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compensation received in the form of salary, wages, commissions, stock options or bonuses
indirect financial compensation
rewards and incentives given to employees that aren’t financial in nature
reflects the size and scope of an employee’s responsibilities
give to employees upon termination of their employment
pays employees a set amount regardless of performance
bases some or all of an employee’s compensation on employee, team, or organizational
the array of pay rates for different work or skills within a single organization
the relative emphasis give to different compensation components
organization with a compensation policy of giving employees greater rewards than competitors
an organization that pays its front-line employees as little as possible
differences in wage between various workers, groups of workers, or workers within a career field
a systematic process that uses expert judgement to assess differences in value between jobs
subjectively compares jobs to each other based on their overall worth to the organization
subjectively classifies jobs into an exiting hierarchy of grades and categories
uses a set of compensable factors to determine a job’s value. skill, resp, effort, working cond.
any characteristic used to provide a basis for judging a job’s value
skills, responsibilities, effort, working conditions
Four categories of compensable factors
Hay Group Guide Chart – Profile Method
Know-how, problem solving, accountability, working conditions
Hay Group Method based on four main factors
Position Analysis Questionnaire
the generation of salary structures and pay levels for each job based on the job evaluation data
single rate system, pay grades and broadbanding
Three most common job pricing systems
the range of possible pay for a group of jobs
using very wide pay grades to increase pay flexibility
when employees perceive their pay to be fair relative to the pay of other jobs in the organization
starting salaries for new hires exceed the salaries paid to experienced employees
lucrative benefits given to executives in the event the company is taken over
pay increases to account for a higher cost of living in one country versus another
payments to subsidize or cover housing and related costs
increased salary for living in an area with a lower quality of life, less safety, etc.
larger and/or more frequent raises to maintain employee’s purchasing power in the face of inflation
Fair Labor Standards Act of 1938
predetermined compensation (salary and benefits)
Top four reasons organizations give for tying pay to performance ar
Before designing an incentive pay plan to motivate performance, it is important to consider the
Most common way employers fund variable pay programs
differentiating rewards based on performance rather than giving all employees the same reward
the distribution of organizational profits to all employees
the point at which employees can sell or transfer the stock option
rewards employees based on some specific measure of their performance
awards given immediately when a desired behavior is seen
motivation that comes from outside the individual, including performance bonuses
derived from an interest in or enjoyment from doing a task
ability to perform simple tasks without direction
ability to apply more advanced principles on the job
ability to analyze problems associated with the job
skill-based pay for professional jobs
employees gain proficiency in two or more trades
40 hour work week in less than five days
two or more people split a single job
scheduling option that lets employees decide when to work within parameters
allows employees to work from home and link to the company’s offices via computer.
a program in which the firm shares the value of productivity gains with employees
employee stock ownership plans
tax-exempt, employer-established employee trusts that hold company stock for employees
an employee receives an undeserved reward
an employee who deserves a reward doesn’t receive one
nonwage compensation or rewards given to employees (indirect compensation)
Social Security, Unemployment Insurance, Workers’ Compensation, Family Medical Leave Act, COBRA
provides temporary income during periods of involuntary unemployment
workers’ compensation insurance
Family and Medical Leave Act of 1993
Consolidated Omnibus Budget Reconciliation Act
commonly provided benefits that are viewed as an entitlement by employees
insurance, retirement plans
pays a beneficiary or beneficiaries a sum of money after the death of an insured individual
health care coverage for employees and their dependents
an employee physically comes to work but does not function at his or her full potential
defined benefit retirement plans
promise participants a monthly benefit at retirement
Employee Retirement Income Security Act of 1974
a federal law that protects employees’ retirement benefits from mismanagemen
an employer-sponsored benefit that allows you to pay for eligible medical expenses on a pretax basis
the shared safety attitudes, beliefs and practices that shape employees’ safety behavior
designing the work environment to reduce the physical and psychological demands placed on employees
skeletal and muscle injuries that occu when the same muscles are used to preform tasks repetitively
Occupational Safety and Health Administration
rules describing the methods employers must legally follow to protect their workers from hazards
Order of Priority for OSHA Inspections
rewards for engaging in healthy behavior or participating in wellness programs
an overload of stress resulting from a situation of under- or over-arousal continuing for too long
problem-focused coping strategies
deal directly with the cause of stress
emotion-focused coping strategies
focus on the emotions brought on by the stressor
– Human resources
– Physical resources
– Business continuity
unions composed primarily of semi-skilled employees in manufacturing industries
unions composed primarily of skilled employees in a single trade
union of professional employees
National Labor Relations Act of 1935 (Wagner Act)
act that governs employment relations for airlines and railroads
National Labor Relations Act of 1947 (Taft-Hartley Act)
amended the Wagner Act to clarify what are considered unfair labor practices by unions and employees
all workers in a unionized workplace are forced to join the union and pay dues
shop that does not discriminate based on union membership in employing or keeping workers.
Labor Management Reporting and Disclosure Act of 1959 (Landrum-Griffin Act)
employees sign a card of support if they are in favor of unionization.
an election to determine if a majority of employees want to no longer be represented by a union
taking a strong position on an issue
going through the motions of negotiations with no intent of reaching an agreement
collective bargaining agreement
______ subjects may be negotiated but don not have to be.
_______ subjects are those required by The National Labor Relations Board.
_______ subjects may not be negotiated.
Management rights cover three areas:
a win-win negotiation in which the agreement involves no loss to either party
Four fundamental principles of integrative negotiation:
using a neutral third party to attempt to resolve the dispute through facilitation
resolves disputes over the terms of a collective bargaining agreement currently being negotiated
union members refuse to work, halting production or services
strike protesting illegal employer activities
strike over disputes regarding wages or benefits
strikes intended to force employers to recognize unions
union members refuse to use or buy the firm’s products to exert economic pressure on management
conflict that focuses on emotions and differences between both parties
collaborating, accommodating, competing, compromising, avoiding
Five conflict management strategies
neglecting one’s own concerns to satisfy the concerns of the other person
pursuing one’s own concerns at the the other person’s expense
labor relations strategic plan
compliance strategy, collaboration strategy, avoidance strategy
Three primary labor relations strategies
pay tied to inflation indicators rather than merit
council of elected workers that participate in shared workplace governance
worker representation on the company’s board of directors
organizational citizenship behaviors
discretionary behaviors that benefit the organization but that are not formally rewarded or required
when employees are committed to, involved with, enthusiastic and passionate about their work
feeling obliged to stay with an organization for moral or ethical reasons
the separation is due to the employee’s choice
the separation is due to the organization asking the employee to leave
the departure of poor performers
the departure of effective performers the company would have like to retain
turnover that the employer could have prevented
turnover that the employer could not have prevented
the turnover level producing the highest long-term levels of productivity and business improvement
factors that make it harder to leave an organization
written policies that guide the succession management process
identifying specific back-up candidates for specific senior management positions
tracks employees’ competencies and work experiences in a searchable database
policies that specify the rules by which people move between jobs within an organization
someone actively looking for information about job opportunities
someone at least somewhat interested in finding a new job but inconsistently looks for one
someone not actively looking for a new job but who could be tempted by the right opportunity
locates talent currently working for the company that would be a good fit with another position
targets people outside the organization
the ongoing process of preparing employees to assume other positions in the organization
manual or computerized records of employee’s relevant characteristics, experiences and competencies
communicate information about internal job openings to employees
the area of an organization’s website devoted to jobs and careers with the company
a place where multiple employers and recruits meet to discuss employment opportunities
opening a location in another country or outsourcing work to an existing company abroad
an internet site that helps job seekers and employers find one another
searchable database of prescreened resumes
an independent company that specializes in the recruitment of particular types of talent
the positive or negative unintended consequences of recruiting activities
software that helps manage the recruiting process
efficiency oriented recruiting metrics
track how efficiently a firm is hiring
people’s general impression of an organization based on both feelings and facts
an organization’s reputation as an employer
symbolic picture of all the information connected to a company or a product including its image
summary of what an employer offers to employees
match between an individual and his or her workgroup and supervisor
assess visual, auditory and speech perception
assess strength, physical dexterity and coordination
Extraversion, conscientiousness, emotional stability, agreeableness, openness to experience
The Big Five Personality factors are:
measure the knowledge (often tehnical) required by a job
uses consistent, job-related questions with predetermined scoring keys. behavioral or situational.
uses information about what the applicant has done in the past to predict future behavior
asks how the candidate might react to hypothetical situations
evaluate the performance of actual or simulated work tasks
high scores on some assessments can compensate for low scores on other assessments
the perceived fairness of the outcomes received
the perceived fairness of the policies and procedures used to determine the outcome
a written or verbal employment contract
an understanding that is not part of a written or verbal contract
a clear expression of the accepting party’s agreement to the terms of the offer
focuses on developing competencies that an employee or workgroup is expected to need in the future
Five Steps to Effective Training
Organizational analysis, task analysis and person analysis
Three levels of needs assessments
identifies where in the organization development or improvement opportunities exist
created to identify desired learning outcomes.
types: cognitive, affective, and psychomotor
Cognitive, Affective, Pschomotor
Three types of learning objectives
Learning objectives that increase some type of knowledge
learning objectives that change an attitude, relationship or appreciation
learning objectives that build a physical skill
R – U – A – A- E – C
– Remembering
– Understanding
– Applying
– Analyzing
– Evaluating
– Creating
Taxonomy of Cognitive Learning Objectives
R – R – V – O – C
– Receiving
– Responding
– Valuing
– Organization
– Characterization by value
Taxonomy of Affective Learning Objectives
O – I – P – A – O
– Observing
– Imitating
– Practicing
– Adapting
– Originating
Taxonomy of Psychomotor Learning Objectives
aptitude-treatment interactino
how people differ in how we process information when problem solving or learning
visual, auditory, tactile, kinesthetic
Four different sensory modalities
sensory modality: learning by seeing
sensory modality: learning by hearing
sensory modality: learning by touching
sensory modality: learning by doing
participant reactions, learning assessments, training transfer back to job
Kirkpatrick’s training evaluation model
Reaction, Learning, Behavior, Results
Kirkpatrick’s four levels of training and learning evaluation
[(Training Benefits – Training cost)/Training Cost] x 100
effectively using what is learned in training back on the job
skills performed similarly or exactly like they are taught in training
sets of principles that can be applied in many different ways
anything that makes a behavior more likely to happen again
positive reinforcement, negative reinforcement, punishment, extincition
reinforcer: using rewards to increase the likelihood that a behavior will be repeated
reinforcer: creating negative outcomes to decrease the likelihood of a behavior
training activities to help new hires fit in as organizational members
Anticipatory, Encounter, Settling In
newcomers go through a common set of experiences as a group
newcomers are socialized individually as in an apprenticeship
unstructured, on-the-job socialization done by coworkers
the degree to which socialization follows a specific sequence of steps
new hires are informed in advance when their probationary status will end
each socialization stage is a contest in which one builds a performance record
accessible and supportive organizational members serve as role models and mentors
tries to deny and strip away certain personal characteristics
the ability to learn from experiences and to apply that knowledge to new and different situations
processes enabling an individual to guide his/her goal-directed activities over time
– Organization as a whole
– Organization subunits
– Work teams or groups
– Work Processes
– Projects
Performance managers focus on these five things:
Three Main Benefits of Performance Management
L-I-C-C-M-A-G-IO-R
– Link goals to org mission & strategy
– Identify subgoals for each unit/department/group/individual
– Communication goals & expectations
– Create work processes and assign resources
– Measure progress
– Assess individual, group, unit performance
– Give feedback
– Identify & Overcome obstacles
– Reward Goal Achievement
Nine steps of the performance management process
Specific, Measurable, Achievable, Relevant, Time-Bound
specifies the level of results considered acceptable
the amount and type of work contact an evaluator has with the person being assessed
the target employee is reviewed by one or more subordinates
critical incident appraisal method
Behaviorally anchored rating scales
use a set of behavioral statements relating to qualities important for performance
measure the frequency of desired behaviors
the assessor uses a checklist of pre-scaled descriptions of behavior to evaluate the employee
comparing an employee’s performance to output targets that reflect different levels of performance
the rater evaluates the target employee against mutually set goals
compares employees to each other in some way.
forced ranking, paired comparison, forced distribution.
employees are ranked in order of best to worst performance
every employee in a work group is compared to the other group members
the rater distributes performance ratings into a pre-specified performance distribution
continuous performance appraisal
Not communicating a performance plan, a lack of accountability and human biases and errors
Three most common obstacles to effective performance management
over-or under-rating someone base on a comparison with someone else
initial judgements influence later assessments
allowing recent events and performance to have a disproportionately large influence on the rating
confusing potential with performance
letting one positive factor influence assessments of other areas of behavior or performance
letting one negative factor influence assessments of other areas of behavior or performance
giving high ratings to someone because she or he is perceived as being similar to the rater
all employees are given high ratings regardless of performance
rating all employees in the middle of the scale regardless of performance
ignoring factors beyond the employee’s control that influence his/her performance
doing something differently from the competition that leads to outperformance and success
the sum of all of the rewards employees receive in exchange for their time, efforts and performance
compensation received in the form of salary, wages, commissions, stock options or bonuses
indirect financial compensation
Strategic risk, Operational risk, Financial risk and Compliance risk
Managing human resources strategically helps organizations manage four types of risk:
defines how a firm will compete in its marketplace
a system of beliefs about how an organization’s employees should be treated
links the entire human resource function with the firm’s business strategy
superior value for their money
To have a competitive advantage, a company must ultimately be able to give customers ____________.
print of online materials that document the organization’s HRM policies and procedures
centralizes routine, transaction-based HRM activities
hiring an external vendor to do work rathe than doing it internally
professional employer organization
a company that leases employees to companies that need them
entrepreneurial (creative), bureaucratic (formal), consensual (loyalty), competitive (advantage)
four types of organizational culture
high performance work systems (HPWS)
high involvement or high commitment organizations
utilitarian, rights, fairness, common good, virtue
five types of ethical standards
the ethical action best balances good over harm
the ethical action treats all people equally, or at least fairly, based on some defensible standard
the ethical action shows respect and compassion for all others, especially the most vulnerable
omission, remission, commission
three types of systematic errors that orgs make that undermine ethics efforts
pressure to make unethical choices
a failure to follow sound, established operational and ethical practices
a decision making guide that describes the highest values to which an organization aspires
six elements of a complete ethics program
corporate social responsibility
businesses showing concern for common good and valuing human dignity
when employment decisions and actions are not job related, objective or merit-based
violations of federal, state or local employment laws
everyone feels respected and listened to, and everyone contributes to his or her fullest potential
a civil wrong in which an employer violates a duty owed to its customers or employees
national labor relations act of 1935
prohibits retaliation against employees seeking to unionize
fair labor standards act of 1938
establishes both a national minimum wage and overtime rules
prohibits wage discrimination on the basis of sex. EEOC
title VII of the Civil Rights Act of 1964
prohibits employment discrimination based on race, color, religion, sex, or national origin. EEOC
age discrimination in employment act of 1967
protects people age 40 and older. EEOC
prohibits discrimination against qualified individuals with a disability. EEOC
vietnam era veterans readjustment assistance act of 1974
prohibits discrimination against and requires affirmative action for disabled veterans
pregnancy discrimination act of 1978
immigration reform and control act of 1986
employers with at least 4 employees must verify the employment eligibility of everyone hired
worker adjustment and retraining notification act of 1988
americans with disabilities act of 1990
prohibits discrimination of a qualified individual with or perceieved as having a disability. EEOC
family and medical leave act of 1993
uniformed services employment and reemployment rights act of 1994
genetic information nondiscrimination act of 2008
bona fide occupational qualification
characteristic that is essential to the successful performance of a relevant job function
proactive efforts to eliminate discrimination and its past effects
groups underrepresented in employment
employment preference given to a member of a protected group
hostile environment harassment
intentional discrimination based on a person’s protected characteristic
an employment practice has a disproportionate effect on a protected group regardless of its intent
misrepresenting the job or organization to a recruit
comparing labor supply and demand forecasts to identify future talent needs
a strategy for proactively addressing an expected talent shortage or surplus
Four principles of Scientific Management – Taylor
– Use methods based on scientifcally studying the tasks using time an motion studies.
