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100 Cards in this Set

  • Front
  • Back

2 ways of determining organizational success

1. Success at various stages of the life cycle
2. Success from the stakeholder viewpoint

4 Organizational life cycle stages

1. Entrepreneurial Stage
2. Communal Stage
3. Formalization Stage
4. Elaboration Stage

Entrepreneurial Stage

Goal: survival and growth
Need to hire and maintain employees
Emphasis on creating plans for measuring performance and deciding pay

Communal Stage

Goal: develop identity and overcome conflict
Need to develop clear communication channels
Emphasis on building strong loyalty among customers

Formalization Stage

Goal: efficient production
Need to create formalized practices for hiring, training, and compensating
Emphasis on new ways of organizing work tasks

Elaboration Stage

Goal: adaptation and renewal
Need to alter practices to meet changing demands
Emphasis on new ways of organizing work tasks

Who are the stakeholders that organizational success is determined by?

Employees: need pay, safe work environment, etc.
Customers: need good products for cheap
Owners (shareholders): need a return on their investment
Society: environmental practices, charities they support, jobs they form, and other social and political concerns

4 steps of the chain (circle) of success

1. Human Resource Management (leads to)
2. Effective Employees (leads to)
3. Customer Service (leads to)
4. Financial Performance
*Strong financial performance allows for improved human resource management

1. Human Resource Management

Acquiring employees


Maximizing performance
Meeting employee needs

2. Effective Employees

Happy
Skilled
Long-term

3. Customer Service

Strong relationships
Repeat business

4. Financial Performance

Survival and growth
Higher profitability

Human Resource Roles

Strategic Partner (long term, involved with processes)
Human Capital Developer (long term, involved with people)
Functional Expert (short term, involved with processes)
Employee advocate (short term, involved with people)

Strategic Partner

long-term, involved with processes
Concerned with providing inputs that help an organization put its competitive strategy into action

Human Capital Developer

long-term, focused on people
Concerned with facilitating learning and skill development

Functional Expert

short-term, focused on processes
Concerned with providing technical expertise related to functions such as hiring, training, and compensating employees

Employee Advocate

short-term, focused on people
Concerned with looking out for the interests of employees and ensuring that they are treated fairly

Workforce Diversity Trends

Increasing diversity, particularly in more older workers, women, and members of minorities

Older Employees

Value benefits more
Often more skilled and have more expertise

What fields is job growth expected in?

Health care
Education
Human Resource Management-Service Sector

Globalization's effect on Human Resource

It will require human resource departments to create processes that effectively manage people working in various foreign countries

5 protected characteristics

race, color, national origin, religion, and gender

What does research show about 5 protected characteristics?

They don't affect performance

Four-Fifths Rules

Evidence of adverse impact that occurs when the hiring rate of one group is less than 80% of the hiring rate of another group

Impact Ratio (hiring rate)

(number of people in a group that are hired)/
(number of people in a group that applied)

Harassment (in the workplace)

Improper actions or words of coworkers that cause an employee to feel persistently annoyed or alarmed

Sexual Harassment (in the workplace)

Improper words or actions that are sexual in nature or that are directed towards workers of a particular sex or sexual orientation

Sexual Harassment Guidelines `

-Define harassment and affirmatively express company disapproval of harassing actions
-Clearly define the sanctions and penalties for violation of the harassment policy
-Inform employees of their legal rights, including how to make an EEOC claim
-Establish a grievance procedure that is sensitive to the rights of all parties
-Widely communicate the plan and rapidly investigate and resolve complaints

2 types of sexual harassment

Quid pro quo
Hostile environment

Title VII of Civil Rights act of 1964

Provides protection based on:
race, color, national origin, religion, sex

Title VII protects against what 3 behaviors?

