • Examples: Experiential programs, team training, action learning.

    Choosing a Training Method

    • Based on needs assessment for learning outcomes.
    • A match between the training method and desired outcomes matters.
    • Consider practical constraints (budget, time, operational constraints).

    Learning Outcomes by Training Methods

    • Categorization of learning outcomes (attitudes, knowledge, and skills) associated with various training methods (OJT/apprenticeship, special assignment, internship, co-op, simulation, e-learning/LMS, behavior modeling, role-playing, coaching, feedback, case study, seminar/conference, blended learning, classroom/lecture)
    • The graphic shows the relationship between various training methods and associated learning outcomes.

    The "Transfer Problem"

    • The gap between training and real-world application.
    • Trainee characteristics, training design, active practice, fidelity, and work environment are connected to resolving.

    Can We Solve The Transfer Problem?

    • Trainability/ability and motivation to learn
    • Learning principles, active practice
    • Mastery/fidelity – similarity of what's practiced and the job requirements
    • Workplace environment (opportunity to use new skills and support from supervisors/managers).

    Employee Development and Career Management

    • Activities helping employees perform effectively in current/future jobs.
    • Systems for retaining and motivating employees by identifying and providing related development opportunities.

    Concepts

    • Employee development—activities undertaken to help employees perform effectively in their current or future role within the company.
    • Career management—a system for retaining and motivating employees by identifying and creating opportunities to fulfil career development needs.

    Career Management Systems

    • Data gathering (success criteria, competencies needed for career success, various measures)
    • Feedback / Confidentiality Maintenance
    • Goal setting (Specific success factors and potential improvement areas, competencies and knowledge to be developed, developmental method specification)

    Action planning and follow-up (Involve management and/or coaches/mentors for successful action planning, Measurement of success and adjustments needed based on outcome data; Verification that pace of development is realistic)

    Succession Planning

    • Identifying, developing, and tracking employees for future positions.
    • Key benefits include preparing future leaders, minimizing disruptions, planning development experiences, and attracting/retaining employees.

    High "Potential"

    • Outstanding performance and accomplishments are important indicators.

    Performance Management

    • Workplace performance—observable behavior contributing to organizational goals.
    • Performance management—ensuring employee behavior aligns with organizational goals.

    Purposes of Performance Management

    • Strategic—linking employee behavior to organizational objectives.
    • Administrative—information for decisions, like salary and recognition.
    • Developmental—awareness of strengths and improvement areas.

    Criteria for Effective Performance Management

    • Strategic congruence
    • Validity (relevant and necessary aspects of assessed performance included)
    • Reliability (accuracy—not random error)
    • Acceptability (measure is satisfactory and adequate)
    • Specificity (detailed guidance about expected behaviors and meeting expectations).

    Validity and the Criterion Problem

    • Validity – relation between the performance measure and actual or “true” job performance.
    • Contamination – measure includes irrelevant factors.
    • Deficiency - measure misses relevant job performance factors.

    Four Approaches to Measuring Performance

    • Comparative (comparisons between individuals).
    • Attributive (identification of positive/negative traits, including outstanding, excellent, good, needs improvement, and poor).
    • Behavioral (defining behaviours needed for job performance).
    • Results (focusing on tangible outcomes in a measurable way)

    Comparative Approach

    • Comparing performance to other employees.
    • Methods include ranking, forced distribution, and paired comparisons.

    Example: Forced Distribution

    • Assign employees into categories (e.g., top 20%, middle 70%, bottom 10%).
    • Potential benefits: Avoids inflated ratings, fosters performance-oriented culture.
    • Disadvantages: May not represent actual distribution, can be over-rewarding for some and punishing for others.

    Attributive Approach

    • Assessing employee traits/attributes for job success.
    • Most common method is the graphic rating scale.
    • Limitation: Attributes might not clearly align with organizational strategy (e.g. subjective assessment of “fairness” or “dependability”)

    Behavioral Approach

    • Defining employee behaviours critical for job performance.
    • Examples: Behavioural-Anchored Rating Scales (BARS), Behavioral Observation Scale (BOS).

    Results Approach

    • Focusing on measurable outcomes (e.g., productivity, sales, quality).
    • Management by Objectives (MBO) establishes performance standards and targets.

    So, what should actually be measured in PA?

    • Behaviour, results, and context for performance appraisals

    Choosing a Performance Appraisal source

    • Managers – most frequent
    • Peers – jobs with autonomy
    • Subordinates (upward feedback)
    • Self-assessments
    • Customers
    • Multisource (360-degree)

    Guidelines for Providing Performance Feedback

    • Frequent feedback sessions, in a neutral and private location.
    • Acknowledge both good and poor performance constructively, focusing on behavior/results.
    • Take a problem-solving approach, diagnosing causes and addressing barriers, not blaming the person.
    • Agree on specific goals and a plan for follow-up.