– Select, train and develop each worker rather than leaving them to passively train themselves
– Provide detailed instructions and supervision to workers to ensure that they are following the developed methods.
– Divide work equally between workers and managers.
the degree to which the job requires the worker to complete a whole and identifiable piece of work
the degree to which job performance is important and affect the lives and work of others
workers are moved through a variety of jobs to increase their interest and motivation
training employees in more than one job or in multiple skills to enable them to do different jobs
Job enlargement is _________ job expansion.
Job enrichment is _________ job expansion.
written descriptions of the duties and responsibilities of the job itself
an observable unit of work with a beginning and an end
identify in specific behavioral terms the regular duties and responsibilities of a position
summarizes the characteristics of someone able to perform the job
job holder characteristics that are vital to job performance
Knowledge, Skills, Abilities, Other Characterstics
KSAO.
job related worker characteristics
organized factual or procedural information that can be applied to perform a task
a stable and enduring capability to perform a variety of tasks (verbal or mechanical ability)
Structured Interview Technique
identifies the worker competencies characteristic to high performance
broad worker characteristics that underlie successful job performance
job analysis technique that identifies the intrinsic and extrinsic rewards of a job
non-monetary reward derived from the work itself
the combined intrinsic and extrinsic rewards of a job
diagram illustrating the chain of command and reporting relationships in a company
the degree to which organizational rules, procedures and communications are documented
concentrate power and decision making authority at higher levels of the organization
the degree to which employees specialize
number of people who report directly to him or her.
the degree to which some employees have formal authority over others
process for making decisions about an organization’s long-term goals and how they are to be achieved
the organization’s basic purpose and the scope of its operations
the enduring beliefs and principles that guide an organization’s decisions and goals
how an organization will compete in a particular market
5 sources for evaluating general economic trends to forecast labor demand:
Trend analysis, ratio analysis, judgmental forecasting
3 Techniques used to forecast labor demand
using past employment patterns to predict a firm’s future labor needs
relies on managers’ expertise to predict a firm’s future employment needs
top-down judgmental forecasting
bottom-up judgmental forecasting
starts with lower-level managers’ estimates of the firm’s future talent needs.
how work is organized to meet the organization’s goals
business process reengineering
Which ethical standard: Southwest Airlines cuts all employees’ pay rather than laying anyone off
closed shop
agency shop
open shop
industrial, trade, and employee associations
unfair labor practices
economic
recognition
jurisdictional
5 components to drug free workplace
1. written policy
2. supervisor training
3. employee education
4. EAP
5. drug testing
compliance
collaboration
avoidance
defined contribution retirement plans
ie 401(k), 403(b)
profit sharing, emp stock ownership
lack of career dev
poor work climate
lack of challenging work
direction of org
lack of recognition
ID qual indv & labor markets to recruit from
uniform guidelines on emp selection. selecting procs advises employee in legal compliance
Kaplan & Norton balanced scorecard
objectives
measures
targets
initiatives
salary, sign-on bonus, relocation exp, benefits, job specific elements
accuracy, fit, ethics, legal compliance
use past relationships to forecast how many emp needed for diff levels of bus activity
monitor own experience
bureau of labor stats
hackman & oldman 5 chars on which jobs differ
skill variety
task identity
task significance
autonomy
task feedback
prejudice, stereotyping, perception of possibilities, ignorance
HRM influences performance thru
what emp should do
what emp can do
what emp will do
perf mgmt
staffing
health & safety
training & development
reward & benefits
emp mgmt relations
established requirements for non-discriminatory practices in hiring and employment on the part of U.S. government contractors. It “prohibits federal contractors and federally assisted construction contractors and subcontractors, who do over $10,000 in Government business in one year from discriminating in employment decisions on the basis of race, color, religion, sex, or national origin.”
work life balance, domestic partner benefits
Direct financial compensation
compensation received in the form of salary, wages, commissions, stock options or bonuses
indirect financial compensation
all the tangible and financially valued rewards that are not included in direct compensation including free meals, vacation time and health insurance
nonfinancial compensation
rewards and incentives given to employees that aren’t financial in nature
base pay
reflects the size and scope of an employee’s responsibilities
severance pay
give to employees upon termination of their employment
fixed pay
pays employees a set amount regardless of performance
variable pay
bases some or all of an employee’s compensation on employee, team, or organizational
pay structure
the array of pay rates for different work or skills within a single organization
pay mix
the relative emphasis give to different compensation components
pay leader
organization with a compensation policy of giving employees greater rewards than competitors
pay follower
an organization that pays its front-line employees as little as possible
resource dependence theory
proposition that organizational decisions are influenced by both internal and external agents who control critical resources
wage differentials
differences in wage between various workers, groups of workers, or workers within a career field
labor market
all of the potential employees located within a geographic area from which the organization might be able to hire
cost of living allowances
clauses in union contacts that automatically increase wages base on the U.S. Bureau of Labor Statistics’ cost of living index
market pricing
uses external sources of information about how others are compensating a certain position to assign value to a company’s similar job
Compensation surveys
surveys of other organizations conducted to learn what they are paying for specific jobs or job classes
benchmark jobs
jobs that tend to exist across departments and across diverse organizations allowing them to be used as a basis for compensation comparisons
job evaluation
a systematic process that uses expert judgement to assess differences in value between jobs
ranking methos
subjectively compares jobs to each other based on their overall worth to the organization
job classification method
subjectively classifies jobs into an exiting hierarchy of grades and categories
point factor method
uses a set of compensable factors to determine a job’s value. skill, resp, effort, working cond.
compensable factor
any characteristic used to provide a basis for judging a job’s value
skills, responsibilities, effort, working conditions
Four categories of compensable factors
Hay Group Guide Chart – Profile Method
a point-factor system is used to produce both a profile and a point score for each position.
know how
problem solving
accountability
working conditions
Know-how, problem solving, accountability, working conditions
Hay Group Method based on four main factors
Position Analysis Questionnaire
a structured job evaluation questionnaire that is statistically analyzed to calculate pay rates based on how the labor market is valuing worker characteristics. a copyrighted, standardized, structured job analysis questionnaire. 6 sections covering 187 job elements.
job pricing
the generation of salary structures and pay levels for each job based on the job evaluation data
single rate system, pay grades and broadbanding
Three most common job pricing systems
pay grade (pay scale)
the range of possible pay for a group of jobs
broadbanding
using very wide pay grades to increase pay flexibility
internal equity
when employees perceive their pay to be fair relative to the pay of other jobs in the organization
employee equity
the perceived fairness of the relative pay between employees performing similar jobs for the same organization
external equity
when an organization’s employees believe that their pay is fair when compared to what other employers pay their employees who perform similar jobs
comparable worth
if two jobs have equal difficulty requirements, the pay should be the same, regardless of who fills them
wage rate compression
starting salaries for new hires exceed the salaries paid to experienced employees
golden parachute
lucrative benefits given to executives in the event the company is taken over
Cost-of-living adjustments
pay increases to account for a higher cost of living in one country versus another
Housing allowance
payments to subsidize or cover housing and related costs
hardship premiums
increased salary for living in an area with a lower quality of life, less safety, etc.
tax equalization payments
increased salary to make up for higher taxes that reduce take-home pay and decrease employee’s purchasing power
inflation adjustments
larger and/or more frequent raises to maintain employee’s purchasing power in the face of inflation
Fair Labor Standards Act of 1938
a federal law that sets standards for minimum wages, overtime pay, and equal pay for men and women performing the same jobs
exempt employees
employees who meet one of the FLSA exemption tests, are paid on a fixed salary basis and are not entitled to overtime pay
non-exempt employees
employees who do not meet any of one of the FLSA exemption tests and are paid on an hourly basis and covered by wage and hour laws regarding minimum wage, overtime pay and hours worked
workers’ compensation
a type of insurance that replaces wages and medical benefits for employees injured on the job in exchange for relinquishing the employee’s right to sue the employer for negligence
fixed rewards
predetermined compensation (salary and benefits)
variable rewards (incentives)
“at risk” rewards which are linked to factors determined as valuable, including performance, skills, competence and contribution
- Recognize and reward high performers
- Increase the likelihood of achieving corporate goals
- Improve productivity
- Move away from an entitlement culture
Top four reasons organizations give for tying pay to performance ar - Preference of individual employees
- Size of the rewards for high performance
- Method of motivating individual job performance
- Objectivity of the evaluation process that determines the rewards
Before designing an incentive pay plan to motivate performance, it is important to consider the - Company performance
- Reduced merit increases
- Reductions in head count
- Reduced benefits
- Pay freezes
Most common way employers fund variable pay programs
reward differnentiation
differentiating rewards based on performance rather than giving all employees the same reward
short-term incentives
one-time variable rewards used to motivate short-term employee behavior and performance (typically one year or less). ie bonus or profit sharing. to motivate attendance, cust serv, safety, production quality and quantity
profit sharing
the distribution of organizational profits to all employees
stock options
the right of an employee to buy shares of the company’s stock at a certain price (the exercise price) during some future period of time
long-term incentives
incentives that motivate behaviors and performance that support company value and long-term organizational health. ie stock options
vesting
the point at which employees can sell or transfer the stock option
pay for performance programs
rewards employees based on some specific measure of their performance
variable pay plans
pay for performance plans that put a small amount of base pay at risk, in exchange for the opportunity to earn additional pay if performance meets or exceeds a standard
spot awards
awards given immediately when a desired behavior is seen
extrinsic motivation
motivation that comes from outside the individual, including performance bonuses
intrinsic motivation
derived from an interest in or enjoyment from doing a task
skill-based pay
rewards for employees based on the range and depth of their knowledge and skills. effort and coop w/supervisor
limited ability, partial proficiency, full competence
limited ability
ability to perform simple tasks without direction
partial proficiency
ability to apply more advanced principles on the job
full competence
ability to analyze problems associated with the job
competency-based pay
skill-based pay for professional jobs
multi-crafting
employees gain proficiency in two or more trades
recognition awards
rewards for specific achievements like tenure with the organization, helping a coworker or attendence
compressed workweek
40 hour work week in less than five days
job sharing
two or more people split a single job
flextime
scheduling option that lets employees decide when to work within parameters
telecommuting
allows employees to work from home and link to the company’s offices via computer.
gainsharing
a program in which the firm shares the value of productivity gains with employees
scanlon plans
gainsharing programs based on implementing employee suggestions for lowering the cost per unit produced
improshare
a gainsharing plan based on a mathematical formula that compares a performance baseline with actual productivity during a given period with the goal of reducing production time
employee stock ownership plans
tax-exempt, employer-established employee trusts that hold company stock for employees
errors of commission
an employee receives an undeserved reward
errors of omission
an employee who deserves a reward doesn’t receive one
employee benefits
nonwage compensation or rewards given to employees (indirect compensation)
Social Security, Unemployment Insurance, Workers’ Compensation, Family Medical Leave Act, COBRA
5 Mandatory Benefits
Social Security
provides retirement income to qualified workers and their spouses after working a certain number of hours
unemployment insurance
provides temporary income during periods of involuntary unemployment
workers’ compensation insurance
pays for medical costs and sometimes time off if an employee suffers a job-related sickness or accident, and survivor benefits in the case of an employee’s death in exchange for relinquishing the employee’s right to sue the employer for negligence
Family and Medical Leave Act of 1993
requires most employers to provide employees up to 12 weeks of unpaid leave to care for family members
Consolidated Omnibus Budget Reconciliation Act
provides a continuation of group health coverage for employees and qualified beneficiaries that might otherwise be terminated when an employee experiences a qualifying event
Customary benefits
commonly provided benefits that are viewed as an entitlement by employees
insurance, retirement plans
Life Insurance
pays a beneficiary or beneficiaries a sum of money after the death of an insured individual
Disability insurance
supplements workers’ compensation insurance to provide continued income in the event of an employee becoming disabled
health insurance
health care coverage for employees and their dependents
presenteeism
an employee physically comes to work but does not function at his or her full potential
defined benefit retirement plans
promise participants a monthly benefit at retirement
Employee Retirement Income Security Act of 1974
a federal law that protects employees’ retirement benefits from mismanagemen
domestic partners
two people who are not married, but are in a same-sex or opposite-sex arrangement similar to marriage
flexible spending account
an employer-sponsored benefit that allows you to pay for eligible medical expenses on a pretax basis
total compensation statement
communicating total compensation in detail through a written summary of employee direct and indirect compensation
flexible benefits plans
give employees a set amount of credits or dollars to allocate among different benefits options provided by the employer
safety culture
the shared safety attitudes, beliefs and practices that shape employees’ safety behavior
ergonomics
designing the work environment to reduce the physical and psychological demands placed on employees
cumulative trauma disorders
skeletal and muscle injuries that occu when the same muscles are used to preform tasks repetitively
Occupational Safety and Health Administration
created by the Occupational Safety and health Act to set and enforce protective workplace safety and health standards
OSHA standards
rules describing the methods employers must legally follow to protect their workers from hazards
-Imminent danger situations
-Fatalities & Catastrophes
- Complaints
- Referrals of hazard information from others
-Follow-ups
-Planned or programmed investigations
Order of Priority for OSHA Inspections
Employee Wellness Programs
any initiative designed to increase company performance or employee performance or morale through improved employee health
wellness incentives
rewards for engaging in healthy behavior or participating in wellness programs
functional stress
manageable levels of stress that generate positive emotions including satisfaction, excitement and enjoyment
dysfunctional stress
an overload of stress resulting from a situation of under- or over-arousal continuing for too long
problem-focused coping strategies
deal directly with the cause of stress
emotion-focused coping strategies
focus on the emotions brought on by the stressor
workplace bullying
a repeated mistreatment of another employee through verbal abuse; conduct that is threatening, humiliating or intimidating; or sabotage that interferes with the other person’s work
workplace violence
any act of threat of physical violence, harassment, intimidation or other threatening disruptive behavior that occurs at the workplace
- Human resources
- Physical resources
- Business continuity
Disaster plans should cover:
labor union
a group of at least two employees who band together as a single entity to address pay, hours, and working conditions with their employer
collective bargaining
when the employer and union negotiate in good faith on wages, benefits, work hours and other employment terms and conditions
Industrial Unions
unions composed primarily of semi-skilled employees in manufacturing industries
Trade Unions
unions composed primarily of skilled employees in a single trade
Employee associations
union of professional employees
National Labor Relations Act of 1935 (Wagner Act)
guarantees the right of nonmanagerial employees of firms engaged in interstate commerce to join unions and bargain collectively
Railway Labor Act
act that governs employment relations for airlines and railroads
National Labor Relations Act of 1947 (Taft-Hartley Act)
amended the Wagner Act to clarify what are considered unfair labor practices by unions and employees
right to work laws
state laws that prohibit union shops in which all workers in a unionized workplace must join the union and pay dues
union shops
all workers in a unionized workplace are forced to join the union and pay dues
closed shop
shop that exclusively employs people who are already union members. Taft-Hartley Act made this illegal.
agency shop
shop that requires nonunion workers to pay a fee to the union for its services in negotiating their contracts
open shop
shop that does not discriminate based on union membership in employing or keeping workers.
