Chapter 9 compensation
Interchange fees |
Pay your bills through the wallet |
Compensation management |
- cash and non-cash rewards in exchange for their work. Direct: wages, variable pay: bonuses, commissions, stocks |
Total compensation/rewards |
ALL forms of pay. Direct financial payments (tangible returns), Indirect financial payments (benefits) |
Objectives of compensation |
Internal Equity - pay related to relative worth of jobs. External equity - paying workers relative to market |
Determining direct compensation |
Phase 1: compensation philosophy (lead, match, lag) Phase 2: job analysis (job description, job specification, performance standards), Phase 3: pricing jobs (job evaluation, market pricing, skill based), phase 4: matching employees to pay |
pricing jobs: job evaluation methods |
systematic procedures to determine the relative worth or value of jobs (internal equity) |
Skill Based pay |
depth (gaining greater expertise in existing skills), breadth (increases in the employees range of skills), self management (gaining higher level managment-type skills) |
Fredrick herzberg - motivation/hygiene |
motivator: meets intrinsic, higher level needs to be challenged and recognized. Hygiene: working conditions etc. enough to keep me from being dissatisfied |
motivation: expectancy theory |
expectancy (will my effort lead to high performance) x instrumentality (will performance lead to outcomes) x valence (do i find the outcomes desirable) |
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Chapter 10 employee benefits
Total rewards |
direct financial payments (pay), Indirect financial payments (benefits) |
role of benefits: society |
reduce social problems, assistance for independent wage earners, deduction, financial security against illness, disability, retirement |
role of benefits: employer |
EVP, reduce fatigue, support productivity, discourage labour unrest, satisfy employees, lower OT |
roles of benefits: employee |
less expense and more options, lower taxes, primary objective - get benefits |
categories of benefits |
government-mandated (legally required), voluntary: retirement, employee services, health |
Voluntary retirement benefits |
defined contribution plan - benefits depend on the amount employees contribute to the plan, group registered retirement savings plan (RRSP)- employees contribute directly from pay which is matched by the employer, deferred profit sharing plan (DPSP) - certain amount of company profits are credits to employees account |
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Chapter 11 employee relations
Employee relations is impacted by.. |
how human resource planning, placement, training and development, evaluation & compensation is handled |
impacted by… |
policies on workplace and sexual harassment conflict resolution procedures, and employee involvement programs |
five key dimensions of employee relations |
employee involvement, employee communication, employee counselling, employee discipline, employee rights |
Employee engagement - org justice |
distributive: how rewards/costs shared by group, procedural: fairness of processes to make decisions, interactional: degree to which people are treated with dignity, respect and emotional support, informational: is the information used for decision making being shared fairly |
preventative discipline |
action taken to encourage acceptable behaviour |
non culpable |
management is required to prove sub-par performance, provide feedback, and opportunities to correct behaviours |
culpable |
disobedience, dishonesty, insubordination, or misconduct. Insubordination is difficult to prove. Direct disregard to authority, refusal obey instructions, disrespect |
culpable: progressive discipline |
severity depends on the type of offence and the number of times offence has occurred |
constructive dismissal |
major change in the employment terms - significant change in job function, demotion, demand for an employees resignation, forced transfer |
the Wallace effect |
decision of the Supreme Court in Wallace v united grain growers |
wallce effect |
resulted in the awarding of extended periods of notice in a number of wrongful dismissal cases where the employer acted in a callous manner |
wallace effect |
in the Honda Canada v Keats decision, addressed bad faith damages and restricted use of punitive damages |
Employee assistance program (EAP) |
comprehensive company program intended to help employees to overcome personal and work related problems. Online communications are increasingly being used to supplement EAP structures |
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Chapter 12 health safety
Assumption of risk |
legal expression used by the courts, workers accepted customary risks, workers were to protect themselves from special hazards, scars were accepted as badges of honour |
health hazards |
physical agents (exposure to physical elements), biological agents (exposure to natural organisms), ergonomic related (caused by the work environment) |
careless worker |
early approach to safety in the workplace which assumed accidents were due to workers carelessness |
shared responsibility |
a newer approach to workplace safety that relies on the cooperation of the employer and employees |
principal of joint responsibility |
workers and employers must maintain a hazard free workplace |
employer responsibilities |
“due diligence” - taking every reasonable precaution |
federal and provincial safety regulations |
the right to know about hazards in the workplace, the right to participate in correcting hazards, the right to refuse dangerous work |
employee responsibilities |
take reasonable care, wear protective clothing, report breach of regulations |
employee rights |
know about workplace hazards, partipate in the OH&S process, refuse work if they have “reasonable cause” to belive it is dangerous |
hazardous products act |
protects consumers regulates sale of dangerous products |
workplace hazardous material info information system (WHMIS) |
requires that employers provide training to enable employees to understand and recognize hazards, now includes hazardous products act |
mental health |
causes the Canadian economy about $50 billion a year |
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