Problems -> unions take on defence of employees, ritualised
Ch 6: Training, Learning, and Development
instructional design: A process of systematically developing process (should be continuous), punitive in nature, managers
training to meet specified needs
avoid it, employees get defensive
Strategic goals for L&D = org performance, individual
Process of PM
performance, and developing org leaders
-Define performance outcomes for the company
needs assessment: The process of evaluating the organization, -Develop employee goals, behaviours, and actions to achieve
individual employees, and employees’ tasks
outcomes
-organization analysis: A process for determining the
-Provide support and ongoing performance discussions
appropriateness of training by evaluating the characteristics of -Evaluate performance (compare performance to goals)
the organization.
Identify improvements
-person analysis: A process for determining individuals’ needs -Provide consequences for performance results
and readiness for learning.
-identifying performance needs, adjusting the type or frequency
-task analysis: The process of identifying the tasks, knowledge, of feedback, and modifying performance outcomes
skills, and behaviours that training should emphasize.
Rating Individuals
Rating Attributes- graphic rating scale; uses the scale to
electronic performance support systems (EPSSs)
Plan Training Program- presentation methods, hands-on
indicate to which extent each employee displays an attribute;
methods, group team methods
low reliability
Behaviour Modelling: participants observe others participating Rating Behaviours- critical incident method; requires managers
in desired behaviour experiential programs: Training programs to keep record of specific examples of effective and ineffective
in which participants learn concepts & apply by simulating
employee behaviour
behaviours involved and analyzing the activity, connecting it
Sources of Performance Info: 360 degree appraisals, managers
with real-life situations.
and supervisors, peer feedback, direct reports, self, customer
Measuring Results of Training- Myers-Briggs Type Indicator: feedback
Level 1-Learner Reactions, Level 2-Demonstration of Learning, Appraisal Politics- evaluators purposefully distort ratings to
Level 3-Behaviour Change
achieve personal or company goals
Level 4-Business Results, Level 5-Cost-Benefit Analysis
balanced scorecard: PM that integrates strategic perspectives
transfer of learning: On-the-job use of knowledge, skills, and including financial, customer, internal business processes, and
behaviours learned in training.
learning and growth.
Orientation: Training designed to prepare employees to
PM Error
● Similar to me- individual is similar to me = high
perform their jobs effectively, learn about their organization, and
rating
establish work relationships. Onboarding- aim to prepare and
● Contrast Error- average performer compared to high
socialise employees; Compliance, Clarification, culture,
performer
connection
● Strictness- gives low ratings regardless of
Job enlargement, Job rotation, Transfer, downward move,
performance
Externship
● Leniency- gives high ratings
● Central Tendency- gives the middle or average rating
Chapter 7: Managing Employees’ Performance:
● Halo- rater gives high ratings due to positive
-ensuring that employees activities and outputs contribute to
impression
the organizations goals
● Horns- opposite of Halo
Strategic purpose: effective performance management helps
● Recency Emphasis- rating based on recent work only
org achieve goals. Administrative purpose: how orgs use the Rater Error Training- makes managers aware of rating errors
system to provide info abt day2day decisions. Developmental and develops strategies to prevent these errors
purpose: basis for developing employees’ knowledge and skills. Rater Accuracy Training- emphasize the multidimensional
nature of performance to get raters to understand and use the
- Fit w/ strategy: system aims at achieving behaviour and
mindset supporting orgs strat, goals, culture. Validity: the extent same idea of high, low, and medium performance
Unconscious Bias Training- reducing implicit bias
to which a tool measures what it is intended to measure
Calibration Meetings- provide a way to conduct PM to ensure
Reliability: consistency of results that the performance measure
similar standards are applied when giving evaluations
will deliver Interrater reliability: consistency of results when Performance improvement plan- a summary of performance
more than one person measures performance, Test-retest
gaps and mutually agreed actionable steps and review dates
reliability: consistency of results over time. Acceptability:
● Lack of ability- training is best corrective action
● Lack of motivation- demonstrate why the employee is
meets practical standard of being acceptable to the ppl who use
valued, give positive feedback, and stress management
it, Specificity specifically tells employees what is expected of
resources
them and how they can achieve those goals.