Labor Management Reporting and Disclosure Act of 1959 (Landrum-Griffin Act)
act that outlined a Bill of Rights for union members and sets up procedures for union elections, discipline and financial reporting
card check
employees sign a card of support if they are in favor of unionization.
50%
If at least __ of workers sign a union authorization card, the NRLB requires the employer to recognize the union without a secret ballot election
decertification election
an election to determine if a majority of employees want to no longer be represented by a union
hard bargaining
taking a strong position on an issue
surface bargaining
going through the motions of negotiations with no intent of reaching an agreement
collective bargaining agreement
a legal written contract between organized labor and an employer that is enforceable through the negotiated grievance and arbitration procedure
Permissive
__ subjects may be negotiated but don not have to be.
Mandatory
_ subjects are those required by The National Labor Relations Board.
Illegal
_ subjects may not be negotiated.
mandatory
wages, overtime, seniority, grievance procedures, safety and work practices, procedures for layoff, recall, discharge and discipline are _ subjects.
permissive
Definition of bargaining unit, retiree health insurance or pension, ground rules, settlement of grievances or charges, drug testing, labeling are __ subjects.
illegal
proposals to discriminate, union shop clauses in right to work states, closed shop clauses, handing goods produced by nonunion companies are __ subjects.
- right to identify business objectives
- right to determine the uses of material assets
- right to take disciplinary action for cause
Management rights cover three areas:
negotiation
a process in which two or more parties make offers, counteroffers and concessions in order to reach an agreement
distributive negotiation
occurs under zero-sum conditions, where any gain to one party is offset by an equivalent loss to the other party
integrative negotiation
a win-win negotiation in which the agreement involves no loss to either party
- Separate people from the problem
- Focus on interests, not positions
- Create options for mutual gain
- Insist on objective criteria
Four fundamental principles of integrative negotiation:
mediation
using a neutral third party to attempt to resolve the dispute through facilitation
arbitration
an impartial third party acts as both judge and jury in imposing a binding decision on both negotiating parties
rights arbitration
covers disputes over the interpretation of an existing contract and is often used in settling grievances
interest arbitration
resolves disputes over the terms of a collective bargaining agreement currently being negotiated
strikes
union members refuse to work, halting production or services
unfair labor practice strikes
strike protesting illegal employer activities
economic strikes
strike over disputes regarding wages or benefits
recognition strikes
strikes intended to force employers to recognize unions
jurisdictional strikes
strikes affirming members’ right to certain job assignments and protest the work assignments to another union or to unorganized employees
boycott
union members refuse to use or buy the firm’s products to exert economic pressure on management
secondary boycott
when a union encourages third parties such as customers and suppliers to stop doing business with a company. Taft-Hartley Act makes these illegal.
lockout
management keeps employees away from the workplace and uses management staff or replacements to run the business
dysfunctional
conflict that focuses on emotions and differences between both parties
collaborating, accommodating, competing, compromising, avoiding
Five conflict management strategies
collaborating
attempting to work with the other person to find some solution which fully satisfies the concerns of both parties
accommodating
neglecting one’s own concerns to satisfy the concerns of the other person
competing
pursuing one’s own concerns at the the other person’s expense
compromising
trying to find some expedient, mutually acceptable middle ground solution which partially satisfies both parties
avoiding
not immediately pursuing one’s own concerns or those of the other person and not addressing the conflict
labor relations strategic plan
identifies the labor relations goals desired individually or jointly by labor and management, determines the best strategy to reach those goals, and develops and executes the actions needed to implement that strategy
compliance strategy, collaboration strategy, avoidance strategy
Three primary labor relations strategies
compliance strategy
strategy that relies heavily on the application of labor law to enforce the rights and obligations created by statute and by contract
collaboration strategy
strategy that relies heavily on labor relations to pursue an interest-based approach to problem solving
avoidance strategy
strategy in which management engages in lawful or unlawful efforts to prevent a union from forming or seeks the decertification of an existing union
Weingarten rights
rights that guarantee employees the right to union representation during investigatory interviews by the employer
cost-of-living adjustments
pay tied to inflation indicators rather than merit
works councils
council of elected workers that participate in shared workplace governance
codetermination
worker representation on the company’s board of directors
organizational citizenship behaviors
discretionary behaviors that benefit the organization but that are not formally rewarded or required
employee engagement
when employees are committed to, involved with, enthusiastic and passionate about their work
organizational commitment
the extent to which an employee identifies with the organization and its goals and wants to stay with the organization
affective, normative, continuance
affective commitment
a positive emotional attachment to the organization and strong identification with its values and goals
normative commitment
feeling obliged to stay with an organization for moral or ethical reasons
continuance commitment
staying with an organization because of perceived high economic and/or social costs involved with leaving
burnout
exhaustion of physical or emotional strength or motivation usually as a result of prolonged stress or frustration
voluntary turnover
the separation is due to the employee’s choice
involuntary turnover
the separation is due to the organization asking the employee to leave
functional turnover
the departure of poor performers
dysfunctional turnover
the departure of effective performers the company would have like to retain
avoidable turnover
turnover that the employer could have prevented
unavoidable turnover
turnover that the employer could not have prevented
optimal turnover
the turnover level producing the highest long-term levels of productivity and business improvement
downsizing
a permanent reduction of multiple employees intended to improve the efficiency or effectiveness of the firm
employment at will
an employment relationship which either party can legally terminate at any time for just cause, no cause, or evan a cause that is morally wrong as long as it is not illegal
exit inteviews
asking separated employees why they left to acquire information that can be used to improve conditions for current employees
mobility barriers
factors that make it harder to leave an organization
succession management
an ongoing process of systematically identifying, assessing and developing organizational leadership to enhance performance
succession management plans
written policies that guide the succession management process
replacement planning
identifying specific back-up candidates for specific senior management positions
skill inventories
tracks employees’ competencies and work experiences in a searchable database
mobility policies
policies that specify the rules by which people move between jobs within an organization
workforce redeployment
the movement of employees to other parts of the company or to other jobs the company needs filled to match its workforce with its talent needs
active job seeker
someone actively looking for information about job opportunities
semi-passive job seeker
someone at least somewhat interested in finding a new job but inconsistently looks for one
passive job seeker
someone not actively looking for a new job but who could be tempted by the right opportunity
internal recruiting source
locates talent currently working for the company that would be a good fit with another position
external recruiting source
targets people outside the organization
succession management
the ongoing process of preparing employees to assume other positions in the organization
talent inventory
manual or computerized records of employee’s relevant characteristics, experiences and competencies
internal job posting systems
communicate information about internal job openings to employees
careers site
the area of an organization’s website devoted to jobs and careers with the company
internet data mining
proactively search the internet to locate semi-passive and passive job seekers with the characteristics and qualifications needed fore a position
job fairs
a place where multiple employers and recruits meet to discuss employment opportunities
offshoring
opening a location in another country or outsourcing work to an existing company abroad
observation
watching people working in similar jobs for other companies to evaluate their ptoential fit with your organization
Online job boards
an internet site that helps job seekers and employers find one another
resume databases
searchable database of prescreened resumes
search firms
an independent company that specializes in the recruitment of particular types of talent
recruiting
the set of practices and decisions that affect either the number or types of individuals willing to apply for and accept job offers
recruitment spillover effects
the positive or negative unintended consequences of recruiting activities
applicant tracking system
software that helps manage the recruiting process
efficiency oriented recruiting metrics
track how efficiently a firm is hiring
strategic recruiting metrics
recruiting metrics that track recruiting processes and outcomes that influence the organization’s performance, competitive advantage or strategic execution
Realistic job previews
presenting both positive and potentially negative information about a job in an objective way. 3 funcs served: self selection, vaccination (coping mechanism), commitment to the choice
Organizational image
people’s general impression of an organization based on both feelings and facts
employer image
an organization’s reputation as an employer
brand
symbolic picture of all the information connected to a company or a product including its image
employer brands
summary of what an employer offers to employees
selection
the process of gathering and evaluating the information used for deciding which applicants will be hired
person-job fit
the fit between a person’s abilities and the job’s demands and the fit between a person’s desires and motivations and the job’s attributes and rewards
person-group fit
match between an individual and his or her workgroup and supervisor
person-organization fit
fit between an individual’s values, attitudes, and personality and the organization’s values, norms and culture.
screening assessment methods
reduce the pool of job applicants to a group of job candidates. ie resumes, job applications, phone screens.
evaluative assessment methods
evaluate job candidates to identify whom to hire.
ie psychomotor tests, cognitive ability test, non-cog ability test, personality assessment, integrity tests, job knowledge test, structured interview, unstructured interview, work samples, simulations, assessment center
contingent assessment methods
a job offer is made contingent on passing the assessment.
ie ref checks, med & drug tests, background checks
job applications
written information about skills and education, job experiences and other job relevant information. screening method.
cognitive ability test
assess general mental abilities including reasoning, logic and perceptual abilities. evaluative method.
sensory tests
assess visual, auditory and speech perception
psychomotor tests
assess strength, physical dexterity and coordination
Extraversion, conscientiousness, emotional stability, agreeableness, openness to experience
The Big Five Personality factors are:
integrity tests
assess attitudes and experiences related to reliability, trustworthiness, honesty and moral character
job knowledge tests
measure the knowledge (often tehnical) required by a job
Unstructured interviews
varying questions are asked across interviews and there are usually no standards for evaluating answers
structured interview
uses consistent, job-related questions with predetermined scoring keys. behavioral or situational.
behavioral interview
uses information about what the applicant has done in the past to predict future behavior
situational interviews
asks how the candidate might react to hypothetical situations
case interview
the candidate is given a business situation, challenge or problem and asked to present a well thought out solution
work samples
evaluate the performance of actual or simulated work tasks
simulation
a type of work sample that gives candidates an actual job task to perform or simulates critical events that might occur to assess how well a candidate handles them
assessment center
puts candidates through a variety of simulations and assessments to evaluate their potential fit with and ability to do the job.
ie inbasket exercises, grp disc, simulations, dec-make probs, oral presentation, written comm
background checks
assess factors including personal and credit characteristics, character, lifestyle, criminal history and reputation. contingent method.
multiple hurdles
candidates must receive a passing score on an assessment before being allowed to continue in the selection process
compensatory approach
high scores on some assessments can compensate for low scores on other assessments
cut score
a minimum assessment score that must be met or exceeded to advance to the next assessment phase or to be eligible to receive a job offer
distributive fairness
the perceived fairness of the outcomes received
procedural fairness
the perceived fairness of the policies and procedures used to determine the outcome
interactional fairness
the degree of respect and the quality of the interpersonal treatment received during the decision-making process
explicit employment contract
a written or verbal employment contract
implicit employment contract
an understanding that is not part of a written or verbal contract
offer
contains the terms and conditions of employment as proposed by the employ and usually specific requirements for accepting the offer such as a signature and a deadline
acceptance
a clear expression of the accepting party’s agreement to the terms of the offer
consideration
bargained-for exchange between the contract parties – something of value must pass from one party to the other
training
formal and informal activities to improve competencies relevant to an employee’s or workgroup’s current job
development
focuses on developing competencies that an employee or workgroup is expected to need in the future
- Conduct a Needs Assessment
- Develop Learning Objectives
- Design the Training Program
- Implement the Training
- Evaluate the Training
Five Steps to Effective Training
Needs assessment
the process of identifying any gaps between what exists and what is needed in the future in terms of employee performance, competencies and behaviors.
org, task, person analysis
Organizational analysis, task analysis and person analysis
Three levels of needs assessments
Organizational needs analysis
identifies where in the organization development or improvement opportunities exist
task needs analysis
focuses on identifying which jobs, competencies, abilities, behaviors, etc. the training effort should focus on
organizational needs
Strategic Plans/Performance appraisals/customer surveys/employee surveys/restructuring plans/efficiency measures: sources for collecting __ analysis information
task needs
job or competency analysis/observation/performance appraisals/quality control analysis: sources for collecting _ analysis information
person needs analysis
evaluates how individual employees are doing in the training area and determines who needs what type of training
person needs
Performance appraisals/customer surveys/individual assessments/performance issues/skill inventories: sources for collecting _ analysis information
learning objectives
created to identify desired learning outcomes.
types: cognitive, affective, and psychomotor
Cognitive, Affective, Pschomotor
Three types of learning objectives
Cognitive Learning Objectives
Learning objectives that increase some type of knowledge
Affective Learning Objectives
learning objectives that change an attitude, relationship or appreciation
Psychomotor
learning objectives that build a physical skill
R – U – A – A- E – C
- Remembering
- Understanding
- Applying
- Analyzing
- Evaluating
- Creating
Taxonomy of Cognitive Learning Objectives
R – R – V – O – C
- Receiving
- Responding
- Valuing
- Organization
- Characterization by value
Taxonomy of Affective Learning Objectives
O – I – P – A – O
- Observing
- Imitating
- Practicing
- Adapting
- Originating
Taxonomy of Psychomotor Learning Objectives
Lifelong learning
a formal commitment to ensuring that employees have and develop the skills they need to be effective in their jobs today and in the future
aptitude-treatment interactino
the concept that some training strategies are more of less effective depending on a learner’s particular abilities, personality traits and other characteristics
learning style
how people differ in how we process information when problem solving or learning
sensory modality
a system that interacts with the environment through one of the basic senses. visual, auditory, tactile, kinetic.
visual, auditory, tactile, kinesthetic
Four different sensory modalities
Visual
sensory modality: learning by seeing
Auditory
sensory modality: learning by hearing
Tactile
sensory modality: learning by touching
Kinesthetic:
sensory modality: learning by doing
discovery learning, experiential learning, observational learning, structured learning, group learning
Five Key learning preferences
discovery learning
a learning preference for exploration during learning. Prefer subjective assessments, interactional activities, informational methods and active-reflective activities
experiential learning
a learning preference with a desire for hands-on approach to instruction. tend to prefer active learning activities
observational learning
a learning preference for external stimuli such as demonstrations and diagrams to help facilitate learning. tend to prefer information and active-reflective activities
structured learning
a learning preference for processing strategies such as taking notes, writing down task steps and so forth. related to preferences for subjective assessments.
