Koofers

Test 3 - Flashcards

Flashcard Deck Information

Class:MGT 307 - HUMAN RESOURCE MGT
Subject:MANAGEMENT
University:Clemson University
Term:Spring 2010
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Involuntary Turnover Turnover initiated by the employer (often with employees who would prefer to stay)
Voluntary Turnover Turnover initiated by employees (often when the organization would prefer to keep them)
At-Will Doctrine If a specific employment contract does not exist , the employer or employee may end the employment relationship at any time.
Procedural Justice A judgement that fair methods were used to determine the consequences an employee receives
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Interactional Justice A judgement that the organization carried out its actions in a way that took the employee's feelings into account
Measures for Protecting Employee's Privacy -Ensure information is relevant -Publicize information-gathering policies and consequences -Request consent before gathering information -Treat employees consistently -Conduct searches discreetly -Share information only with those who need it
WARN Act (Workers' Adjustment Retraining and Notification) Law requiring that organizations with more than 100 employees give 60 day's notice before any closing or layoff that will affect at least 50 full-time employees
Hot Stove Rule Principle of discipline that says discipline should be like a hot stove, giving a clear warning and following up with consistent, objective, immediate consequences
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Progressive Discipline A formal discipline process in which the consequences become more serious if the employee repeats the offense -Spoken Warning -Written Warning -2nd Warning plus threat of temporary suspension -Temporary Suspension plus threat of termination -Termination
Alternate Dispute Resolution (ADR) Methods of solving a problem by bringing in an impartial outsider but not using the court system Stage 1: Open-door policy Stage 2: Peer review Stage 3: Mediation Stage 4: Arbitration
Open-door Policy An organizations policy of making managers available to hear employees complants
Peer Review Process for resolving disputes by taking them to a panel composed of representatives from the organization at the same levels as the people in the dispute
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Mediation Non-binding process in which a neutral party from outside the organization hears the case and tires to help the people in the conflict arrive to a settlement
Arbitration Binding process in which a professional arbitrator from outside the organization hears the case and resolves it by making a decision
Employee Assistance Program Referral service that employees can use to seek professional treatment for emotional problems or substance abuse
Job Withdrawal Set of behaviors with which employees try to avoid the work situation physically, mentally, or emotionally
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Role Ambiguity Uncertainty about what the organization expects from the employee from the employee in terms of what to do or how to do it
Fair Labor Standards Act (FLSA) Establishes a minimum wage and requirements for overtime pay and child labor
Overtime Pay Employers must pay higher wages for overtime, defined as hours worked beyond 40 hours per week. 1.5 times the employee's usual hourly rate, including any bonuses and piece-rate payments Overtime pay is required, whether or not the employer specifically asked or expected the employee to work more than 40 hours
Exempt Employees Managers outside salespeople, and any other employees not covered by the FLSA requirement for overtime pay executive, professional, administrative, and highly compensated white-collar employees
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Nonexempt Employees Employees covered by the FLSA requirements for overtime pay
Cost of Living the cost of a household's typical expenses, such as hour payments, groceries, medical care, and gasoline
Benchmarking Procedure in which an organization compares its own practices again those or successful competitors
Key Jobs Jobs that have relatively stable content and are common among many organizations, so its possible to obtain survey data about what people earn in these jobs
Generated by Koofers.com
Consumer Pay Index (CPI) Measures of the trends in the nation's cost of living
Pay Policy Line Graphed line showing the mathematical relationships between job evaluation points and pay rate
Pay Grades Sets of jobs having similar worth or content, grouped together to establish rates of pay
Pay Range Set of possible pay rates defined by a maximum, minimum and midpoint of pay for employees holding a particular job or a job within a particular pay grade
Generated by Koofers.com
Pay Differential Adjustment to a pay rate to reflect differences in working conditions or labor markets
Compa-ratio Ratio of the average pay to the midpoint of the pay range used to compare actual pay to the pay structure to ensure policies and practices match
Piecework Rate Wage based on the amount workers produce
Straight Piecework Plan Incentive pay in which the employer pays the same rate per piece, not matter how much the worker produces
Generated by Koofers.com
Differential Piecework Rates (AKA Rising and Falling Differentials) Incentive pay in which the piece rate is higher when a greater amount is produced
Merit Pay system of linking pay increases to ratings on performance appraisals
Commissions incentive pay calculated as a percentage of sales
Gainsharing Group incentive program that measures improvements in productivity and effectiveness and distributes a portion of each gain to employees
Generated by Koofers.com
Ideal Gainsharing Conditions -Management commitment -Need for change -Management acceptance and encouragement of employee input -High levels of cooperation and interaction -Employment security -Information sharing on productivity and costs -Goal setting -Commitment of all involved parties to the process of change
Profit Sharing incentive pay in which payments are a percentage of the organizations profits and do not become part of the employee's base salary
Stock Ownership RIghts to buy a certain number of shares of stock at a specified price
Balanced Scorecard Combination of performance measures directed toward the company's long- and short-term goals and used as the basis for awarding incentive pay
Generated by Koofers.com

