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77 Cards in this Set
- Front
- Back
4 stages in organizational/business perspective life cycle
-name -adjectives for each one |
ECFE
1.entrepreneurial -acquire employees, develop HR plans 2.communal -clear communication, building loyalty 3.formalization -standardized practiced, continual improvement 4.elaboration -adaptation of practices, trying new methods |
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4 key organizational/stakeholder's perspective
-name 4 -point of this |
ECOS
1.employees 2.customers 3.owners 4.society -point is the enrich the lives of all of these |
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the 4 chains to success
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1. HR mgmt =>
2. happy employees => 3. happy customers => 4. financial success => more resources to put back into HR mgmt (1.) |
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core functions of HR dept (6)
-name and ex of each -what is the emphasis on? |
WDCLSH (What Does Core Strengths Handle?)
1.workforce planning-recruiting 2.development-training 3.compensation/benefits 4.labor relations-unions 5.strategic planning-coordination with other functions 6.health and safety-violence -move towards STRATEGIC planning vs. labor relations |
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4 expert HR roles
-draw box w axes -name and define -ex of jobs |
FEHS (Functional Experts Hurt Some)
1. Functional expert- ST/process -job interviewing 2.Employee Advocate-ST/people -grievances, harrassments -look at the interests of employees when making decisions 3. Human Capital Developer-LT/people -productivity improvement: employees build and maintain cutting-edge skills 4.Strategic partner-LT/process -managing change -working with top-level managers to make employees are organized in a way that supports company objectives |
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3 HR competencies
-name -what type of diagram relates to this concept? |
1.knowledge of business
2.HR practices 3.Change management -venn diagram |
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4 trends on HR
-name category -give specifics |
1. Age: labor force getting OLDER
2. Education: required COLLEGE DEGREES 3. employment opp.: shift to SERVICE vs. products 4. labor force trends: WOMEN and HISPANICS increase |
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what is the analysis that is critical to the INFO GATHERING of the strategy formulation process?
-name -example of each -draw box with axes |
SWOT analysis
for a company: threat- economic downturn, legal changes to int'l trade opportunity- technological advances, twitter weakness-lack of effective HR resources strength-effective management of ppl external T O internal W S bad good |
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3 steps in strategy formulation process
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1. info gathering
-SWOT analysis 2.analyze info and make decision 3. implement the decision -take action, make steps to complete task -assign responsibility |
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4 steps to making effective decisions
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BC PP
1.build collective intuition 2. stimulate Conflict 3. Maintain appropriate Pace 4. diffuse Politics |
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state 2 business strategies
-name -ex -basic idea -problem |
1. cost leadership strategy
-deliver basic good LESS expensive -ex./ SouthWest airlines -have control of expenses, to be able to set low prices -problem is few companies can be successful/have the lowest price in an industry; must have large amount of market share 2. differentiation strategy -unique products create value, so ppl are willing to pay higher price -ex./ Target -shop for value, not cost. -hard to find balance/not get much distance between price and value. |
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universalistic approach
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find the 'one best' way
goal is to identify methods of managing ppl that are effective for all organizations |
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contingency approach
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find the way that works best for your company, not necessarily every company
-is a certain competitive strategy |
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2 strategies within the universalistic approach
-name -define -which is more effective |
-control strategy: focus of practices is standardization and efficiency
-commitment strategy: focus of practices is to empower workers and build loyalty **more effective |
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2 strategies within the contingency approach
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1. cost strategy-efficiency culture with clear tasks
2.differentiation-innovative culture with flexible tasks |
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internal and external labor orientation
-focus of each -basic concept -ex. of each |
1. internal-hire for LT, invest in training, commitment encouraged (ex./ sales position)
2.external-hire for ST, require skills prior to hire, commitment avoided, no feeling of attachment to company (ex./ computer software company) |