group learning
a learning preference to work with others while learning. Related to preferences for action and interactional learning.
training evaluation
systematically collecting the information necessary to make effective decisions about adopting, improving, valuing, and continuing an instructional activity or set of activities
participant reactions, learning assessments, training transfer back to job
Training evaluation includes:
Kirkpatrick’s training evaluation model
Most well known and frequently used model for assessing training effectiveness.
reaction, learning, behavior, results
Reaction, Learning, Behavior, Results
Kirkpatrick’s four levels of training and learning evaluation
[(Training Benefits – Training cost)/Training Cost] x 100
Equation for ROI%
Training transfer
effectively using what is learned in training back on the job
closed skills
skills performed similarly or exactly like they are taught in training
open skills
sets of principles that can be applied in many different ways
self-management strategies
person’s effort to control his or her motivation, emotions and decision making to enhance the application of learned capabilities to the job
reinforcers
anything that makes a behavior more likely to happen again
positive reinforcement, negative reinforcement, punishment, extincition
Four type of reinforcers
positive reinforcement
reinforcer: using rewards to increase the likelihood that a behavior will be repeated
negative reinforcement
reinforcer: removing current or future unpleasant consequences to increase the likelihood that someone will repeat a behavior.
punishment
reinforcer: creating negative outcomes to decrease the likelihood of a behavior
extinction
reinforcer: removal of any positive or negative reinforcement following the occurrence of the behavior to be extinguished decreases the likelihood of that behavior
Orientation
training activities to help new hires fit in as organizational members
socialization
a long-term process of planned and unplanned, formal and informal activities and experiences through which an individual acquires the attitudes, behaviors and knowledge needed to successfully participate as an organizational member
Anticipatory, Encounter, Settling In
Three phases of Socialization
collective socialization
newcomers go through a common set of experiences as a group
individual socialization
newcomers are socialized individually as in an apprenticeship
formal socialization
structured socialization using specifically designed activities and materials awayfrom the work setting
informal socialization
unstructured, on-the-job socialization done by coworkers
sequential socialization
the degree to which socialization follows a specific sequence of steps
fixed socialization
new hires are informed in advance when their probationary status will end
variable socialization
employees do not know when to expect to pass to a different status level and the timeline may be different across employees
tournament socialization
each stage of socialization is an elimination round and a new hire is out of the organization if he or she fails to pass
contest socialization
each socialization stage is a contest in which one builds a performance record
serial socialization
accessible and supportive organizational members serve as role models and mentors
disjunctive socialization
newcomers are left alone to develop their own interpretations of the organization and situations they observe
investiture socialization
builds newcomers’ self-confidence and reflects senior employees’ valuing of newcomers’ knowledge and personal characteristics
divestiture socialization
tries to deny and strip away certain personal characteristics
learning agility
the ability to learn from experiences and to apply that knowledge to new and different situations
motivation to transfer
intention and willingness to transfer any knowledge acquired in a training or development activity back to the work context
Self Regulation
processes enabling an individual to guide his/her goal-directed activities over time
performance management
directs and motivates employees, work groups and business units to accomplish organizational goals by linking past performance with future needs, setting specific goals for future behavior and performance, providing feedback and identifying and removing performance obstacles
- Organization as a whole
- Organization subunits
- Work teams or groups
- Work Processes
- Projects
Performance managers focus on these five things: - Aligns organizational goals with individual goals and organizational processes
- Gives employees clear goals and feedback
- Generates useful data
Three Main Benefits of Performance Management
balanced scorecard
a performance measurement system that translates the organization’s strategy into financial, business process, learning and growth and customer outcomes. sequential.
L-I-C-C-M-A-G-IO-R
- Link goals to org mission & strategy
- Identify subgoals for each unit/department/group/individual
- Communication goals & expectations
- Create work processes and assign resources
- Measure progress
- Assess individual, group, unit performance
- Give feedback
- Identify & Overcome obstacles
- Reward Goal Achievement
Nine steps of the performance management process
Specific, Measurable, Achievable, Relevant, Time-Bound
SMART stands for:
Standards
specifies the level of results considered acceptable
multi-source assessments
performance feedback from the employee’s supervisor as well as other sources who are familiar with an employee’s job performance
task aquaintance
the amount and type of work contact an evaluator has with the person being assessed
Upward reviews
the target employee is reviewed by one or more subordinates
performance rating methods
compares employee performance to a set of standards to identify a number or letter rating that represents the employee’s performance level.
essay appr, critical incident, graphic, behavior anchored, behavior obs scale, forced choice, checklist, work standards, mgmt by obj
essay appraisal method
the assessor writes a brief essay providing an assessment of the strengths, weaknesses and potential of the target employee
critical incident appraisal method
an assessor discusses specific examples of the target employee’s positive and negative behaviors with the employee
graphic rating scale
uses ratings of unsatisfactory, average, above average and outstanding to evaluation either work quality or personal traits
Behaviorally anchored rating scales
use a set of behavioral statements relating to qualities important for performance
behavioral observation scales
measure the frequency of desired behaviors
forced-choice rating method
forces the assessor to choose the statement that best fits the target employee from a provided set of statements that are scored and weighted in advance
checklist method
the assessor uses a checklist of pre-scaled descriptions of behavior to evaluate the employee
work standards
comparing an employee’s performance to output targets that reflect different levels of performance
management by objectives
the rater evaluates the target employee against mutually set goals
performance ranking methods
compares employees to each other in some way.
forced ranking, paired comparison, forced distribution.
forced ranking method
employees are ranked in order of best to worst performance
paired comparison method
every employee in a work group is compared to the other group members
forced distribution method
the rater distributes performance ratings into a pre-specified performance distribution
continuous performance appraisal
an ongoing performance appraisal process that involves the employee in evaluating his or her performance and setting performance goals and provides continuous coaching and feedback
performance improvement plan
a tool to monitor and measure an employee’s deficient work products, processes and/or behaviors to improve performance or modify behavior.
F acts to define prob
O bj to help emp resolve
S olutions to help emp reach obj
A ctions to take if not corrected
- overall efforts to help emp succeed
progressive discipline
using increasingly severe measures when an employee fails to correct a deficiency after being given a reasonable opportunity to do so
verbal, written, suspension w/o pay, discharge
Not communicating a performance plan, a lack of accountability and human biases and errors
Three most common obstacles to effective performance management
performance plan
describes desired goals and results, how results will be measured and weighted and standards will be used to evaluate results
accountability
an individual is expected to provide a regular accounting to a superior about the results of what she or he is doing and will be held responsible for the outcome
contrast effect
over-or under-rating someone base on a comparison with someone else
first impression bias
initial judgements influence later assessments
recency effect
allowing recent events and performance to have a disproportionately large influence on the rating
high potential error
confusing potential with performance
halo effect
letting one positive factor influence assessments of other areas of behavior or performance
horns effect
letting one negative factor influence assessments of other areas of behavior or performance
similar-to-me effect
giving high ratings to someone because she or he is perceived as being similar to the rater
leniency error
all employees are given high ratings regardless of performance
central tendency
rating all employees in the middle of the scale regardless of performance
stereotype
believeing that everyone in a particular group shares certain characteristics or abilities or will behave in the same way
opportunity bias
ignoring factors beyond the employee’s control that influence his/her performance
competitive advantage
doing something differently from the competition that leads to outperformance and success
human resource management
the organizational function responsible for attracting, hiring, developing, rewarding and retaining talent
staffing
the process of planning, acquiring, deploying and retaining employees that enables an organization to meet its talent needs and to execute its business strategy
total rewards
the sum of all of the rewards employees receive in exchange for their time, efforts and performance
direct financial compensation
compensation received in the form of salary, wages, commissions, stock options or bonuses
indirect financial compensation
all the tangible and financially valued rewards that are not included in direct compensation, including free meals, vacation time and health insurance
nonfinancial compensation
rewards and incentives given to employees that are not financial in nature including intrinsic rewards received from the job itself or from the work environment
Strategic risk, Operational risk, Financial risk and Compliance risk
Managing human resources strategically helps organizations manage four types of risk:
business strategy
defines how a firm will compete in its marketplace
talent philosophy
a system of beliefs about how an organization’s employees should be treated
human resource strategy
links the entire human resource function with the firm’s business strategy
global mindset
a set of individual attributes that enable you to influence individuals, groups and organizations from diverse socio/cultural/institutional systems
superior value for their money
To have a competitive advantage, a company must ultimately be able to give customers __.
Employee Handbooks
print of online materials that document the organization’s HRM policies and procedures
shared service center
centralizes routine, transaction-based HRM activities
outsourcing
hiring an external vendor to do work rathe than doing it internally
professional employer organization
a company that leases employees to companies that need them
organizational culture
the norms, values, and assumptions of organizational members that guide members’ attitudes and behaviors
entrepreneurial (creative), bureaucratic (formal), consensual (loyalty), competitive (advantage)
four types of organizational culture
performance culture
focuses on hiring, retaining, developing, motivating and making work assignments based on performance data and results
high performance work systems (HPWS)
high involvement or high commitment organizations
ethics
the standards of moral behavior that define socially accepted behaviors that right as opposed to wrong
utilitarian, rights, fairness, common good, virtue
five types of ethical standards
utilitarian standard
the ethical action best balances good over harm
rights standard
this ethical action is the one that best respects and protects the moral rights of everyone affected by the action
fairness standard
the ethical action treats all people equally, or at least fairly, based on some defensible standard
common good standard
the ethical action shows respect and compassion for all others, especially the most vulnerable
virtue standard
the ethical action is consistent with certain ideal virtues including civility, compassion, benevolence, etc.
omission, remission, commission
three types of systematic errors that orgs make that undermine ethics efforts
omission errors
a lack of written rules
remission errors
pressure to make unethical choices
commission errors
a failure to follow sound, established operational and ethical practices
codes of conduct
specifies expected and prohibited actions in the workplace and gives examples of appropriate behavior
code of ethics
a decision making guide that describes the highest values to which an organization aspires
written standards of ethical conduct, ethics training, providing a way for seeking ethics related advice or info, providing a way to report misconduct anonymously, disciplining employees, evaluating ethical behavior
six elements of a complete ethics program
corporate social responsibility
businesses showing concern for common good and valuing human dignity
stakeholder perspective
considering the interests and opinions of all people, groups, organizations, or systems that affect or could be affected by the organizations actions
unfair discrimination
when employment decisions and actions are not job related, objective or merit-based
fair discrimination
when only objective, merit based and job related characteristics are used to determine employment related decisions
unlawful employment practices
violations of federal, state or local employment laws
equal employment opportunity
a firm’s employment practices,must be designed and used in a manner that treats employees and applicants consistently regardless of their protected characteristics such as sex and race
inclusion
everyone feels respected and listened to, and everyone contributes to his or her fullest potential
common law
the body of case by case court decisions that determine what is legal and what remedies are appropriate
workplace tort
a civil wrong in which an employer violates a duty owed to its customers or employees
national labor relations act of 1935
prohibits retaliation against employees seeking to unionize
fair labor standards act of 1938
establishes both a national minimum wage and overtime rules
equal pay act of 1963
prohibits wage discrimination on the basis of sex. EEOC
title VII of the Civil Rights Act of 1964
prohibits employment discrimination based on race, color, religion, sex, or national origin. EEOC
age discrimination in employment act of 1967
protects people age 40 and older. EEOC
rehabilitation act of 1973
prohibits discrimination against qualified individuals with a disability. EEOC
vietnam era veterans readjustment assistance act of 1974
prohibits discrimination against and requires affirmative action for disabled veterans
pregnancy discrimination act of 1978
prohibits discrimination for all employment related purposes on the basis of pregnancy, childbirth, or related medical conditions
COBRA of 1986
employers with group health plans and 20 or more employees in the prior year must offer continued health and dental coverage to terminated employees for a period of time
immigration reform and control act of 1986
employers with at least 4 employees must verify the employment eligibility of everyone hired
worker adjustment and retraining notification act of 1988
employers with at least 100 employees must give at least 60 days notice of closings or mass layoffs of 50 or more preople
americans with disabilities act of 1990
prohibits discrimination of a qualified individual with or perceieved as having a disability. EEOC
family and medical leave act of 1993
requires leave and job return for personal or family medical reasons and for the care of newborn or newly adopted children
uniformed services employment and reemployment rights act of 1994
ensures that members of the uniformed services are entitled to return to their civilian employment after their service. to protect the civilian employment of non-full-time military personnel in the United States called to active duty.
genetic information nondiscrimination act of 2008
prohibits employers from discriminating against individuals based on the results of genetic testing when hiring, firing, job placement or promotion decisions
bona fide occupational qualification
characteristic that is essential to the successful performance of a relevant job function
reasonable accommodation
an employer is required to take reasonable steps to accomodate a disability unless it would cause the employer undue hardship
affirmative action
proactive efforts to eliminate discrimination and its past effects
protected classes
groups underrepresented in employment
affirmative action plan
describes in detail the actions to be taken, procedures to be followed and standards to be met when establishing an affirmative action program
preferential treatment
employment preference given to a member of a protected group
independent contractor
an individual or business that provides services to another individual or business that controls or directs only the result of the work
sexual harassment
unwelcome sexual advances, requests for favors and other verbal or physical conduct of a sexual nature
quid pro quo harassment
unwanted verbal or physical conduct of a sexual nature mad as a term or condition of employment or as a basis for employment and/or advancement decisions
hostile environment harassment
unwanted verbal or physical conduct of a sexual nature creates a hostile, intimidating or otherwise offensive working environment
disparate treatment
intentional discrimination based on a person’s protected characteristic
adverse impact
an employment practice has a disproportionate effect on a protected group regardless of its intent
race norming
comparing an applicant’s scores only to members of his or her own racial subgroup and setting separate passing or cutoff scores for each subgroup
fraudulent recruitment
misrepresenting the job or organization to a recruit
negligent hiring
a company is considered responsible for the damaging actions of its employees if it failed to exercise reasonable care in hiring the employee who caused the harm
stereotype
believing that everyone in a particular group shares certain characteristics or abilities or will behave in the same way
gap analysis
comparing labor supply and demand forecasts to identify future talent needs
action plans
a strategy for proactively addressing an expected talent shortage or surplus
scientific management
breaks work down into its simplest elements and then systematically improves the worker’s performance of each element
Four principles of Scientific Management – Taylor
- Use methods based on scientifcally studying the tasks using time an motion studies.
- Select, train and develop each worker rather than leaving them to passively train themselves
- Provide detailed instructions and supervision to workers to ensure that they are following the developed methods.
- Divide work equally between workers and managers.
Job characteristics model
objective job characteristics including skill variety, task identity, task significance, autonomy and task feedback, lead to job satisfaction from people with a high growth need strength.