    Employee Discipline

    • Preventive: taking action before an infraction (e.g., communication).
    • Corrective: action after a rule infraction.
    • Progressive Discipline: series of penalties (e.g., verbal warning, written reprimand, suspension). Serious cases may result in immediate termination.
    • Considerations re: Discipline—address government legislation, collective bargaining agreements, due process (formal procedure and opportunities to respond to allegations). The hot-stove rule emphasizes consistent, impersonal, and immediate disciplinary actions.

    Employee Dismissal

    • Termination of a non-union employee can occur at any time with just cause
    • In unionized environments, specific grounds and processes for termination are often outlined in the collective bargaining agreement
    • In the absence of just cause, the employer may be obligated to provide reasonable notice, or compensation in lieu of notice.

    What is Just Cause?

    • Legally defensible reason to terminate.
    • Serious misconduct, willful disobedience of a reasonable order, conflict of interest, and poor performance which is demonstrated through documentation and clear expectations.

    Requirements re: Dismissal for Poor Performance

    • Ensure objective performance standards are documented; provide clear expectations and warnings.

    Wrongful Dismissal

    • Termination without just cause or reasonable notice/compensation in lieu of notice.

    What is Reasonable Notice?

    • Period of time before termination without just cause.
    • Varies based on tenure, job level, and labour market conditions.

    Pay in Lieu of Notice vs. Severance Pay

    • Compensatory payments for employees who have employment terminated with no just cause. Notice and compensation do not overlap with severance pay.

    Severance Pay

    • Compensation for losing seniority and benefits during termination from employment
    • Different than pay in lieu of notice; the purpose is on time to find new employment
    • Statutory requirements in Ontario depend on employment duration and company payroll numbers.

    Constructive Dismissal

    • A type of wrongful dismissal (employer changes the employment contract/terms significantly, unilaterally without employee consent that forces the employee to resign.) Examples include decreased hours.

    Considerations re: "Firing" Employees

    • Choose neutral location, avoid Fridays, be compassionate, clear and honest.

    Compensation

    • Compensation reflects the value employees receive for time and energy given to the company.
    • It comprises several elements—salary/wages, benefits, work-life balance, employee recognition, and development opportunities for career advancement.
    • The optimal structure is aligned with organizational objectives, addressing attraction, retention, and motivation of staff.

    Establishing a Pay Structure

    • Considering market forces and job evaluation to properly pay staff fairly. This takes considerations of both internal equity (fairness to comparable employees) and external equity (fairness relative to competitors’ pay structures). Both must be accounted for and balance based on similar jobs, ability, and contribution

    Market Forces

    • Salary surveys provide comparative market data (range, medians, percentiles) by region and industry. Using custom surveys also provide a useful assessment. Sources like public sources like Payscale or Job Bank, and consultants also offer market data for assessing.

    Job Evaluation

    • Determines the relative worth of various jobs within an organization.
    • Aims to establish internal pay equity (equal pay for equal work).
    • The point method, is commonly used to establish this.

    Point Method of Job Evaluation

    • Establishes job value by assigning point values to various job components according to a compensation factor, weighted by the organization's priority, as well as level definitions for that position.

    Job Evaluation Example

    • Demonstrates how the point method assigns points (based on "compensable factors" like skill, effort, responsibility, and working conditions, with different levels per factor and points for each level obtained) to determine the relative value of jobs. The example shows a weighted model for compensation.

    Pay Grade

    • Grouping similar jobs according to their point values.
    • Allows for consistent and fair pay ranges for employees with similar jobs.

    Pay Grades – Grocery Store Example

    • Demonstrates the pay grade system for employees in various job roles and associated levels of compensation.

    Summary (Compensation)

    • Job evaluation and market prices will impact an organization's pay structure. However, it does also take into consideration what employees contribute to the company and their individual performance. Pay for performance incentivizes individual performance

    Motivation and Pay

    • Employee motivation connected to the value of money
    • Self-determination theory – autonomous vs controlled motivation
    • Autonomous motivation leads to positive performance outcomes, while controlled motivation is driven by extrinsic rewards

    Pay for Performance

    • Pay for performance plans reward employee performance; plans can include merit pay, performance bonuses, commissions, and/or piecework plans to incentivize performance
    • Incentive vs sorting effects, and the potential side effects of introducing incentive pay systems need to be considered.

    Pay for Individual Performance

    • Piecework Plans
    • Commissions
    • Standard Hour Plans
    • Merit Pay
    • Performance Bonuses

    Pay for Team/Unit Performance

    • Gainsharing (e.g., Scanlon Plan, Rucker Plan, Improshare)
    • Team Bonuses/Awards

    Pay for Organizational Performance

    • Profit Sharing (a percentage of organizational profits)
    • Stock Ownership/Stock Options (employees receive shares/options, aligns interests with overall organizational performance)

    Pay-for-Performance: Effects on Motivation and Performance

    Incentive effects

    • Increased behavior motivated by reward

    Sorting effects

    • Selecting employees with preference for the reward system. Not likely to apply to employees who do not value a reward system

    Side effects of Pay-for-Performance

    • Possible counterproductive behaviors; rewards not accurately reflecting effort or merit
    • Alternative pay strategies may need to be considered if this continues to be a problem in the workplace; pay for performance should be used in carefully structured plans.