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4 common HR strategies
-name -draw graph with axes -ex. |
labor orientation
External BL FA Internal LS CE cost leadership / differentiation strategic direction 1.loyal soldier: UPS 2.commited expert: Merck 3.free lance: movie producer 4.bargain laborer: mcdonalds |
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commitment strategy examples
-practice area connected with example |
TETTCCS
1.tasks-meaningful, variety 2.empowerment-ask for opinion,strong self-confidence 3.teams-self-mgmt within teams 4.training-formal training programs, multiple job skills 5.communication- 2 way channels, satisfaction surveys 6.compensation-performance-based 7.staffing-LT relationships |
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Contingency approach
1.competitive link (2 strategies) 2.labor orientation (2 strategies) |
1.competitive link
A.COST strategy-think generalistic, efficiency, rules and procedures B.DIFFERENTIATION-think innovation, flexibility, specific skills, individual contribution 2.labor orientation (2 strategies) A.INTERNAL-hire early,ongoing training, loyalty encouraged B. EXTERNAL-hire experience,little training, motivated by $$ |
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LOYAL SOLDIER
-labor orientation -strategic direction -ST/LT -fit culture/performance -training -compensation -retention |
-labor orientation:internal/make talent
-strategic direction: cost efficiency HR strategy -ST/LT: LT -fit culture/performance: fit culture -training: extensive, on-going, in multiple areas -compensation: benefits, LT incentives -retention encouraged |
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COMMITTED EXPERT
-labor orientation -strategic direction -ST/LT -fit culture/performance -training -compensation -retention |
-labor orientation: internal/make talent
-strategic direction: differentiation HR strategy -ST/LT: LT -fit culture/performance: both culture fit and specifics skills -training: LT that develops expertise -compensation: LT high salary with benefits -retention: very encouraged |
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FREE AGENT
-labor orientation -strategic direction -ST/LT -fit culture/performance -training -compensation -retention |
-labor orientation: external/buy talent
-strategic direction: differentiation HR strategy -ST/LT: ST -fit culture/performance: hire based on specific skills, culture is not important here -training: little to none -compensation: no benefits, ST incentives -retention: discouraged |
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BARGAIN LABORER
-labor orientation -strategic direction -ST/LT -fit culture/performance -training -compensation -retention |
-labor orientation: external/buy talent
-strategic direction: cost efficiency -ST/LT: ST -fit culture/performance: performance of simple small tasks -training: on-the-job training of basic procedures -compensation: low hourly, hire those who do not require high wages -retention: doesn't matter. |
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title 7 of the CRA of 1964
-what 5 classes does it protect? -company # of minimum employees |
NGCRR
national origin gender color race religion ->15 employees |
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3 defense to Title VII
-what type of legal cases are these used for/who uses them -name -example |
-ADVERSE IMPACT/ burden on company defendant
1.business necessity ex./ woman not hired as a sex offender guard, because it puts her and others at risk. 2.validity ex./employer requires math test. some races will do better than others-not discrimination. 3.bona fide occupational qualification (BFOQ) ex./ men cannot work as a hooter's waitress, but that is a part of their entertainment culture. |
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2 types of legal cases
-name -define -who has burden |
1. disparate treatment
-ouright, people are not treated the same. -burden on plaintiff 2. adverse impact -people are treated the same, but end result is biased. -burden to prove NOT biased on company/defendant. |
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disparate treatment case
-burden on? -4 things ______ must prove |
disparate treatment
-burden on PLAINTIFF -plaintiff proves 1.belongs to protected class 2. applied & was qualified for job 3.was rejected 4.job remains open |
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4/5ths rule
-what is it -who does it apply to -# example |
-part of adverse impact saying that company must not have too many of one class
-applies to race, sex, or ethnic group - If 50 of 100 are white => 40 of same 100 are NOT (bc 40 is 4/5ths of 50) |
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civil right act of '91
-added what 2 things |
1.punitive damages: punish companies financially
ex./ court awards woman 2.2m bc company failed to train and discipline their employees on sexual harassment 2. made 'subgroup norming tests' illegal |
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quid pro quo
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'something for something'
-most common in sexual harassment ex./ do sexual favors, get a promotion |
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are COMPANIES liable for the actions of their employees in regards to hostile work environment cases?