Skill variety
the degree to which the job requires a variety of activities enabling the worker to use different skills and talents
task identity
the degree to which the job requires the worker to complete a whole and identifiable piece of work
task significance
the degree to which job performance is important and affect the lives and work of others
autonomy
the degree to which the job gives the worker freedom, discretion and independence is scheduling the work and determining how to do the work
task feedback
the degree to which carrying out the job’s required activities results in the individual’s obtaining direct and clear information about the effectiveness for his or her performance
job enrichment
a job design approach that increases a job’s complexity to give workers greater responsibility and opportunities to feel a sense of achievement
job enlargement
adding more tasks at the same level of responsibility and skill related to an employee’s current position
job rotation
workers are moved through a variety of jobs to increase their interest and motivation
cross-training
training employees in more than one job or in multiple skills to enable them to do different jobs
horizontal
Job enlargement is _ job expansion.
vertical
Job enrichment is _ job expansion.
job analysis
a systematic process used to identify and describe the important aspects of a job and the characteristics a worker needs to perform the job well. need to be reliable and valid.
job description
written descriptions of the duties and responsibilities of the job itself
job task
an observable unit of work with a beginning and an end
task statements
identify in specific behavioral terms the regular duties and responsibilities of a position
person specification
summarizes the characteristics of someone able to perform the job
essential criteria
job holder characteristics that are vital to job performance
desirable criteria
job holder characteristics that may enhance job success but are not essential to adequate job performance
Knowledge, Skills, Abilities, Other Characterstics
KSAO.
job related worker characteristics
Knowledge
organized factual or procedural information that can be applied to perform a task
Skill
the ability to use some sort of knowledge in performing a physical task; often refers to psychomotor activities
ability
a stable and enduring capability to perform a variety of tasks (verbal or mechanical ability)
Other characteristics
a miscellaneous category for worker characteristics that are not knowledge, skills or abilities including personality traits, values and work styles
Critical Incidents Technique
Job Analysis Method: Job experts describe episodes of good, average and poor performance.
circumstances, action, consequences
Job Elements Analysis Method
Job Analysis Method: a group of job experts list and rate the important worker characteristics that influence success in the job, including knowledge, skills, abilities and personal characterstics
Structured Interview Technique
Job Analysis Method: Job experts supply information about the job and workers that distinguishes superior performance.
Task Inventory Approach
Job Analysis Method: Job experts generate a list of 50-200 tasks that are then grouped in categories reflecting major work functions.
Structured Questionnaires
Job Analysis Method: Written questionnaires that assess information about worker inputs, work output, job context and job characteristics.
Competency Modeling
identifies the worker competencies characteristic to high performance
Competencies
broad worker characteristics that underlie successful job performance
job rewards analysis
job analysis technique that identifies the intrinsic and extrinsic rewards of a job
intrinsic reward
non-monetary reward derived from the work itself
extrinsic reward
reward with monetary value
total rewards
the combined intrinsic and extrinsic rewards of a job
organizational design
selecting and managing aspects of organizational structure to facilitate organizational goal accomplishment
organizational structure
the organization’s formal system of task, power and reporting relationships.
chars of: formalization, centralization, division of labor, span of control, hierarchy
organizational chart
diagram illustrating the chain of command and reporting relationships in a company
formalization
the degree to which organizational rules, procedures and communications are documented
centralized
concentrate power and decision making authority at higher levels of the organization
division of labor
the degree to which employees specialize
span of control
number of people who report directly to him or her.
hierarchy
the degree to which some employees have formal authority over others
strategic planning
process for making decisions about an organization’s long-term goals and how they are to be achieved
mission
the organization’s basic purpose and the scope of its operations
vision
long-term goals regarding what the organization wants to become and accomplish, describing its image of an ideal future
core values
the enduring beliefs and principles that guide an organization’s decisions and goals
business strategy
how an organization will compete in a particular market
human resource planning
aligning the organization’s human resources to effectively and efficiently accomplish the organization’s strategic goals
Leading Economic Index, Consumer Confidence Index, Exchange Rate Trends, Interest Rate Forecasts, Additional sources such as GPD and business inventories
5 sources for evaluating general economic trends to forecast labor demand:
Trend analysis, ratio analysis, judgmental forecasting
3 Techniques used to forecast labor demand
trend analysis
using past employment patterns to predict a firm’s future labor needs
staffing ratios
indexing headcount with a business metric.
ie manager to emp, rev to emp, cust to emp, store size to emp
judgmental forecasting
relies on managers’ expertise to predict a firm’s future employment needs
top-down judgmental forecasting
relies on the organization’s leaders and experience and knowledge of their industry and company to make predictions about the firm’s future talent needs.
bottom-up judgmental forecasting
starts with lower-level managers’ estimates of the firm’s future talent needs.
talent inventories
databases summarizing each employee’s competencies, qualifications, languages spoken, and anything else that can help the company understand how the employee can contribute
replacement charts
graphically shows current jobholders, possible successors and each successor’s readiness to assume the job
succession planning
identifying, developing and tracking employees to enable them to eventually assume higher level positions
workflow
how work is organized to meet the organization’s goals
business process reengineering
a more radical rethinking and redesign of business processes to achieve large improvements in speed, service, cost or quality
workflow analysis
investigates how work moves through an organization to identify changes to increase efficiency and better meet customers’ needs
utilitarian
Which ethical standard: Southwest Airlines cuts all employees’ pay rather than laying anyone off
rights
Which ethical standard: If a supervisor tells an employee to handle a toxic substance without appropriate protective gear
fairness
Which ethical standard: debate over the appropriateness of CEO salaries and bonuses that are hundreds of times larger than the pay of the average employee.
Common Good
Which ethical standard: Ensuring that suppliers do not employ child labor or provide unsafe working conditions
virtue
Which ethical standard: A company valuing honesty that quickly recalls products that might be defective or dangerous
union models
closed shop
agency shop
open shop
3 types of unions
industrial, trade, and employee associations
types of strikes
unfair labor practices
economic
recognition
jurisdictional
5 components to drug free workplace
- written policy
- supervisor training
- employee education
- EAP
- drug testing
influence tactics
- legitmating
- personal appeals
- assertiveness
- ingratiation
- inspirational appeals
- rational persuasion
- upward appeals
- coalition
- exchange
labor relations strategies
compliance
collaboration
avoidance
defined contribution retirement plans
ie 401(k), 403(b)
profit sharing, emp stock ownership
5 of 7 reasons emp leave org
lack of career dev
poor work climate
lack of challenging work
direction of org
lack of recognition
sourcing
ID qual indv & labor markets to recruit from
UGESP
uniform guidelines on emp selection. selecting procs advises employee in legal compliance
Kaplan & Norton balanced scorecard
objectives
measures
targets
initiatives
job offer elements
salary, sign-on bonus, relocation exp, benefits, job specific elements
assessment goals
accuracy, fit, ethics, legal compliance
ratio analysis
use past relationships to forecast how many emp needed for diff levels of bus activity
forecast external job market
monitor own experience
bureau of labor stats
hackman & oldman 5 chars on which jobs differ
skill variety
task identity
task significance
autonomy
task feedback
4 common biases
prejudice, stereotyping, perception of possibilities, ignorance
HRM influences performance thru
what emp should do
what emp can do
what emp will do
What emp should do
planning
laws & regulations
what emp can do
staffing
training
what emp will do
compensation
perf mgmt
HRM areas
perf mgmt
staffing
health & safety
training & development
reward & benefits
emp mgmt relations
Executive Order 11246
established requirements for non-discriminatory practices in hiring and employment on the part of U.S. government contractors. It “prohibits federal contractors and federally assisted construction contractors and subcontractors, who do over $10,000 in Government business in one year from discriminating in employment decisions on the basis of race, color, religion, sex, or national origin.”
optional benefits
work life balance, domestic partner benefits
policy
guide decision making
procedure
drive actions
Human Resource Strategy
Links the entire human resource function with the firm’s business strategy.
Business Strategy
Defines how the firm will compete in its marketplace.
Total Rewards
The sum of all rewards employees receives in exchange for their time, efforts, and performance.
The combined intrinsic and extrinsic rewards of a job.
Employee Handbooks
Print or online materials that document the organization’s HRM policies and procedures.
HRM: Human Resource Management
The organizational function responsible for attracting, hiring, developing, rewarding, and retaining talent.
Outsourcing
Hiring an external vendor to do work for the company rather than doing it internally.
Nonfinancial Compensation
Rewards and incentives given to employees that are not financial in nature including intrinsic rewards received from the job itself or from the work environment.
Intrinsic Reward
Non-monetary rewards derived from the work itself.
Competitive Advantage
Doing something differently from the competitor thus leading to outperformance and success.
Talent Philosophy
A system of beliefs about how an organization’s employee should be treated.
Shared Service Center
Centralized routine, transaction-based HRM activities.
Professional Employer Organization
A company that leases employees to companies that need them.
Direct Financial Compensation
Compensation received in the form of salary, wages, commissions, stock options, or bonuses.
Virtue Standard
The ethical action is consistent with certain ideal virtues including civility, compassion, benevolence, etc…
Common Good Standard
The ethical action shows respect and compassion for all others, especially the most vulnerable.
Respect and compassion for all
Codes of Conduct
Specifies expected and prohibited actions in the workplace and gives an example of appropriate behavior.
Stakeholder Perspective
Considering the interests and opinions of all people, groups, organizations, or systems that affect or could be affected by the organization’s actions.
Performance Culture
Focuses on hiring, retaining, developing, motivating, and making work assignments based on performance data and results.
Organizational Culture
The norms, values, and assumptions of organizational members that guide members’ attitudes and behaviors.
High-performance Work System
High involvement or high commitment organizations.
Code of Ethics
A decision-making guide that describes the highest values to which an organization aspires.
Rights Standard
The ethical action is the one that best respects and protects the moral rights of everyone affected by the action.
Corporate Social Responsibility
Businesses showing concern for the common good and valuing human dignity.
Fairness Standard
The ethical action treats all people equally, or at least fairly, based on some defensible standard.
Ethics
The standards of moral behavior that define socially accepted behaviors that are right as opposed to wrong.
Utilitarian Standard
The ethical action that best balances good over harm.
Protected Classes
Groups underrepresented in employment.
Equal Employment Opportunity
A firm’s employment practices must be designed and used in a manner that treats employees and applicants consistently regardless of their protected characteristics, such as their sex or race.
Affirmative Action
Proactive efforts to eliminate discrimination and its past effects.
Quid Pro Quo Harassment
Unwanted verbal or physical conduct of a sexual nature made as a term condition of employment or as a basis for employment and/or advancement decisions.
Bona Fide Occupational Qualification
Characteristic that is essential to the successful performance of a relevant job fucntion.
Unfair Discrimination
When employment decisions and actions are not job-related, objective, or merit-based.
Unlawful Employment Practices
Violation of federal, state, or local employment laws.
Affirmative Action Plan
Describes in detail the actions to be taken , procedures to be followed, and standards to be met when establishing an affirmative action program.
Fair Discrimination
When only objective, merit-based, and job-related characteristics are used to determine employment-related decisions.
Workplace Tort
A civil wrong in which an employer violates a duty owed to its customers or employees.
Adverse Impact
An employment practice has a disproportionate effect on a protected group, regardless of its intent.
Preferential Treatement
Employment preference given to a member of a protected group.
Inclusion
Everyone feels respected and listened to, and everyone contributes to his or her fullest potential.
Fraudulent Recruitment
Misrepresenting the job or organization to a recruit.
Reasonable Accommodation
An employer is required to take reasonable steps to accommodate a disability unless it would cause the employer undue hardship.
Race Norming
Comparing an applicant’s scores only to members of his or her own racial subgroup and setting separate passing or cutoff scores for each subgroup.
Sexual Harrassment
Unwanted sexual advances, requests for favors, and other verbal or physical conduct of a sexual nature.
Common Law
The body of case-by-case court decisions that determines what is legal and what remedies are appropriate.
Negligent Hiring
A company is considered responsible for the damaging actions of its employees if it failed to exercise reasonable care in hiring the employee who caused the harm.
Stereotype
Believing that everyone in a particular group shares certain characteristics or abilities or will behave in the same way.
Disparate Treatment
Intentional discrimination based on a person’s protected characteristic.
Independent Contractor
An individual or business that provides services to another individual or business that controls or directs only the result of the work.
Hostile Environment Harassment
Unwanted verbal or physical conduct of a sexual nature creates a hostile, intimidating, or otherwise offensive working environment.
Extrinsic Reward
Rewards with monetary value
Trend Analysis
Using past employment patterns to predict a firm’s future labor needs.
Job Element Job Analysis Method
Expert brainstorming sessions identify the characteristics of successful workers.
Organizational Chart
Diagram illustrating the chain of command and reporting relationships in a company.
Job Description
Written descriptions of the duties and responsibilities of the job itself.
Hierarchy
The degree to which some employees have formal authority over others.
Organizational Design
Selecting and managing aspects of organizational structure to facilitate organizational goal accomplishment.
Desirable Criteria
Job holder characteristics that may enhance job success, but that are not essential to adequate job performance.
Cross-training
Training employees in more than one job or in multiple skills to enable them to do different jobs.
Critical Incidents Job Analysis Techniques
Job experts describe stories of good and poor performance to identify desirable and undesirable competencies, behaviors, etc.
Knowledge
Organized factual or procedural information that can be applied to perform task.
Job Rotation
Workers are moved through a variety of jobs to increase their interest and motivation.
Core Values
The enduring beliefs and principles that guide an organization’s decisions and goals.
Formalization
The degree to which organizational rules, procedures, and communications are documented.
Strategic Planning
A process for making decisions about an organization’s long-term goals and how they are to be achieved.
Job Characteristics Model
Objective job characteristics including skill variety, task identity, task significance, autonomy, and task feedback, lead to job satisfaction for people with a high growth need strength.
Vision
Long-term goals regarding what the organization wants to become and accomplish describing its image of an ideal future.
Ability
A stable and enduring capability to perform a variety of tasks (e.g., verbal or mechanical ability).
Centralized
Concentrate power and decision-making authority at higher levels of the organization.
Succession Planning
Identifying, developing, and tracking employees to enable them to eventually assume higher level positions.
Competency Modeling
Identifies the worker competencies characteristic of high performance.
Mission
The organization’s basic purpose and the scope of its operations.
Division of Labor
The degree to which employees specialize.
Task Inventory Approach
Job experts generate a list of 50-200 tasks that are grouped in categories capturing major work functions.
Structured Interview Technique
Job experts provide information about the job during a structured interview.
Staffing Ratios
Indexing headcount with a business metric.
Span of Control
The number of people reporting directly to an individual.
Talent Inventories
Databases summarizing each employee’s competencies, qualifications, languages spoken, and anything else that can help the company understand how the employee can contribute.
Business Process Reengineering
A more radical rethinking and redesign of business processes to achieve large improvement in speed, service, cost, or quality.
Workflow
How work is organized to meet the organization’s goals.
Job Enlargement
Adding more tasks at the same level of responsibility and skill related to an employee’s current position.
Competencies
Broad worker characteristics that underlie successful job performance.
Job Task
An observable unit of work with a beginning and an end.
Job Rewards Analysis
Job analysis technique that identifies the intrinsic and extrinsic rewards of a job.
Gap Analysis
Comparing labor supply and demand forecasts to identify future talent needs.