1. Disparate treatment
2. Adverse impact
3. Harassment

Disparate Treatment

Obvious discrimination (ex: asking certain people certain questions)

Adverse Impact

Treat all parties the same, but there is a different result in hiring

Civil Rights of 1991

Amendment to Title VII
Burden of proof shifted to the companies accused of adverse impact discrimination, as opposed to a single plaintiff
Allows for punitive damage compensation along with compensation for actual damages
Allows for a jury trial, not just a single judge
Makes race-norming illegal

Race-Norming

Evaluating scores based on the scores of others of the same race, rather than the scores of everyone

Age Discrimination in Employment Act

Provides protection to older workers
Applies to everyone over 40
Applies to employers with 20 or more employees
Protects people from several types of discrimination, including: disparate treatment, adverse impact, and hostile environment discrimination

Americans with Disabilities Act

Protection agains those who are physically (loss of arm or leg, blindness, chronic illness such as cancer or diabetes) or mentally disabled (depression, learning disorders, phobias)

Equal Pay Act

1963
Addresses the issues of pay differences between men and women
Unlike many other laws, this act only applies to gender
Illegal to pay men and women different wages if they are doing equal work

Equal work

tasks that require equal skill, effort, and responsibility and that are performed under similar working conditions

3 conditions that allow males and females to be paid differently

1. Seniority/tenure
2. Performance
3. Piece-rate system

Piece-rate pay system

pay employees based on each unit of work they complete

Family and Medical Leave Act

1993
An employee may request an (unpaid) leave of absence for up to 12 weeks if:
-unable to work because of a serious health condition
-Immediate (parent, child, spouse) family member has a serious health condition
-Need to care for newborn child
-Need to care for a child that was just adopted

What companies must follow FMLA:

if they have 50 or more employees that live within 75 miles of the workplace

How many months must an employee have worked somewhere to qualify for the FMLA?

12 months

Executive Order 11246

Protection based on race and sex
Any organization that does business with the Federal government must have an affirmative action plan

Affirmative Action

Goes beyond equal opportunity and gives preferential treatment to members of groups that have been discriminated against in the past

Argument for Affirmative Action

Preferences are needed to correct past injustices and to provide disadvantaged groups with an opportunity to catch up with the rest of society

Argument against affirmative action

claim that preferential treatment is just reverse discrimination (discrimination against people who are not members of the groups receiving preferences)

What federal government contracts does affirmative action apply to?

Those that are $10,000 or greater

Occupational Safety and Health Act

Requires employers to keep records about safety practices and incidents
Keep track of all illnesses and injuries that occur at work
Conduct periodic inspections that make sure the workplace is safe (examine and test structures, machines, and materials to make sure things are operating properly and not placing employees in dangerous situations)
Employers must provide information and keep employees informed of protections and safety obligations

2 Approaches to HR Strategy

Universalistic
Contingent

Universalistic Approach to HR Strategy

Seeks to identify methods of managing people that are beneficial for all organizations
Control strategy and Commitment strategy

Control strategy

Close supervision
Strict work rules
Narrow job responsibilities
Little training

Commitment Strategy

empowerment
two-way communication
broad job responsibility
formal training
pay for performance
selective recruiting of skilled workers

Contingent Approach for HR Strategy

Bargain Laborer: External labor orientation, Cost leadership strategic direction
Free Agent: External labor orientation, Differentiation strategic direction
Loyal Soldier: Internal labor orientation, Cost leadership strategic direction
Committed Expert: Internal labor orientation, Differentiation strategic direction

Bargin Laborer

External labor orientation, cost leadership strategic direction
Emphasis on Efficiency
Pattern of Buying Talent

Loyal Soldier

Internal labor orientation, Cost leadership strategic direction
Emphasis on Efficiency
Pattern of making talent

Free Agent

External labor orientation, Differentiation strategic direction
Emphasis on distinctiveness
Pattern of buying talent

Committed Expert

Internal labor orientation and differentiation strategic direction
Emphasis on distinctiveness
Pattern of making talent

Job Descriptions

Describes WHAT is to be done
Focuses on DUTIES

Job Specifications

Describes KNOWLEDGE, SKILLS, and ABILITIES needed to perform the duties
Focuses on CHARACTERISTICS of people

Phases of Traditional Job Analysis

1. Getting Organized
2. Choosing Jobs
3. Reviewing Knowledge
4. Selecting Job Agents
5. Collecting Job Information
6. Creating a Job Description
7. Creating Job Specifications