● Lack of both- may not be good fit for org + dismissal
-Legal challenges related to performance management usually
involve charges of illegal discrimination, and unjust or
constructive dismissal
Health Spending Amount- employer puts aside a specific
-use multiple raters and train rater to prevent legal challanges
amount of money per employee to cover health related costs
Objective: pick benefits employees value/use; Flexible Benefits
Chapter 8: Total Rewards:
-managers must develop a comm strategy to help employees
-strategic value in properly compensating and rewarding
understand the total value of the compensation/reward strat
employees
- CEO compensation typically consists of a small form of salary,
Direct Compensation- financial rewards received as part of
employment and defines kinds of influences on those making performance related pay, bonuses, and stock; the variable nature
of this pay is why is varies much more than other employee
pay level decisions
earnings
Indirect compensation-benefits and services received in
Chapter 9: Collective Bargaining and Labour Relations
exchange for work and includes the role benefits play
Human rights legislation- cannot base differences in rewards labour relations: A field that emphasizes skills managers and
on prohibited grounds; Labour standards- minimum
union leaders can use to minimize costly forms of conflict (such
requirements; Pay equity- ensures females and males receive as strikes) and seek win-win solutions to disagreements.
the same level of pay
union steward: An employee elected by union members to
Base pay- determined by job structure and pay level
represent them in ensuring that the terms of the collective
Job Structure- consists of the relative pay for different jobs
within the org; establishes pay among different FN and levels of agreement are enforced. social unionism: A type of unionism
that attempts to influence social and economic policies of
responsibility
Pay level- average amt org pays for a job
government.
Pay structure- job structure + pay level that helps the org
Rand Formula: payment of labour union dues mandatory even
achieve goals related to motivation, cost control, and the ability if the worker is not a member of the union.
to attract/retain
checkoff provision: A requirement that the employer, on behalf
Benchmarking-comparing own pay standards to competitors
Job Evaluation- procedure for measuring internal worth of jobs of the union, automatically deducts union dues from employees’
(responsibilities, working conditions, skills, and efforts); scores paycheques. closed shop: a person must be a union member
before being hired. union shop: employees to join the union
are awarded higher means harder
Pay policy line-: A graphed line showing the mathematical
within a certain amount of time after beginning employment.
relationship between job evaluation points and pay rate.
collective bargaining: Negotiation between union
Pay grades-set of similar worth or content jobs being grouped representatives and management representatives
together to establish rates of pay; same pay for the employees
Strike & Lockout, Mediation but has no formal authority to
within same grad
dictate a resolution. Conciliation: a recommended settlement,
-individual job rates will not precisely match market levels
Pay ranges-min, max, and midpoint pays employees holding which the parties may decline. Arbitration: arbitrator or
same job may have slightly diff pay; pay ranges are bigger for arbitration board determines a binding settlement. grievance
harder jobs Broadbanding-greater flexibility;groups pay
procedure: The process for resolving union–management
ranges;lateral career moves
conflicts over interpretation or violation of a collective
Competency based pay- based on skills learned by employees
agreement.
Compa-Ratio- ratio of average pay to midpoint of pay range =1
Chapter 10: Managing Human Resources Global:
Incentive pay- performance pay; one time
home country: The country in which an organization’s
● Performance measures linked to org goals
headquarters is located. host country: A country (other than the
● Employees believe they can reach performance
standards
home country) in which an organization operates a facility.
● Org gives resources to meet goals
Transnational HRM system- features decision making from a
● Employees value rewards
global perspective
● Reward system is viewed as fair
Global Influences- culture, education/skills, economy,
● Plan takes into account that employees may neglect government
any goals that aren't rewarded
Hofstede
Merit Pay- a system linking pay increases to PM ratings;
1)Individualism/Collectivism 2)Power distances
continuous
3)Uncertainty 4)Masculinity and Femininity 5)Long
Gainsharing- efficiency focused; measures increase in prod,
Term/Short Term 6)Indulgence and Restraint
and distributes portion of each gain to employees
Erin Myer Culture Map
Profit Sharing- payments are a percentage of the org profits and
● Communicating- low context v high
DN become a part of base salary; costs less when org is facing
● Evaluating- direct neg feedback or indirect
bad times
● Persuading-principle first v application first
Stock Options- right to purchase shares at specified price:
● Leading: egalitarian v hierarchical
ESOP
● Deciding- consensual v top down
Benefits required by Law -> CPP, Insurance, and
● Trusting- task based v relationship based
Compensation for injury (DN provide comp advantage)
● Disagreeing- confrontational v avoids confrontation
Defined Benefit Plans- defines the benefits to be paid according
● Schedule- linear v flexible
to a formula stipulated in the plan
Selecting expatriate -> ability to maintain positive self image,
Defined Contribution Plans- specifies the contributions made foster relationships with host country nationals, evaluate
by the employer as the employee
environment well