Person Specification
Summarizes the characteristics of someone able to perform the job.
Workflow Analysis
Investigates how work moves through an organization to identify changes to increase efficiency and better meet customers’ needs.
Other Characteristics
A miscellaneous category for worker characteristics that are not knowledge, skills, or abilities, including personality traits, values, and work styles.
Task Statements
Identify in specific behavioral terms the regular duties and responsibilities of a position.
Action Plans
A strategy for proactively addressing an expected talent shortage or surplus.
Scientific Management
Breaks work down into its simplest elements and then systematically improves the worker’s performance of each element.
Job Analysis
A systematic process used to identify and describe the important aspects of a job and the characteristics a worker needs to perform the job well.
Job Enrichement
A job design approach that increases a job’s complexity to give workers greater responsibility and opportunities to feel a sense of achievement.
Human Resource Planning
Aligning the organization’s human resources to effectively and efficiently accomplish the organization’s strategic goals.
Replacement Charts
Graphically shows current jobholders, possible successors, and each successor’s readiness to assume the job.
Organizational Structure
The organization’s formal system of task, power, and reporting relationships.
Position Analysis Questionnaire
A copyrighted, standardized structured job analysis questionnaire.
Skill
The ability to use some sort of knowledge in performing a physical task; often refers to psychomotor activities.
Training Evaluation
Systematically collecting the information necessary to make effective decisions about adopting, improving, valuing, and continuing an instrumental activity or set of activities.
Serial Socialization
Accessible and supportive organizational members serve as role models and mentors.
Task Needs Analysis
Focuses on identifying which jobs, competencies, abilities, behaviors, etc. the training effort should focus on.
Needs Assessment
The process of identifying any gaps between what exists and what is needed in the future in terms of employee performance, competencies, and behaviors.
Fixed Socialization
New hires are informed in advance when their probationary status will end.
Disjunctive Socialization
Newcomers are left alone to develop their own interpretations of the organization and situations they observe.
Informal Socialization
Unstructured, on-the-job socialization done by coworkers.
Self-regulation
Process enabling an individual to guide his/her goal-directed activities over time.
Sequential Socialization
The degree to which socialization follows a specific sequence of steps.
Sensory Modality
A system that interacts with the environment through one of the basic senses.
Collective Socialization
Newcomers go through a common set of experiences as a group.
Tournament Socialization
Each stage of socialization is an “elimination round” and a new hire is out of the organizaition if he or she fails to pass.
Socialization
A long-term process of planned and unplanned, formal and informal activities and experiences through which an individual acquires the attitudes, behaviors, and knowledge needed to successfully participate as an organizational member.
Orientation
Training activities to help new hires fit in as organizational members.
Motivation to transfer
Intention and willingness to transfer any knowledge acquired in a training or development activity back to the work context.
Training
Formal and informal activities to improve competencies relevant to an employee’s or workgroup’s current job.
Development
Focuses on developing competencies that an employee or workgroup is expected to need in the future.
Learning Objectives
Identify desired learning outcomes.
Person needs analysis
Evaluates how individual employees are doing in the training area and determines who needs what type of training.
Self-management Strategies
Efforts to control one’s motivation, emotions, and decision making to enhance the application of learned capabilities to the job.
Individual Socialization
Newcomers are socialized individually as in an apprenticeship.
Training Transfer
Effectively using what is learned in training back on the job.
Random Socialization
Socialization steps are ambiguous or changing.
Contest Socialization
Each socialization stage is a “contest” in which one builds up a performance record.
Organizational Needs Analysis
Identifies where in the organization development or improvement opportunities exist.
Lifelong Learning
A formal commitment to ensuring that employees have and develop the skills they need to be effective in their jobs today and in the future.
Open Skills
Set of principles that can be applied in many different ways.
Learning agility
The ability to learn form experiences and to apply that knowledge to new and different situations.
Variable Socialization
Employees do not know when to expect to pass to a different status level, and the timeline may be different across employees.
Investiture Socialization
Builds newcomers’ self-confidence and reflects senior employees’ valuing of newcomer’s knowledge and personal characteristics.
Formal Socialization
Structured socialization using specifically designed activities and materials away from the work setting.
Reinforcers
Anything that makes a behavior more likely to happen again.
Closed Skills
Skills performed similarly or exactly like they are taught in training.
Aptitude-treatment Interaction
The concept that some training strategies are more or less effective depending on a learner’s particular abilities, personality traits, and other characteristics.
Divestiture Socialization
Tries to deny and strip away certain personal characteristics.
Learning Style
How people differ in how we process information when problem solving or learning.
Horns Effect
Letting one negative factor influence assessments of other areas of behavior or performance.
Paired Comparison Method
Every employee in a work group is compared to the other members.
Checklist Method
The assessor uses a checklist of prescaled descriptions of behavior to evaluate the employee.
Forced Distribution Method
The rater distributes performance ratings into a pre-specific performance distribution.
Multi-source Assessments
Performance feedback from the employees’s supervisor as well as other sources who are familiar with an employee’s job performance.
Performance Improvement Plan
A tool to monitor and measure an employee’s deficient work products, processes, and/or behaviors to improve performance or modify behavior.
Upward Reviews
The target employee is reviewed by one or more subordinates.
Results
The specific subgoals for each unit that will be the focus of the performance management process.
Leniency Error
All employees are given high ratings regardless of performance.
Behaviorally Anchored Rating Scales
Use a set of behavioral statements relating to qualities important for performance.
Performance Rating Methods
Compares employees performance to a set of standards to identify a number or letter rating that represents the employee’s performance level.
Forced-Choice Rating Method
Forces the assessor to choose the statement that best fits the target employee from a provided set of statements that are scored and weighted in advance.
Accountability
An individual is expected to provide a regular accounting to a superior about the results of what she or he is doing and will be held responsible for the outcome.
Critical Incident Appraisal Method
An assessor discusses specific examples of the target employee’s positive and negative behaviors with the employee.
Standards
Specify the level of results considered acceptable.
Performance Plan
Describes desired goals and results, how results will be measured and weighted, and what standards will be used to evaluate results.
Similar-to-me- Effect
Giving high rating to someone because she or he is perceived as being similar to the rater.
Continuous Performance Appraisal
An ongoing performance appraisal process that involves the employee in evaluating his or her performance and setting performance goals and provides continuous coaching and feedback.
First Impression Bias
Initial judgments influence later assessments.
Forced Ranking Method
Employees are ranked in order of best to worst performance.
Essay Appraisal Method
The assessor writes a brief essay providing an assessment of the strengths, weaknesses, and potential of the target employee.
Work Standards
Comparing an employee’s performance to output targets that reflect different levels of performance.
Recency Effect
Allowing recent events and performance to have a disproportionately large influence on the rating.
Balanced Scorecard
A performance measurement system that translates the organization’s strategy into financial, business process, learning and growth, and customer outcomes.
Graphic Rating Scale
Uses ratings of unsatisfactory, average, above average, and outstanding to evaluate either work quality or personal traits.
Progressive Discipline
Using increasingly severe measures when an employee fails to correct a deficiency after being given a reasonable opportunity to do so.
Opportunity Bias
Ignoring factors beyond the employee’s control that influence his or her performance.
Management by objectives
The rater evaluates the target employee against mutually set goals.
Contrast Effect
Over-or underrating someone based on a comparison with someone else.
High Potential Erro
Confusing potential with performance.
Halo Effect
Letting one positive factor influence assessments of the other areas of behavior or performance.
Behavioral Observation Scales
Measure the frequency of desired behaviors.
Performance Ranking Methods
Compares employees to each other in some way.
Central Tendency
Rating all employees in the middle of the scale regardless of performance .
Performance Management
Directs and motivates employees, work groups, and business units to accomplish organizational goals by linking past performance with future needs, setting specific goals for future behavior and performance, providing feedback, and identifying and removing performance obstacles.
Task Acquatiance
The amount and type of work contact an evaluator has with the person being assessed.
Safety Culuture
The shared safety attitudes, beliefs, and practices that shape employees’ safety behavior.
OSHA Standards
Rules describing the methods employers must legally follow to protect their workers from hazards.
Employees Wellness Program
Any initiative designed to increase company performance or employee performance or morale through improved employee health.
Functional Stress
Manageable levels of stress that generate positive emotions including satisfaction, excitement, and enjoyment.
Ergonomics
Designing the work environment to reduce the physical and psychological demands placed on employees.
Emotion-focused coping strategies
Focus on the emotions brought on by the stressor.
Cumulative Trauma Disorders
Skeletal and muscle injuries that occur when the same muscles are used to perform tasks repetitively.
OSHA: Occupational Safety and Health Act
Created by the Occupational Safety and Health Act to set and enforce protective workplace safety and health standards.
Workplace Violence
Any act or threat of physical violence, harassment, intimidation, or other threatening disruptive behavior that occurs at the workplace.
Workplace Bullying
A repeated mistreatment of another employee through verbal abuse; conduct that is threatening, humiliating, or intimidating; or sabotage that interferes with the other person’s work.
Wellness Incentives
Rewards for engaging in healthy behavior or participating in wellness programs.
Dysfunctional Stress
An overload of stress resulting from a situation of under- or over-arousal continuing for too long.
Problem-focused coping strategies
Deal directly with the cause of stress.
Layoff
Temporary reduction of employees.
Downsizing
A permanent reduction of multiple employees intended to improve the efficiency or effectiveness of the firm.
Mobility Policies
Specify the rules by which people move between jobs within an organization.
Involuntary Turnover
The separation is due to the organization asking the employee to leave.
Employee Engagement
When employees are committed to, involved with, enthusiastic, and passionate about their work.
Succession Management Plans
Written policies that guide the succession management process.
Continuance Committment
Staying with an organization because of perceived high economic and/or social cost involved with leaving.
Normative Committment
Feeling obliged to stay with an organization for moral or ethical reasons.
Affective Committment
A positive emotional attachment to the organization and strong identification with its values and goals.
Survivor Syndrome
The emotional effects of a downsizing on surviving employees both during and after a downsizing.
Workforce Redeployment
The movement of employees to other parts of the company or to other jobs the company needs filled to match its workforce with its talent needs.
Organizational Citizenship Behaviors
Discretionary behaviors that benefit the organization but that are not formally rewarded or required.
Optimal Turnover
The turnover level producing the highest long-term levels of productivity and business improvement.
Organizational Committment
The extent to which an employee identifies with the organization and its goals and wants to stay with the organization.
Avoidable Turnover
Turnover that the employer could have prevented.
Mobility Barriers
Factors that make it harder to leave an organization.
Skills Inventories
Tracks employees’ competencies and work experiences in a searchable database.
Unavoidable Turnover
Turnover that the employer could not have prevented.
Dysfunctional Turnover
The departure of effective performers.
Burnout
Exhaustion of physical or emotional strength or motivation usually as a result of prolonged stress or frustration.
Termination
The permanent separation of a single employee.
Functional Turnorver
The departure of poor performers.
Replacement Planning
Identifying specific back-up candidates for specific senior management positions.
Separation Agreement
A legal agreement between an employer and employee that specifies the terms of any employment termination.
Voluntary Turnover
The separation is due to the employee’s choice.
Employment at will
An employment relationship which either party can legally terminate at any time for just cause, no cause, or even a cause that is morally wrong as long as it is not illegal.
Exit Interviews
Asking separated employees why they left to acquire information that can be used to improve conditions for current employees.
Succession Management
An ongoing process of systematically identifying, assessing, and developing organizational leadership to enhance performance.
What is the goal of uniformed Services Employment and Reemployment Rights Act of 1994?
To prevent discrimination against employees who may be called into active military service.
Which event should be covered under workers’ compensation?
Breaking an arm while at work.
How does the organization’s human resource strategy support the organization’s business strategy?
By helping it to acquire, develop, and retain, the talent needed to fulfill its strategy.
What is the primary function of human resource management?
Retaining talent.
How does effective human resource management improve organizational performance?
It enhances a company’s ability to cope with growth and change.
Which characteristic of an employee should human resource management focus on to enhance organizational culture?
Fit within an organization.
Which belief is an example of bias creating barriers to equal treatment in an organization?
Extroverted employees are the most effective.
Which factor in successful organizational change can be provided through effective Human Resources management?
Trust
How does human resource management support organizational leadership?
By providing employees with opportunities for professional developmenbt and growth.
What are two uses of a job analysis?
Developing a recruiting plan and designing a compensation plan for a particular job.
Example of policy
Employees should avoid using language that could be interpreted as discriminatory.
Example of procedure
The company advocates, in all operational aspects, for diversity of experience, background, and culture to support innovation, workplace environment, employees, customers, and stakeholders.
Which situation is an example of poor person-organizational fit?
An employee has the necessary training and skills for a position, but has a different set of values than the employer.
How does sourcing affect recruiting?
Effective sourcing improves the compatibiitity of talent pools to open positions.
Which request might be asked during a case interview?
Show which skills you have that will best benefit this company’s goals and mission.
When evaluating an employer’s job offer, it is best to consider the …?
The total rewards.
Strategically managing Human Resources helps an organization manage which four types of risk?
Strategic, operational, financial, and compliance.
Who is responsible for managing organizational change?
Human resource managers.
HRM influences organizational performance through its influence on what employees …?
Should do, can do, and will do
What type of management involves aligning individual employee’s goals and behaviors with organizational goals and strategies, appraising and evaluating past and current behaviors, and providing suggestions for improvement?
Performance Management
What type of feedback is important in maintaining ethical behavior and communicating organizational expectations?
Performance
When is not paying top dollar to hire the highest quality candidates not always the best strategy?
If the company does not need top talent to meet its needs.
Labor unions and unionization rates have been … for years.
Declining
_ have been a common way for organizations to acheive growth and expand internationally.
Mergers and acquisitions
Mergers and acquisitions often fail because of _.
Cultural issues
Retaining high-performance employees and keeping employees engaged helps to create and maintain any type of __.
Competitive advantage
What is the organizational function of HRM?
Attracting, hiring, developing, rewarding, and retaining talent.
Strategic HRM aligns company’s values and goals with , , and _ of employees.
Behaviors, values, goals
In order to maximize its effectiveness, an organization must __ the right talent.
Acquire, develop, deploy, and retain.
Compensation, including free meals, vacation time, and health insurance is called __.
Indirect financial compensation
Numerous studies have indicated that _ are two of the most important management problems facing small business.
Training and development
Discriminating against people with legally protected characteristics, including pregnancy, religion, or age, is considered a(n) _ practice.
Unlawful employment
If a manager’s favorite sports team loses and he goes to work the next day and fires anyone wearing the opposing team’s colors, the manager has _.
not broken the law as the fired employee are not in a protected group.
Diversity awareness enables employers to __ the best talent.
hire, retain, and motivate.
Organizations that focus on inclusion and are cognizant of the dimensions of gender, nationality, sexual orientation, and disability while remaining sensitive to cultural variations are practicing _ awareness.
Diversity
The _ prohibits retaliation against employes seeking to unionize.
National Labor Relations Act of 1935
The _ established both minimum-wage and overtime rules.
National Labor Relations Act of 1935
Which of the following prohibits wage discrimination on the basis of sex?