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 Involuntary TurnoverTurnover initiated by the employer (often with employees who would prefer to stay)
 Voluntary TurnoverTurnover initiated by employees (often when the organization would prefer to keep them)
 At-Will DoctrineIf a specific employment contract does not exist , the employer or employee may end the employment relationship at any time.
 Procedural JusticeA judgement that fair methods were used to determine the consequences an employee receives
 Interactional JusticeA judgement that the organization carried out its actions in a way that took the employee's feelings into account
 Measures for Protecting Employee's Privacy-Ensure information is relevant
-Publicize information-gathering policies and consequences
-Request consent before gathering information
-Treat employees consistently
-Conduct searches discreetly
-Share information only with those who need it
 WARN Act (Workers' Adjustment Retraining and Notification)Law requiring that organizations with more than 100 employees give 60 day's notice before any closing or layoff that will affect at least 50 full-time employees
 Hot Stove RulePrinciple of discipline that says discipline should be like a hot stove, giving a clear warning and following up with consistent, objective, immediate consequences
 Progressive DisciplineA formal discipline process in which the consequences become more serious if the employee repeats the offense

-Spoken Warning
-Written Warning
-2nd Warning plus threat of temporary suspension
-Temporary Suspension plus threat of termination
-Termination
 Alternate Dispute Resolution (ADR)Methods of solving a problem by bringing in an impartial outsider but not using the court system

Stage 1: Open-door policy
Stage 2: Peer review
Stage 3: Mediation
Stage 4: Arbitration
 Open-door PolicyAn organizations policy of making managers available to hear employees complants
 Peer ReviewProcess for resolving disputes by taking them to a panel composed of representatives from the organization at the same levels as the people in the dispute
 MediationNon-binding process in which a neutral party from outside the organization hears the case and tires to help the people in the conflict arrive to a settlement
 ArbitrationBinding process in which a professional arbitrator from outside the organization hears the case and resolves it by making a decision
 Employee Assistance ProgramReferral service that employees can use to seek professional treatment for emotional problems or substance abuse
 Job WithdrawalSet of behaviors with which employees try to avoid the work situation physically, mentally, or emotionally
 Role AmbiguityUncertainty about what the organization expects from the employee from the employee in terms of what to do or how to do it
 Fair Labor Standards Act (FLSA)Establishes a minimum wage and requirements for overtime pay and child labor
 Overtime PayEmployers must pay higher wages for overtime, defined as hours worked beyond 40 hours per week.

1.5 times the employee's usual hourly rate, including any bonuses and piece-rate payments

Overtime pay is required, whether or not the employer specifically asked or expected the employee to work more than 40 hours
 Exempt EmployeesManagers outside salespeople, and any other employees not covered by the FLSA requirement for overtime pay

executive, professional, administrative, and highly compensated white-collar employees
 Nonexempt EmployeesEmployees covered by the FLSA requirements for overtime pay
 Cost of Livingthe cost of a household's typical expenses, such as hour payments, groceries, medical care, and gasoline
 BenchmarkingProcedure in which an organization compares its own practices again those or successful competitors
 Key JobsJobs that have relatively stable content and are common among many organizations, so its possible to obtain survey data about what people earn in these jobs

 Consumer Pay Index (CPI)Measures of the trends in the nation's cost of living
 Pay Policy LineGraphed line showing the mathematical relationships between job evaluation points and pay rate
 Pay GradesSets of jobs having similar worth or content, grouped together to establish rates of pay
 Pay RangeSet of possible pay rates defined by a maximum, minimum and midpoint of pay for employees holding a particular job or a job within a particular pay grade
 Pay DifferentialAdjustment to a pay rate to reflect differences in working conditions or labor markets
 Compa-ratioRatio of the average pay to the midpoint of the pay range used to compare actual pay to the pay structure to ensure policies and practices match
 Piecework RateWage based on the amount workers produce
 Straight Piecework PlanIncentive pay in which the employer pays the same rate per piece, not matter how much the worker produces
 Differential Piecework Rates (AKA Rising and Falling Differentials)Incentive pay in which the piece rate is higher when a greater amount is produced
 Merit Paysystem of linking pay increases to ratings on performance appraisals
 Commissionsincentive pay calculated as a percentage of sales
 GainsharingGroup incentive program that measures improvements in productivity and effectiveness and distributes a portion of each gain to employees
 Ideal Gainsharing Conditions-Management commitment
-Need for change
-Management acceptance and encouragement of employee input
-High levels of cooperation and interaction
-Employment security
-Information sharing on productivity and costs
-Goal setting
-Commitment of all involved parties to the process of change
 Profit Sharingincentive pay in which payments are a percentage of the organizations profits and do not become part of the employee's base salary
 Stock OwnershipRIghts to buy a certain number of shares of stock at a specified price
 Balanced ScorecardCombination of performance measures directed toward the company's long- and short-term goals and used as the basis for awarding incentive pay
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