HROB 2100 Lecture Notes - Lecture 1: Sexual Coercion, Visible Minority, Fide
19 Nov 2018
School
Course
Professor
Chapters for test 1
Chapter 2: The changing Legal Emphasis
The basic legal framework in Canada states that the employer has the right to modify employee
work terms for legit business needs. It also states that the employee has the right to be protected
from harmful business practices, and it is the governments job to balance the needs of both
sides.
Jurisdiction: the official power to make legal decisions and judgements
• Federal laws consist to federally regulated employers such as crown corporations and
agencies, transportation, banking and communication.
• Provincial laws consist to all other employers which makes 90% of Canadian employees.
Tort Law: primarily a judge based law, with precedent set by one judge through the assessment
of a case.
Intentional vs. unintentional discrimination: intentional refers to direct hatred and different ot
unequal treatment, whereas unintentional discrimination refers to constructive discrimination,
embedded in policies with adverse impact on specific groups.
Bona fide occupational requirement or (BFOR) refers to a justifiable reason for discrimination,
which refers to discrimination based on business necessity and whether it is safe or not.
Ex. Vision standards for a bus driver
Harassment is the responsibility of the employer to protect all employees from harassment by
either clients or co-workers.
Sexual coercion vs annoyance: coercion refers to a sexual nature that results in some direct
consequence to the workers employment status. “sleeping to the top”, whereas annoyance refers
to a conduct that is hostile or offensive to the employee but has no effect on job status
• To avoid harassment employers should establish policies and communicate them to all
employees.
• And take an active role in maintaining a working environment that is harassment free
• Enforcement: the responsibility lies with the human’s rights commission in each
jurisdiction, in which a tribunal resolves conflict.
Employment equity act: applies to federally regulated employers only, and its promotes
equality and removes employment barriers for 4 specific groups: women, visible minorities,
persons with disabilities and aboriginals
Employment Standards act: establishes terms for basic things such as wages, overtime pay,
paid holidays, maternity leave, compassionate care leave and termination notice. A
***employers have the right to prevent liability to the company***
***employees have the tight to control information about themselves***
Myers Brigs Type Indicator: a personality test that determines how people act or feel in a
situation
• Extroverted (E) Introverted (I)
• Sensing (S) Intuitive (N)
• Thinking (T) Feeling(F)
• Perceiving (P) Judging(J)
The big five model consists of: Extraversion, agreeableness, conscientiousness, emotional
stability, openness to experience
Global Implication: differences in the four areas from the chapter.
1. Perception: studies suggest that perceptual differences affect what we focus on and what
we remember
2. Attribution: there are differences across cultures in the attributions we make
3. Personality: the big five model applies to almost all cross cultural studies
4. Emotions: some cultures value and experience certain more emotions than others.
Chapter 3: Values, attitudes and diversity in the workplace
Values: concepts or beliefs that guide how we make decision about evaluations of behaviors and
events.
1. Milton Rokeach’s Value Survey:
o Terminal Values: goals that individuals would like to achieve in their lifetime
o Instrumental values: are peoples’ preferable ways of behaving
2. Kent Hodgson’s general Moral Principles:
o Ethics: the moral values that guide our behavior and inform us whether our
actions are right or wrong.
o Ethical values are related to moral judgements
Hofsted’s framework for assessing culture
• Power distance
• Individualism vs collectivism
• Masculinity vs. femininity
• Uncertainty avoidance
• Long term vs. short term avoidance
Global Leadership and Organizational Behavior Effectiveness: is a research program identified
in nine dimensions on which cultures differ
¶ These dimensions resemble hofsted’s but they have added things like humane orientation
and performance orientation.
Attitudes: positive or negative feelings concerning objects, people, or events. They reflect how
we feel about something
• Cognitive component: the opinion or belief segment of an attitude
• Affective component: the emotional or feeling segment of an attitude
• Behavioural component: an intention to behave in a certain way toward someone or
something
Job satisfaction: an individual’s positive feeling about a job resulting from an evaluation of
its characteristics.
• A strong correspondence between how well people enjoy the social context of their
workplace and how well they are satisfied overall causes job satisfaction.
(interdependence, feedback, social support, and interaction with workers outside
workplace also contribute to it)
• Job satisfaction affects: individual productivity, customer satisfaction, etc…
• Affects both individual and organizational productivity
• OCB are discretionary behavior that is not part of an employee’s formal job. And it is
based on fairness
• Satisfied employees increase customer satisfaction and loyalty
• Absenteeism and satisfaction: you can find work satisfying and still want to enjoy a 3
day weekend
• Turnover and satisfaction: high humane capital investment and their embeddedness in
their jobs.
Organizational commitment: a state in which an employee identifies with the organizations and
its goals and stays loyal to them
• Affective commitment: emotional attachment to on organization and a belief in its values
• Normative commitment: the obligation someone feels to staying with an organization for
moral or ethical reasons
• Continuance commitment: and individual perceived economic value of remaining with an
organization.
Chapter 4: Organizational Culture
Organizational Culture: refers to a system of shared meanings held by members that
distinguishes the organization from other organizations.
There are 7 primary characteristics that describe an organizations culture;
1. Innovation and risk taking: the degree to which employees are encouraged to be
innovative.
2. Attention to detail: the degree to which employees are are expected to work with
detail.
3. Outcome orientation: management focusing on results, or outcomes, rather than
technique and process.
4. People orientation: managements decisions take into consideration the effect of
outcomes on people in the organization
5. Team orientation: the degree to which work activities are organized around teams
rather than individuals
6. Aggressiveness: the degree in which people are aggressive and competitive rather
than easy going
7. Stability: maintaining status quo in contrast to growth
Levels of culture: gave the metaphor that beliefs values and assumptions were on a glacier below
the surface and artifacts were above the surface. Artifacts relate to the aspects of an organization
that you see and hear.
Document Summary
The basic legal framework in canada states that the employer has the right to modify employee work terms for legit business needs. It also states that the employee has the right to be protected from harmful business practices, and it is the governments job to balance the needs of both sides. Tort law: primarily a judge based law, with precedent set by one judge through the assessment of a case. Intentional vs. unintentional discrimination: intentional refers to direct hatred and different ot unequal treatment, whereas unintentional discrimination refers to constructive discrimination, embedded in policies with adverse impact on specific groups. Bona fide occupational requirement or (bfor) refers to a justifiable reason for discrimination, which refers to discrimination based on business necessity and whether it is safe or not. Harassment is the responsibility of the employer to protect all employees from harassment by either clients or co-workers.