Fair Labor Standards Act of 1938
Which of the following acts requires employers with at least 100 employees to give at least 60 days’ notice to workers of plant closings?
Worker Adjustment and Retaining Notification Act of 1988
FMLA stands for ….
Family Medical Leave Act
Which Act prohibits employment discrimination based on race, color, religion, sex, or national origin?
Title VII of the Civil Rights Act of 1964
-Been in effect for over 40 years.
Which act guarantee equal opportunity for individuals with disabilities or perceived as having disabilities?
National Labor Relations Act of 1935
Under FMLA, a qualified employee is entitled to _ of leave after the birth of a child and to care for the newborn child within one year of birth.
12 work weeks
Under FMLA, a qualified employee is entitled to __ in order to care for a military service member with a serious injury or illness who is the spouse, son, daughter, or parent of the employee.
26 work weeks
An employer who demoted or fired an employee due to the employee’s military service is in violation of _.
USERRA: Uniformed Services Employment and Reemployment Rights Act of 1994 (10/13/1994).
Which act gives workers and their families who lose their health benefits the right to choose to continue group health plan benefits?
COBRA: Consolidated Omnibus Budget Reconciliation Act of 1985.
Which act requires employers to use an I-9 verification form to verify the employability status of every new employee within three days of hiring?
Immigration Reform and Control Act.
FLSA
Fair Labor Standards Act
Immigration and customs enforcement officials are shifting their focus and are increasingly making worksite criminal arrests of _.
Undocumented Workers
In order to be a victim of employment discrimination, a person __.
Must suffer a concrete harm.
Which is considered job-related interview question?
What is your current address, and how long have you lived there?
Which of the following is considered a job-related interview question?
What school did you attend?
Have you served in the armed forces?
In what year was Executive Order 11246 put in to place requiring employers receiving federal contracts to take proactive steps— affirmative action —- to intergrate their workforces?
1965
A group underrepresented in employment is referred to as a(n) __ class.
Protected Class
A(n) __ must make his or her own Social Security contributions, pay various employment taxes, and report income to the state and federal authorities.
Independent contractor
A victim of __ harassment who may or may not be the target of harassment, may feel fearful, demeaned, or belittled.
Hostile Environment
Just being sufficiently bothered by the __ environment created by behavior including whistling, lewd jokes, foul language, pictures, or e-mails, can fuel a successful lawsuit.
Hostile
The intentional discrimination based on a person’s protected characteristics is called __.
Disparate treatment
The seminal adverse impact case is the Supreme Court’s 1971 decision in __.
Griggs v. Duke Power Co.
In which case did the U.S. Supreme Court rule that results of assessment test cannot be ignored simply because they have an adverse impact on a protected group?
Ricci v.DeStefano
Outright bigotry is called __.
Prejudice
__ often occurs in rejecting an applicant as “overqualified”
Stereotyping
-Stereotyping can lead to employment law violations.
According to the __, to a large degree, stereotyping feeds on ignorance.
EEOC: Equal Employment Opportunity Commission
BFOQ stands for what?
Bona Fide Occupational Qualification
Equal Pay Act of 1963 is meant for what?
The Equal Pay Act of 1963 is a United States labor law amending the Fair Labor Standards Act, aimed at abolishing wage disparity based on sex.
It was signed into law on June 10, 1963, by John F. Kennedy as part of his New Frontier Program.
National Labor Relations Act (NLRA)of 1935
Prohibits retaliation against employees seeking to unionize.
Fair Labor Standards Act (FLSA) of 1938
Establishes both a national minimum wage and overtime rules.
Equal Pay Act of 1963
Prohibits wage discrimination on the basis of sex.
Title VII of the Civil Rights Act of 1964
Prohibits employment discrimination based on race, color, religion, sex, or national origin.
Age Discrimination in Employment Act (ADEA) of 1967
Protects people 40 years of age or older.
Rehabilitation Act of 1973
Prohibits discrimination against qualified individuals with a disability.
Vietnam Era Veterans’s Readjustment Assistance Act of 1974 (VEVRAA) (Amended in 2020 by the Jobs for Veterans Act)
Prohibits discrimination against and requires affirmative action for disabled veterans as well as other categories of veterans.
Pregnancy Discrimination Act of 1978
Prohibits discrimination for all employment-related purposes on the basis of pregnancy, childbirth, or related medical conditions.
Consolidated Omnibus Budget Reconciliation Act (COBRA) of 1986
Employers with group health plans and 20 or more employees in the prior year must offer continued health and dental insurance coverage to terminated employees for limited period of time.
Immigration Reform and Control Act of 1986
Employers with at least 4 employees must verify the employment eligibility of everyone hired; only U.S. citizens, nationals of the United States, and aliens authorized to work in the United States are eligible for employment.
Worker Adjustment and Retraining Notification Act (WARN) of 1988
Employers with at least 100 employees must give at least 60 days’ notice to workers of plant closings or mass layoffs of 5 or more people (excluding part-time workers).
Americans with Disabilities Act of 1990 (Amended in 2008)
Prohibits discrimination of a qualified individual with or perceived as having a disability; focus on fair treatment and reasonable accommodation.
Family and Medical Leave Act of 1993
Requires leave and job-return for personal or family medical reasons and for the care of newborn or newly adopted children.
The Uniformed Services Employment and Reemployment Rights Act of 1994
Ensures that members of the uniformed services are entitled to return to their civilian employment after their service.
Genetic Information Nondiscrimination Act of 2008
Prohibits employers from discriminating against individuals based on the results of genetic testing when making hiring, firing, job placement, or promotion decisions.
Which situation is an example of a managerial ethical dilemma?
Being asked to directly supervise a family member
A human resource manual specifies that employees cannot be terminated or punished for refusing to follow an illegal request made by a supervisor.
Which standard is being applied to resolve this ethical dilemma?
Rights Standard
What is the goal of affirmative action?
By seeking to remedy past practices that innately caused an adverse effect on applicants
A female employer is accused of having an employment practice that negatively impacts women. The employer responds that she has the same requirements for male and female applicants and wants to hire other women.
Why is this case a potential demonstration of adverse impact?
Adverse impact is unintentional and relates to standard policies applied to all employees.
Which protected classes must a company set hiring goals for under Executive Order 11246?
Minorities and women
An employer terminates an employee for being unattractive and putting less effort in personal appearance.
Why is this permitted under an at-will employment relationship?
An employer can terminate an employee for an immoral reason.
Which law guarantees that a woman can take unpaid time off following the birth of her child without fear of losing her job?
The Family and Medical Leave Act of 1993
What is the goal of the Uniformed Services Employment and Reemployment Rights Act of 1994?
To prevent discrimination against employees who may be called into active military service
Which event should be covered under workers’ compensation?
Breaking an arm while at work
How does an organization’s human resource strategy support the organization’s business strategy?
By helping it to acquire, develop, motivate, and retain the talent needed to fulfill its strategy
What is a primary function of human resource management?
Retaining talent
How does effective human resource management improve organizational performance?
By enhancing a company’s ability to cope with growth and change
Which characteristic of an employee should human resource management focus on to enhance organizational culture?
Fit within an organization
Which belief is an example of bias creating barriers to equal treatment in an organization?
Extroverted employees are the most effective.
Which factor in successful organizational change can be provided through effective human resource management?
Trust
What is the organization’s formal system of task, power, and reporting relationships called?
An organizational structure
How does human resource management support organizational leadership?
By providing employees with opportunities for professional development and growth
Which decision can human resource management assist with during the combination stage of mergers and acquisitions?
When to declare the combination a success
How can human resource managers serve as internal consultants?
By helping managers avoid common training pitfalls
What are two uses of a job analysis?
Developing a recruiting plan and designing a compensation plan for a particular job
How can human resource managers use performance metrics to benefit their organizations?
Metrics that reveal weakness in a critical division can influence staffing plans
What should human resource managers use to determine performance metrics?
Business goals
Which aspect of an organization is increased when policies of inclusion are adopted?
Its talent pool
Why might an organization want to increase its efforts at inclusion and diversity?
To reduce negative public relations
How does an employee handbook protect employers?
By ensuring that employees are informed about company expectations, policies, and benefits
Which situation is an example of poor person-organizational fit?
An employee has the necessary training and skills for a position, but has a different set of values than the employer.
How does sourcing affect recruiting?
Effective sourcing improves the compatibility of talent pools to open positions.
What is a benefit of external recruiting?
External hires can bring new ideas and insights.
Which request might be asked during a case interview?
Explain how you would react if you were asked by a coworker to take shortcuts to meet job expectations.
Why might human resource managers place limited importance on distributive fairness in the hiring process?
Only those hired tend to appreciate the outcomes of the process.
Which step in an effective training program involves determining the best setting, methods, and materials to be used?
Designing training systems
Which type of training includes both role-playing and action learning?
Experiential training
What does a person’s learning style determine?
The instructional methods that are the most effective for training
During which level of Kirkpatrick’s training evaluation might participants take a test on the training materials?
Learning
How can performance management help an organization evaluate change initiatives, training procedures, and new technologies?
By generating useful data
How can goal setting boost employee performance?
By focusing attention on specific objectives
Which source of performance information is most knowledgeable about an employee’s day-to-day performance in self-managed teams?
Co-worker
How does providing regular feedback to employees relate to their goals?
It helps direct progress toward goals.
An employee has already been approached concerning poor performance, but is not improving.
Which corrective discipline step should be repeated with a stronger statement of the consequences for not improving?
Written warning
Place the steps of progressive discipline in order from first (1) to last (4).
Counseling
Written Warning
Suspension without Pay
Termination
What is an example of opportunity bias?
A manager gives an employee low performance ratings as a result of a failed project, even though the failure was a result of outside factors.
What is a critical factor in creating a culture of safety?
A commitment of an organization to the protection and well-being of its employees
What is a function related to the primary goal of the Occupational Safety and Health Administration (OSHA)?
To correct hazards
How do employee wellness programs benefit employers?
By reducing workers’ compensation and disability-related costs
What determines whether stress is functional or dysfunctional?
How manageable it is and the emotions it causes
What is an example of bullying in the workplace?
Intimidating a co-worker
What is an example of holding the target of bullying to a different performance standard?
Assigning the target unrealistic goals and deadlines which are unachievable
Which organization advocates that a well-written and implemented workplace violence prevention program can reduce the incidence of workplace violence in all workplaces?
Occupational Safety and Health Administration (OSHA)
What are two physical changes that can be made to prevent workplace violence?
Choose 2 answers
Implementing key card access
Silent Alarms
Which tactic can employers use to improve employee engagement and motivation towards safety?
Incentives
How does a safe workplace positively relate to employee motivation and engagement?
It encourages an environment for high employee production performance.
What is the influence tactic that enhances one’s formal authority to make a request by referring to precedents, rules, contracts, or other official documents?
Legitimating
Which act was intended to curb common work stoppages, strikes, and general labor conflict?
Wagner Act
What is a psychological contract in the workplace?
The hidden expectations and promises between an employer and employee
Which type of compensation can developmental opportunities be considered?
Nonfinancial compensation
What is a disadvantage of a pay-for-performance plan?
It could promote unintended consequences.
What are two reasons why companies offer employee benefits?
Choose 2 answers
To provide employees work-life balance
To boost employee satisfaction
Which type of a benefit are domestic partner benefits?
Optional
What is the goal of an organization that offers the benefits of a wellness program, flextime, and personal days?
To decrease employee absenteeism
What is the goal of an organization that offers an on-site day care for children and elderly people?
To decrease employee stress
What is the result of people being committed to, involved with, enthusiastic, and passionate about their work?
Employee engagement
Which action enhances employee engagement?
Allowing employees to use their talents
What is affective commitment?
Having a positive emotional attachment to the organization and strong identification with its values and goals
What is an example of voluntary turnover?
An employee leaves for a higher paying job.
What are two potential costs of voluntary turnover?
It leads to having to train a replacement worker.
It disrupts teamwork.
What are two retention strategies for reducing voluntary turnover?
Choose 2 answers
Quality leadership
Flexible Work
Which factor may increase a company’s voluntary turnover?
Good economic environment
What is the difference between replacement planning and succession management?
Narrow identification of specific back up candidates versus building feeder groups up and down the leadership pipeline
What is an example of workforce redeployment?
An IT firm assigning a Java IT expert to a new client requesting a Java IT engineer
What does Policies do?
They are “what we do”
What are mandatory benefits?
By law they are offered from the employer.
ex. Worker’s Compensation, COBRA, Social Security
Vietnam Era Veterans Readjustment Assistance Act of 1978
Prohibits discrimination against veterans that are returning back from deployment, including Vietnam era, disabled, and active duty.
What are Procedures?
They are “how we do it”
Explain why employee handbooks protect both the employer and employee?
Documents all the Human Resource Management (HRM) policies and procedures.
Employees can become familiar with their rights and what the policies and procedures are.
What are some uses and outcomes to Job Analysis?
Job Description, Person Specification, Selecting Applicants, and Develop performance evaluation tools.
What is Job Analysis?
The systematic process of gathering and interpreting information about the essential duties, tasks, and responsibilities of a job.
It also gathers information about the context within which the job in performed.
Employee performance goals and results should be tied to organizational strategies, values, and objectives, AND based on what?
Job Analysis
What are 4 benefits of setting goals with employees?
- Focus attention on objectives
- Increase efforts to achieve objectives
- Persist in setbacks
- Develop strategies to deal with challenges and to reach goals.
What are the 4 progressive discipline steps?
- Counseling – makes employee aware
- Written Warning – outlines problem and gives expectation
- Suspension without pay
- Termination
What are 3 common performance management obstacles?
- Not communicating performance plan
- Lack of accountability from employee/employer
- Human Bias and errors
What is Job Design?
Used to fulfill needs for employees through motivations and job efficiency.
What does SMART stand for?
Specific
Measurable
Attainable
Results Focused
Time Bound
What are the 5 job characteristics from the Job Characteristics Model?
- Skill Variety
- Task Identity
- Task significance
- Autonomy
- Task Feedback
Job characteristic model is defined as…
The job characteristic model proposes that objective characteristic of the job leads to job satisfactions for employees.
What is Succession Management and Planning?
Process of identifying and developing new leaders who can replace old leaders when they retire or move to another position.
Succession Planning is to develop an internal candidate to fill a key position.
What is Action Planning?
Developing actions to address gaps of labor and supply demands. They should match with the organizational philosophy, values, mission through recruiting/retention, compensation, succession management, and training/development needs.
What is forecasting?
Forecasting labor demand and expected supply to identify shortages and surplus.
Identify short and long term goals.
What is Human Resource Planning?
Aligns organizational talent to effectively and efficiently accomplish the strategic goal.
What is Strategic Planning?
Company strategy, vision, mission, and values.
Influences the type, quality/quantity of skills and the employees needed.
What are the 4 Human Resource Planning Processes?
- Strategic Planning
- Human Resource Planning
- Forecasting
- Action Planning
Which 5 sources can performance information come from?
- Self
- Supervisor
- Subordinates
- Internal/External Customers
- Co-workers
How is feedback and goal accomplishment related?
Feedback assists with goal accomplishment.