    Concluding Comment (Compensation)

    • Optimal compensation system aligns employee behaviour with organizational strategies.
    • Compensation should attract, retain, and motivate skilled staff. Needs to address financial and psychological needs to motivate employees.
    • It appropriately incentivizes behaviours aligning with organizational goals.

    Health and Safety

    • Businesses incur significant costs from worker accidents and injuries.
    • Employer responsibilities include taking steps to maintain a healthy and safe environment, complying with relevant health and safety legislation from federal, provincial, and/or territorial bodies. This includes regular safety inspections; and maintaining equipment to ensure safety of employees.
    • Employee responsibilities include following health and safety procedures, reporting hazards, and cooperating with safety measures.

    Workplace Violence

    • Acts of abuse, threats, intimidation, or assaults in the workplace (goes beyond physical violence).

    Types of Workplace Violence

    • Type I: Assailant has no prior relationship with target (e.g., theft).
    • Type II: Assailant has a prior legitimate relationship with target (e.g., customer).
    • Type III: Assailant is/was an employee (e.g., domestic violence).
    • Type IV: Assailant has ongoing/prior relationship with target (e.g., domestic violence).

    How Common is Workplace Aggression?

    • Specific data showing percentages of women and men experiencing different types of harassment.

    Costs of Workplace Aggression

    • Costs to individuals and to the organization (physical and psychological damage; wasted manager time; lost productivity and profitability; legal fees from litigation in the workplace)

    Bill C-168

    • Comprehensive legislative requirements in Ontario aimed at preventing violence and harassment in the workplace; amendments to the Act aim to increase an employer’s responsibility in the workplace.

    Bill C-168 – General Requirements

    • Employers must develop and post comprehensive workplace policies including training on violence and harassment in the workplace which includes identifying and mitigating risk, developing written policies, provision of information about workplace violence, and creating and reviewing programs accordingly.
    • Working alone; working evenings/nights; handling valuables; exercising physical control; contact with individuals under substances; being responsible for others; interacting with frustrated individuals; and decisions resulting in lack of service.

    Bill C-168 Employer Obligations

    • Employers are responsible for investigating incidences of violence and harassment; providing immediate assistance (help) to those targeted; disciplining aggressors, and following through on policy measures to prevent incidents from occurring.

    Situational / Organizational Predictors of Workplace Aggression

    • Physical conditions (e.g., crowding); Perceived injustice; lay-offs, downsizing; strict/abusive supervision; and lack of policies or enforceable measures related to this issue

    Consequences of Aggression

    • Physical and Psychological Damage (injury, death, somatic symptoms, fear, and anger which may result in poor job satisfaction and commitment. Behavioral damage may be observed as a result of substance abuse, aggressive behaviour, reduced job performance and absenteeism/quitting)

    Employer Practices to Prevent Workplace Violence

    • Top management commitment, a workplace violence policy, identification of workplace risk factors and an implementation of control measures. Procedures should be implemented and monitored. Resolve cases of workplace violence and provide resources to train on workplace violence. It’s also important to develop a zero tolerance policy.

    Labour Relations

    • Focuses on the relationships between an organization and its workers in the workplace and their representations by Unions
    • Unions – represent workers and negotiate terms and conditions of employment; this strategy can affect the nature of the relationship between organizations and their workforce

    What is a Union?

    • Organization representing workers, negotiating employment terms and conditions with the employer.

    Why Do Workers Join or Certify a Union?

    • Belief that collective bargaining delivers more effective results;
    • Dissatisfaction with pay, working conditions, or treatment. These factors may lead to a worker joining a protected union

    Union Density Statistics

    • Canada's union density level compared to other countries

    Unionization in Canada

    • Trends and changes in union density, composition (proportion of women), and sectors where unions are strongest.

    How Do Workers Become Unionized?

    • The certification process by which a union is recognized by the organization as an official voice of the employees

    Union Certification Process

    • Steps in union certification (meetings, organizing campaigns, voting process)

    Unfair Labour Practices by Employer during Organizing

    • Prohibited employer actions.

    Employer Rights during Organizing

    • Allowed employer actions.

    Unfair Labour Practices by Unions

    • Prohibited union actions.

    Labour Relations Strategy

    • Continuum from cooperation/acceptance to union avoidance/suppression
    • Strategies (such as integrative bargaining) under cooperation/acceptance and how adversarial/distributive bargaining might occur with union avoidance/suppression.

    Union Substitution

    • Employer's attempts to provide benefits (such as wages or acceptable conditions) usually provided by a union, to prevent employees from joining a union.

    Labour Relations Strategy Factors

    • History; philosophy/values, perspective on workers/management rights. Social context and the impact of labour laws.

    Segment 1 (Labour Relations) Summary

    • Unions’ role, international variation in union representation, certification process, and the effect of labour relations strategy on the relationship between the company and its workers are key to understanding Labour Relations.

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    Test your knowledge on performance management methods including forced distribution and attributive approaches. This quiz covers various aspects such as psychological needs, motivation types, and pay-for-performance programs. Perfect for students or professionals in human resource management.

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