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YES!!
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guidelines to avoid sexual harassment (3)
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1. clearly define and communicate rules of what is sexual harassment; widespread.
2. inform employees how to make an EEOC claim 3. implement grievance policies sensitive to interests of employees |
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ADEA
-name -define -covers which legal case(s) -exceptions? |
ADEA: age discrimination employment act
-protects persons over 40, from companies with over 20 employees -protects both legal cases, AND hostile work environment -exception to require early retirement to police officers, fire fighters |
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Americans with Disabilities Act
-3 levels of impairment -companies must provide _____ ...unless ____ ______. |
1.people with impairment-i have a back injury
2. records of impairment-i had a back injury 3. regarded as impaired-looks like i have a back injury -companies provide REASONABLE ACCOMODATION unless UNDUE HARDSHIP |
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Executive Order 11246
-what is it -whats it entail (3 steps) -"implies __ not ___" |
NOT A LAW (signed by P)
1.utilization analysis 2.goals and timetables 3.good faith effort implies PREFERENCE not protection. |
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4 areas of occupational safety
name |
CEWM (could every workout matter?)
1. hazardous chemicals 2.emergency plans 3. workspace layout 4.medical 1st aid |
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workers comp
-does every company need to buy it? -3 benefits -no fault means? -exclusive means? |
-EVERY company, YES!
-1.pays injured doctor's bills 2.replacement income 3. if death, supports family with $ -no fault means will be used regardless of fault (even if own worker's fault) -exclusive means worker can't sue company for more money |
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3 type of work tasks interdependences
-name -define -ex |
PRS
1.pooled-L -track relay team (hand completed job off to another, not much team performance needed) 2.sequential-M -assembly line of parts (cannot complete next part w/o previous one) 3.reciprocal-H (working side by side, high levels of team cooperation) |
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autonomy and interdependence links to HR strategy
-define -draw parabola |
LOYAL SOLDIER/BARGAIN LABORER:
-differentiation -focus on efficiency -low autonomy -sequential processing COMMITTED EXPERT/FREE AGENT: -differentiation -focus on innovation -high autonomy -reciprocal processing Think of 2 parabola graph: performance on Y/ L M H interdepdence on X ... routine on bottom, creative on top |
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difference between JOB DESCRIPTION and JOB SPECIFICATIONS
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description-focuses on job duties (ex./ grade math papers)
specification-characteristics of person needed (ex./ attention to detail) KSAs KSA=knowledge skills abilities |
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4 approaches to job design
-name approach -one main word -describe -HR strategy |
1.mechanistic (taylorism)
-EFFICIENCY, simple task -LS, BL 2.motivational -MEANINGFULNESS, creativity -CE, FA 3.perceptual DECREASE ERROR -LS, BL 4.biologic-ERGONOMICS -balance btwn LS and BS with physical effort needs |
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recruitment sourcing
-2 types -2 pros of each |
1.INTERNAL-hire inside firm
-motivation increases -stability of culture/company 2.EXTERNAL-hire outside firm -generate new perspectives -allows for rapid change |
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recruitment messaging
-2 types -internal or external source of applicants -pro/con of each -HR strategy link |
1. REALISTIC
-internal +employee retention, bc develops expectations that CAN be met -say good and BAD, which can turn good ppl away -LOYAL SOLDIER, COMMITTED EXPERT 2. IDEALISTIC -external +attract more people -CANNOT meet expectations usually -BARGAIN LABORER, FREE AGENT |
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recruitment centralization/decentralization
-define each -pro/con of each |
CENTRALIZED
def: HR dept. does all hiring for company +cost savings -distance between recruits and ppl they actually work with DECENTRALIZED def: each dept. hires their own employees + sense of ownership of new employees -$$$ |
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batch vs flow recruiting
-define each -when should you use each |
FLOW RECRUITING
def: on-going hiring process, even in position isn't available yet +forecasting approach +recruit top employees BATCH RECRUITING def: hire in groups (ex./ college graduates only available at end of semester -use when training or processes require groups |
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HR planning process
-define -4 actions -2 resources to implement actions |
process of forecasting employment needs
1.assess current 2.predict future needs 3.plan internal movement 4.predict external hiring needs -look at statistical models -use past trends -assess employee skills |
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3 types of ppl looking for work
-what 3 things so you needs to undesrstand about these ppl? |
1. ppl entering workforce 1st time
2. ppl layed off, looking for work 3. ppl that have a job, but are looking for another one. -needs, goals, behaviors |
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1. ppl entering workforce for the 1st time
-2 steps in this type of job search -broad or targeted hiring? -what does this mean? |
1. applicants see what opening exist, qualifications necessary..