Best way to collect job information

interviews, observation, AND questionnaires

Job Analysis Methods

Task Analysis Inventory
Critical Incidents Technique
PAQ (Position Analysis Questionnaire)

Task Analysis Inventory

Job agents rate the frequency and importance of tasks associated with a specific set of work duties

Critical Incidents Technique

Job agents identify instances of effective and ineffective behavior exhibited by people in a specific position

PAQ (position analysis questionnaire)

Uses structured questionnaire to learn about work activities

Job Design Approaches

Mechanistic
Motivational
Perceptual
Biological

Mechanistic Approach

Creating an efficient machine that transforms labor inputs into goods and services
**group tasks into skill sets
downfall: employees can easily become bored

Motivational Approach

Creating complex and challenging jobs that lead to intrinsic motivation, which results in enjoyment and creativity

5 core job characteristics that (in the motivational approach) we adjust, in order to improve employee output

1. Skill/task variety
2. Autonomy
3. Task identity
4. Significance
5. Feedback from the job

Perceptual Approach

Making information processing easy
Reduce mental demand
Reduce errors

Biological Approach

Reduce chance of discomfort and injury

2 key principles of work design

1. Differentiation: the assignment of similar tasks so employees can specialize in doing things well
2. Integration: the coordination of efforts of the employees

When differentiation and integration are aligned, it helps organizations increase productivity and improve customer satisfaction

Strategic Framework for Work Design:
Bargain Laborer and Loyal Soldier

Cost Differentiation Strategy
Design Objectives: efficiency, standardization, specialization
Design Features: low autonomy, sequential interdependence

Strategic Framework for Work Design:
Free Agent and Committed Expert

Differentiation HR Strategy
Design Objectives: Innovation, experimentation, broad responsibilities
Design Features: High autonomy, reciprocal interdependence

3 ways to help with the work-life balance

Flextime
Compressed work week
Telework

Flextime

Provides employees with freedom to decide when they will arrive and when they will leave work

Compressed work week

Enables employees to have full-time positions but work fewer than 5 days a week

Telework

Many organizations allow employees to work at locations other than company facilities

Strategic Framework for Employee Recruiting is based on:

Source of applicants AND broad or targeted skill scope

External Applicants

Use Idealistic Message

Internal Applicants

Use Realistic Message for New Hires

Broad Skill Scope

Numerous Applicants

Targeted Skill Scope

Limited Applicants

Steps for planning external hiring needs

1. Find the number of employees currently in the position
2. Subtract out the number of employees expected to quit and move internally to other jobs
3. Add in the number of employees expected to move internally into this job
4. This figure represents the number of employees internally available
5. Predicted future needs-number of employees internally available=external hiring needs

General characteristics that attract applicants to organizations

Familiarity
Compensation
Specific Organization/Job Traits
Recruiting Activities

Faamiliarity

Organizations with a strong brand image have an overall advantage when it comes to recruiting

Compensation

People like organizations that pay competitively

Specific organizational/job traits

Organization with a positive reputation
Innovativeness
Competence and successfulness

Positive recruiting activities

Meeting with others from the organization, flexibility, frequent contact

Negative recruiting actvities

Disorganized, rude, cheap, lack of follow-up

Recruitment Sources

Job posting
Employee referrals
Electronic recruiting
Employment agencies
Campus Recruiting

Job posting

Using company communication channels to communicate vacancies

Employee referrals

Employees get their friends and acquaintances to apply for positions

Electronic rectuiting

using electronic forms of communication such as internet and e-mail to recruit new employees

Public Employment Agencies

Government-sponsored agency to help people find jobs

Private Employment Agencies

a professional recruiting firm; pay a feel for help identifying recruits for specific job positions

Campus Recruiting

Working with specific colleges/universities to recruit graduating students

Common measures of effectiveness of recruiting

Cost: expenses incurred by recruiting
Time: length of time it takes to fill positions
Quantity: number of applicants and hires found by each source
Quality: extent to which sources provide qualified applicants