Behaviors contribute or detract to/from goals.
Feedback can also help alter employee behavior.
Name 3 reasons why performance management is important?
- Aligns organizational goals with team and individual goals.
- Gives employees clear goals and feedback.
- Generates useful data.
What are the types of Job Design?
Job Rotation – moves through variety of jobs.
Job Enlargement – horizontal expansion.
Cross Training – learn new skills to do multiple jobs.
Job Enrichment – vertical job expansion
What is the goal for Affirmative Action?
Issued by President Johnson in the EO 11246, the following classes are protected:
African Americans, Native Americans, Hispanic Americans, Asian Americans, and Women.
EEO (Equal Employment Opportunity) came about from Affirmative Action.
What classes are protected?
Race, Color, Religion, National Origin, and Gender
What is inclusion?
When everyone feels respected and listened to, everyone contributes to his/hers fullest potential.
Why should you be concerned with diversity at work?
The better you are able to work with all types of people, the more effective you will be able to perform at work.
What are ethics?
Standards of behavior that tells us how human beings should act in a variety of situations in which they find themselves.
(aka moral values, community standards, standards set by profession)
Give an example of Utilitarian Ethical Standard.
Airline company cuts all employees pay without laying off.
“Which approach will produce most good and do the least harm?”
What do you ask of Fairness Ethical Standard?
“Which options treat people equally or proportionately?”
Give an example of Common Good Ethical Standard.
No illegal activity involved, make sure that rules are followed and people are respected. Everyone has compassion for one another.
“Which serves the community as a whole and not just the members of the organization?”
Give an example of Virtue Ethical Standard.
Values honesty, courage, compassion, and fairness.
“What kind of person will I become if I do this?
“Is my action consistent with me acting my best?”
Give an example of Rights Standard Ethics.
Choices about how to lead your own life and how to be treated.
“Which option best respects the rights of all the stakeholders?”
What are the 5 types of Ethical Standards?
- Utilitarian Standard – increase good done to reduce harm done
- Common Goods – respect, no illegal actions, ethical reasoning
- Virtue Standard – values honesty and taking the right action
- Rights Standard – protects/respects moral rights
- Fairness Standard – concerned with actions and moral standards
What is an ethical delimma?
They are situations that involve a choice between 2 options, neither of which would resolve the situation.
(aka moral delimma)
Provide 2 ways in which HRM can support corporate ethics?
- Hire employees that will act ethical.
- Create a reward program that reinforces ethical behavior.
Disparate Treatment is defined as…
a way to prove illegal employment discrimination was done on INTENTION.
Disparate/Adverse Impact is defined as…
UNINTENTIONAL discrimination against a group (happens by accident).
Genetic Information Non-Discrimination Act
Prohibits employers from discriminating against individuals based on genetic testers during the hiring, firing, and promotion process.
Uniformed Services Employment and Re-Deployment Rights Act (USERRA)
Ensures that soldiers returning from deployment still have a civilian job at the same company they were at prior to deployment.
Family Medical Leave Act (FMLA)
Requires leave and job return for personal and family medical reasons.
Ex. newborns, cancer, and surgery
Rehabilitation Act
Prohibits discrimination of qualified individuals with a disability.
Worker Adjustment and Retraining Notification Act (WARN)
Employers with 100+ employees MUST give a 60 days notice when closing down a plant or laying off 50+ employees.
Immigration Reform and Control Act
Employer must verify employment eligibility when 4 employees are working for the company.
Consolidated Omnibus Budget Reconciliation Act (COBRA)
Employers with 20+ employees in the prior year must offer continued health coverage after termination for limited time.
What is organizational culture?
The norms, values, and assumptions of organizational members, which governs how people behave in organizations. These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs.
What does HPWS stand for?
High Performance Work Systems.
Means that a majority of the employees are self-controlled and self-managed.
What are 4 broad types of organizational culture?
- Entrepreneurial – creativity, innovation, and risk taking.
- Bureaucratic – formal, emphasizes rules, and high standards.
- Consensual – loyal, tradition, promotes from w/in, and encourages one another.
- Competitive – high stress, lots of market superiority, and very competitive in the market
Explain how HRM reinforces different business strategies through culture?
HRM is responsible for formalizing expectations through goals and policies.
HRM also assures that values and behaviors reinforce the organizational culture.
HRM supports organizational change in what 3 ways?
- Creates Trust
- Manage resistant to change
- Align employee goals with new goals and organizational needs.
When an organization goes through a change, why is it important that trust is created?
It’s the most important thing to establish due to the uncertainty felt during the change effort.
One common stimulus to organizational change is…
Mergers or Acquisitions
When going through a merger/acquisition, what are 3 ways in which HRM can create a foundation for success?
- Identify reason for acquisition.
- Planning for managing the process.
- Plan to learn from the process.
What 3 areas are important for HRM to measure?
- Strategy
- Execution
- Financial Performance
EEOC stands for…
Equal Employment Opportunity Commission
EEOC considers the employer guilty of sexual harassment if…
The following occur:
- Didn’t take corrective action
- Allow non-employees to sexually harass employees.
Sexual Harassment can be classified into which 2 groups?
- Quid pro quo
- Hostile environment harassment
Affirmative Action refers to…
Proactive effort to eliminate discrimination and its past effects.
National Labor Relations Act
Prohibits retaliation against employees who want to unionize.
Fair Labor Standards Act
Established minimum wage and overtime rules.
Equal Pay Act
Prohibits wage discrimination on basis of sex.
Civil Rights Act of 1964
Prohibits employment discrimination based on the race, color, religion, sex and national origin of a person.
Age Discrimination Employment Act
Prevents discrimination on workers age 40+
American with Disability Act
Prohibits discrimination on employees/candidates with disabilities.
Pregnancy Discrimination Act of 1978
Prohibits discrimination against the basis of pregnancy.
Labor Relations Management takes 1 out of the 3 following strategies:
- Compliance Strategy
- Collaboration Strategy
- Avoidance Strategy
Compliance Strategy is…
Relying heavy on labor laws to be enforced.
ex. Federal agencies and private sectors
Collaboration Strategy is…
Relying on labor relations to pursue an interest based on the approach to problem solve.
Avoidance Strategy is…
When management engages in a lawful/unlawful effort to prevent a union from forming.
How do unions affect staffing?
Unionsare based on seniority.
How do unions affect performance management?
When terminated/disciplined, an employee has the right to have the union represent him.
(aka Weingarten Rights)
How do unions affect compensations and benefits?
Unions negotiate pay and benefits for all members.
How do unions affect training and development?
Increased training cost due to union demands and higher standards. Most unions perform their own training.
National Labor Relations Act of 1935
Guarantees rights for non-managerial employees that are engaged in the interstate commerce to join unions and bargain collectively.
Railway Labor Act
Governs employment relations for airlines and railroads.
Taft-Harly Act
Amended the Wagner Act to clarify what are considered unfair labor practices by unions and employees.
Landrum-Griffin Act
Outlines in the Bills of Rights for Union Members and established procedures for union elections, discipline, and financial reporting.
A psychological contracts is an unwritten set of…
expectations.
Staffing
Process of planning, acquiring, deploying, and retaining employees.
Performance Management
Aligning individual goals and behaviors with organizational goals and strategies; evaluating performance.
Training and Development
Developing employee capabilities through formal and informal activities.
Rewards and Benefits
Compensation and benefits; Total Rewards, direct financial compensations, indirect, and non-financial.
Employee Management Relations
Determines employment rights of both employee and employer.
Health and Safety
Involves wellness, fire/flood safety
Why is HRM critical to the organization?
Creates the system that acquires, motivates, manages, and retains the talent that determines organizational success.
Regarding the laws and regulations, what is the primary concern for HRM?
Failure to follow laws and regulations can become costly for the organization and be detrimental to the reputation and future business success.
What is HRM responsible for?
People related issues as well as employment related legal compliance.
What 2 broad areas does HRM manage?
- People related issues
- Employment related legal compliance
HRM adds value and impacts organizational performance in what 2 ways?
- Improving efficiency
- Contributing to revenue growth
HR is responsible for bringing valuable employees to the organization that are aligned to meet…
- The organizations philosophy
- Meet business strategy needs
- Contributes to revenue growth
There are 4 types of Risk, what are they?
- Strategic Risk
- Operational Risk
- Financial Risk
- Compliance Risk
What is Strategic Risk?
Initiatives in talent strategy, culture, ethics, investments, and implement change.
What is Operational Risk?
Effects the speed and effectiveness of talent acquisition, develop employee skills, and identifies top performers.
What is Financial Risk?
Effects workforce costs, compensation, benefits, turnover, overtime, and lost production.
What is Compliance Risk?
Every decisions can effect the business!!! Diversity, health and safety, unions, whistle blowers, and harassment.
Explain what is meant by “Culture of Safety”?
Set of shared safety attitudes, beliefs, and practices that shape employee safety behavior.
What are some ways that employers can benefit from wellness programs?
Increase company performance through employee performance, higher morale.
Reduce injuries and absenteeism.
What is a potential consequence when incentives and safety are associated?
Immediate changes now may not carry over for future life changes.
Unfair rewards for smoking cessation.
Wellness programs don’t always reduce insurance premiums.
What is the primary goal of the Occupational Safety and Health Administration?
To correct hazards and maintaining compliance rather than issuing citations or collecting fines.
Give some examples of Functional Stress
Manageable stress.
Stress that generates positive emotions.
“Good” Stress.
A challenging Project.
Give some examples of Dysfunctional Stress
Overload of Stress.
Under/over aroused stemming from too few/many demands for too long.
Related to withdrawal and turnover.
Increase employee use of healthcare and disability benefits.
Describe 4 stress management coping skills.
- Allow employees to have better control over their work.
- Encourage a positive work culture.
- Create open communication between employee and employer.
- Let employees participate in the decision making process.
What are 2 types of lateral bullying behavior?
- Gossiping.
- Purposely Ignoring co-workers.
List 2 types of vertical bullying behaviors.
- Supervisor verbal abuse.
- Holding different standards among team.
Some types of direct financial compensation include…
Wages, Salary, Commission, Bonuses, and Incentive Pay.
Some types of Non-financial compensation include…
Flexible work schedule, free meals, development opportunities, and casual dress code.
What are some types of indirect financial compensation?
Vacation time and health insurance.
What does it mean to pay for performance?
To reward employees based on specific measures of their performance.
What does this equate to:
Efforts + Job Performance + Rewards =
Increased employee motivation.
What are 3 advantages to pay for performance?
- Recognize and reward for high performance.
- Increase the likelihood of achieving corporate goals.
- Improves productivity.
What are 2 disadvantages with pay for performance?
- Employers get what they are rewarded for.
- Unintended consequences.
Why do employers off benefits?
To attract and retain employees and to compensate for offering lower pay their competitors.
What are customary benefits?
They are commonly offered but are viewed as an entitlement from the employer.
ex. Health Insurance and Retirement Plan
What are Optional benefits?
Are things like free food, flexible schedule, exercise benefits, these are at the discretion of the organization.
What are some examples of Retention?
Ability to present work/life balance.
Excellent career advancement opportunities
Good relationship with supervisor.
What are some examples of Engagement?
Improved skills and capabilities over the past year.
Organizations reputation in the community.
Management interested in employee well-being.
Organization quickly resolves customer issues.
What are some examples of Attraction?
Competitive base pay.
Flexible schedule.
Competitive health benefits.
What is employee engagement?
Commitment, enthusiasm, and passion for the job and organization.
What is employee retention?
Reduces voluntary turnover to improve organization effectiveness and efficiency.
What is effective commitment?
Emotional attachment and strong identity to organizational goals, values, and beliefs.
ex. “I want to stay”
What is normative commitment?
Obliged to stick around for ethical reasons.
ex. “I should stay”
What is continuance commitment?
Feeling they have to stay, leaving the organization would be a financial strain.
ex. “I have to stay”
Voluntary Turnover is…
when the employee chooses to separate.
Involuntary Turnover is…
when the EMPLOYER chooses to layoff/fire.
Avoidable Turnover is…
when the employer could have prevented by addressing the cause of the turnover.
Inavoidable Turnover is…
could NOT be prevented.
ex. resignation and illness
Functional Turnover is…
when a poor performer departs from the organization.
Dysfunctional Turnover is…
when a high performer departs from the organization.
Why would it cost more to lose an employee?
It costs more to lose a high performing employee in terms of productivity.
What factor is known to have a positive influence on retention?
Understanding why an employee leaves can improve retention efforts.
What is replacement planning?
It identifies specific back-up candidate for specific key positions.
ex. V.P.’s and Directors.
What is Succession Management?
An ongoing process identifying, assessing, and developing organizational leadership to enhance performance.
Why is it beneficial for organizations to adopt succession management?
It helps to assure that at least one internal candidate is able to quickly assume a key position should it become vacant.
What does it mean to be an “employer at will”?
Employment relationship between both parties can terminate for any reason, time, or for no reason at all.
What are some tactile learning examples?
Learn by touching
Learning through manipulating objects
What are some auditory learning examples?
Audio books
Listening to lectures
What are some visual learning examples?
Learn by seeing
Watching videos and live lectures
What is an example of kinesthetic learning?
Practicing multiple times first
Learn by doing
What are the 5 steps to effective training?
- Conduct needs assessment
- Develop learning objectives
- Design a training program
- Implement the training
- Evaluate the training
What are the 5 learning preferences?
- Discovery – exploring through activities
- Experiential – hands on approach
- Observational – preference for demonstrations
- Structured – taking notes
- Group – work with others while learning
Psychomotor learning objective is….
To build a physical skill .
Affective learning objective is…
To change ones attitude.
Cognitive learning objective is…
To increase in some type of knowledge.
What are the 4 Kirkpatrick Training Evaluation Models?
- Reaction – to what degree participant react favorable to the learning event
- Learning – To what degree participants acquire the information.
- Behavior – To what degree participants apply what they have learned.
- Results – To what degree targeted outcomes occur, as a result of the learning event.
Sourcing is…
learning who is likely interested in your organization and identify how to reach them.
Recruiting is…
set of practices and decision that affect the type of candidates willing to apply for a job.
What is Internal recruiting?
locating an candidate internally.
What is external recruiting?
targeting candidates outside of the organization.
List 3 recruiting sources
- Succession Management
- Internal Job Postings
- Talent Inventories
What does it mean by person-organization fit?
There is a fit between the individuals values, attitudes, and personality with the organizations values, norms, and culture.
Behavioral Interview is…
using information about what the applicant has done in the past to predict future behaviors.
Situational Interview is…
asking how the candidate might react to hypothetical situations.
Unstructured Interview is…
asking various questions across the interview and there are no standards for evaluating the answers.
Case interview is…
when a candidate is given a business situation, challenge, or problem and asked to present a well thought out solution.
Structured interview is…
using consistent, job-related questions with predetermined scoring keys.
Distributive fairness perception is…
perceived as fairness of the outcomes received.
Procedural fairness perception is…
perceived fairness of the policies and procedures use to determine the outcome.
Interactional fairness perception is…
the degree of respect and quality of interpersonal treatment received during the decision making process.