2. finding out specific details about particular job. -broad hiring externally -so companies need to set positives messages to influence **behaviors** |
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2. currently unemployed workers
-whats typical of these ppl -how should companies approach these ppl |
1. depressed, increased stress of marital and family life
2. company action plan should be SOCIAL SUPPORT. go out and seek these employees; re-instill self-worth and confidence |
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3. workers currently employed, but searching for new job.
-whats typical of these ppl -how should companies approach these ppl |
1. dissatisfied with job salary and/or company direction.
2.minimize hassle of changing jobs, talent wars (steal employees from other companies- think promotion here!) |
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4 main traits that make an org. attractive
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GENERAL CHARACTERISTICS
(F,C,T,R-fire crotch to rescue) -familiarity/reputation -compensation -traits -recruiting:organizational traits FIT (ASC-american sluts club) -achievement: pay based on performance -self-confidence -conscientious:outcome-oriented |
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broad vs. targeted skill scope
-define each -application acceptance quantity? -link to HR strategy |
broad=desire many KSAs, accept large # applications
target=desire few, certain KSA, accept few application BL=broad LS=broad CE=target FA=target |
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recruiting sources
-list 6 -define -name pros/cons |
R,E,P,P,E,C
1.EMPLOYEE REFERRAL *very common! +inexpensive +quick +retention higher 2.ELECTRONIC ADVERTISING +cheap +wide audience www.monster.com 3.PRINT ADVERTISING -decreasing due to web use trends +specialize in trade journals 4.JOB POSTING *internal recruiting method (i.e. email, bulletin board) *includes duties and qualifications +good for Committed Expert 5.EMPLOYMENT AGENCY *2 types, public and private 6.CAMPUS RECRUIT *good for loyal soldier and bargain laborer *good for batch recruit +relationships establishment |
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4 pros of employee referrals
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1.inexpensive
2. quick 3. better employees=> less likely to leave 4. more committed bc their friend referred them, sense of obligation. |
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job posting is common for (internal , external) hiring
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INTERNAL HIRING
via emails, company's private website, bulletin board |
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4 measures to evaluate recruiting effectiveness
-name -describe each -which is best way? |
1.cost- expenses i.e. travel
*BEST WAY 2.time-length of open position 3.quality-turnover, performance *also GOOD WAY 4.quantity (yield)-# of applicants (not important measure) |
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combining measures to evaluate recruit effectivesness
2 equations |
TC/#of qualified applications recieved
TC/#hired |
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job-based fit VS org. based fit
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job-based fit
-focus on skills -how abilities/interests align with job tasks *free agent *bargain laborer org. based fit -focus on personality -fit with company culture *loyal soldier *committed expert=both |
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potential VS achievement
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potential
-based on future/development -HR strategies: BL, LS, CE achievement -based on past track record -HR strategies: FA |
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5 concepts to evaluate selection method
-name -adjective to define |
1.acceptability- REACTION
2.reliability-CONSISTENT 3.validity-JOB-BASED PERFORMANCE 4.utility-COST-EFFECTIVE 5.legal/fairness |
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4 ways to judge reliability
-name -good correlation |
consistency....
1.over time 2.over test parts (test, re-test method) 3.over forms of tests 4.over ppl judgements (i.e. competitions) (correlation=>.5) -good correlation is >.85 |
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1.acceptability- REACTION
2.reliability-CONSISTENT 3.validity-JOB-BASED PERFORMANCE 4.utility-COST-EFFECTIVE ^these rely on what statistical measure -what is good/bad |
CORRELATION COEFFICIENT
.85-1.0=good alignment 0=no correlation |
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2 ways to test validity
-name -what is good correlation here |
1. test new hires, wait to see if performance correlates
2. test current employee, see if correlate with past performance .25-.40 = moderate |
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1. utility equation
2.complete phrase. As validity increases, utility ________. As cost of test increases, utility ______ As number of people hired increases, utility______ As the value of performance deviation increases, utility______. |
1.(Quantity*Quality) - cost
-As validity increases, utility increases -As cost of test increases, utility decreases -As number of people hired increases, utility increases -As the value of performance deviation increases, utility increases |
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3 reasons ppl react negatively to selection method
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1.Invades Privacy
2.Lack of Perceived Link Between Practice and Job Duties 3.Lack of Confidence that the Practice yields results that can be interpreted accurately |
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7 types of selection methods
-name |
CPS PDIW
1.cognitive ability *most consistent test 2.personality 3.situational judgement 4.physical ability test 5.drug 6.integrity 7.work sample (internship) |
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personality test
-name 5 traits -describe each |
ACEEE
1.agreeableness -trusting, sympathetic 2.conscientiousness -organized, goal-driven 3.extraversion -not shy, sociable 4.emotional stability -confident, content 5.openness to Experience -imaginative, inventive |
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common selection methods for each HR strategy
-loyal soldier (5) -committed expert (4) -free agent (4) -bargain laborer (5) |
-loyal soldier (5)
1.drug test* 2.personality 3.resume/application 4.cognitive 5.interview -committed expert (4) 1.personality 2.interview 3.references/assessment centers 4.resume -free agent (3) 1.work sample 2.interview 3.reference -bargain laborer (5) 1.resume/application 2.cognitive ability 3.integrity* 4.interview 5.work sample |
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3 ways to combine assessment scores
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1.weighted total
2.multiple cutoffs -pass each one with a minimum 3.multiple hurdles -pass one to move on |
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functional and dysfunctional retention and turnover
-draw graph |
X axis=employee contribution (high low perform)
Y axis=employee choice (quit stay) |
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3 types of turnover
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1.voluntary
2.involuntary 3.dyfsunctional- this is the most disruptive for a company. |
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practices that reduce turnover (5)
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SSSEE (some socialization shows excellent endings)
1. assess employee satisfaction 2.socializing new employees 3.showing care and concern 4.employee selection 5. embeddedness (at work, in community) |
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are layoffs related to job performance?
what is downsizing? |
NO
-reducing workforce permantently |
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4 steps to dismiss employees
-biggest problem -reason behind due process |
1.verbal warning
2.written warning 3.suspension 4.discharge. -problem is managers avoid conflict. -reason behind due process is to give the employee a chance to correct misbehavior. |
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2 legal issues with reference checking
-state 2, give ex. -what are firm's doing today? |
1.defamation of character: when calling another company, tha company says sally was lazy. that's hard to prove.
2.negligent hiring: company bares responsible for NOT doing background check. common with sexual harassment cases. TODAY: 3rd party reference companies |
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alternatives to firing employees (5)
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PERRFS
1. Part time, job sharing 2. early retirement 3.reduction of OT 4.retention of contracted work 5.freezing new hires |
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5 guidelines when dismissing employee
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1.Direct.
2.Brief. 3.Listen to employee. 4.Summarize meeting in writing. 5. Security nearby. |