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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 |
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4 Organizational life cycle stages |
1. Entrepreneurial Stage |
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Entrepreneurial Stage |
Goal: survival and growth |
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Communal Stage |
Goal: develop identity and overcome conflict |
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Formalization Stage |
Goal: efficient production |
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Elaboration Stage |
Goal: adaptation and renewal |
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Who are the stakeholders that organizational success is determined by? |
Employees: need pay, safe work environment, etc. |
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4 steps of the chain (circle) of success |
1. Human Resource Management (leads to) |
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1. Human Resource Management |
Acquiring employees Maximizing performance |
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2. Effective Employees |
Happy |
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3. Customer Service |
Strong relationships |
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4. Financial Performance |
Survival and growth |
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Human Resource Roles |
Strategic Partner (long term, involved with processes) |
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Strategic Partner |
long-term, involved with processes |
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Human Capital Developer |
long-term, focused on people |
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Functional Expert |
short-term, focused on processes |
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Employee Advocate |
short-term, focused on people |
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Workforce Diversity Trends |
Increasing diversity, particularly in more older workers, women, and members of minorities |
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Older Employees |
Value benefits more |
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What fields is job growth expected in? |
Health care |
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Globalization's effect on Human Resource |
It will require human resource departments to create processes that effectively manage people working in various foreign countries |
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5 protected characteristics |
race, color, national origin, religion, and gender |
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What does research show about 5 protected characteristics? |
They don't affect performance |
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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 |
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Impact Ratio (hiring rate) |
(number of people in a group that are hired)/ |
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Harassment (in the workplace) |
Improper actions or words of coworkers that cause an employee to feel persistently annoyed or alarmed |
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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 |
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Sexual Harassment Guidelines ` |
-Define harassment and affirmatively express company disapproval of harassing actions |
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2 types of sexual harassment |
Quid pro quo |
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Title VII of Civil Rights act of 1964 |
Provides protection based on: |
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Title VII protects against what 3 behaviors? |
1. Disparate treatment |
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Disparate Treatment |
Obvious discrimination (ex: asking certain people certain questions) |
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Adverse Impact |
Treat all parties the same, but there is a different result in hiring |
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Civil Rights of 1991 |
Amendment to Title VII |
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Race-Norming |
Evaluating scores based on the scores of others of the same race, rather than the scores of everyone |
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Age Discrimination in Employment Act |
Provides protection to older workers |
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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) |
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Equal Pay Act |
1963 |
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Equal work |
tasks that require equal skill, effort, and responsibility and that are performed under similar working conditions |
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3 conditions that allow males and females to be paid differently |
1. Seniority/tenure |
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Piece-rate pay system |
pay employees based on each unit of work they complete |
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Family and Medical Leave Act |
1993 |
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What companies must follow FMLA: |
if they have 50 or more employees that live within 75 miles of the workplace |
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How many months must an employee have worked somewhere to qualify for the FMLA? |
12 months |
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Executive Order 11246 |
Protection based on race and sex |
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Affirmative Action |
Goes beyond equal opportunity and gives preferential treatment to members of groups that have been discriminated against in the past |
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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 |
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Argument against affirmative action |
claim that preferential treatment is just reverse discrimination (discrimination against people who are not members of the groups receiving preferences) |
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What federal government contracts does affirmative action apply to? |
Those that are $10,000 or greater |
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Occupational Safety and Health Act |
Requires employers to keep records about safety practices and incidents |
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2 Approaches to HR Strategy |
Universalistic |
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Universalistic Approach to HR Strategy |
Seeks to identify methods of managing people that are beneficial for all organizations |
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Control strategy |
Close supervision |
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Commitment Strategy |
empowerment |
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Contingent Approach for HR Strategy |
Bargain Laborer: External labor orientation, Cost leadership strategic direction |
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Bargin Laborer |
External labor orientation, cost leadership strategic direction |
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Loyal Soldier |
Internal labor orientation, Cost leadership strategic direction |
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Free Agent |
External labor orientation, Differentiation strategic direction |
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Committed Expert |
Internal labor orientation and differentiation strategic direction |
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Job Descriptions |
Describes WHAT is to be done |
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Job Specifications |
Describes KNOWLEDGE, SKILLS, and ABILITIES needed to perform the duties |
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Phases of Traditional Job Analysis |
1. Getting Organized |
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Best way to collect job information |
interviews, observation, AND questionnaires |
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Job Analysis Methods |
Task Analysis Inventory |
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Task Analysis Inventory |
Job agents rate the frequency and importance of tasks associated with a specific set of work duties |
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Critical Incidents Technique |
Job agents identify instances of effective and ineffective behavior exhibited by people in a specific position |
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PAQ (position analysis questionnaire) |
Uses structured questionnaire to learn about work activities |
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Job Design Approaches |
Mechanistic |
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Mechanistic Approach |
Creating an efficient machine that transforms labor inputs into goods and services |
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Motivational Approach |
Creating complex and challenging jobs that lead to intrinsic motivation, which results in enjoyment and creativity |
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5 core job characteristics that (in the motivational approach) we adjust, in order to improve employee output |
1. Skill/task variety |
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Perceptual Approach |
Making information processing easy |
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Biological Approach |
Reduce chance of discomfort and injury |
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2 key principles of work design |
1. Differentiation: the assignment of similar tasks so employees can specialize in doing things well |
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Strategic Framework for Work Design: |
Cost Differentiation Strategy |
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Strategic Framework for Work Design: |
Differentiation HR Strategy |
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3 ways to help with the work-life balance |
Flextime |
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Flextime |
Provides employees with freedom to decide when they will arrive and when they will leave work |
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Compressed work week |
Enables employees to have full-time positions but work fewer than 5 days a week |
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Telework |
Many organizations allow employees to work at locations other than company facilities |
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Strategic Framework for Employee Recruiting is based on: |
Source of applicants AND broad or targeted skill scope |
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External Applicants |
Use Idealistic Message |
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Internal Applicants |
Use Realistic Message for New Hires |
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Broad Skill Scope |
Numerous Applicants |
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Targeted Skill Scope |
Limited Applicants |
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Steps for planning external hiring needs |
1. Find the number of employees currently in the position |
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General characteristics that attract applicants to organizations |
Familiarity |
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Faamiliarity |
Organizations with a strong brand image have an overall advantage when it comes to recruiting |
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Compensation |
People like organizations that pay competitively |
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Specific organizational/job traits |
Organization with a positive reputation |
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Positive recruiting activities |
Meeting with others from the organization, flexibility, frequent contact |
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Negative recruiting actvities |
Disorganized, rude, cheap, lack of follow-up |
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Recruitment Sources |
Job posting |
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Job posting |
Using company communication channels to communicate vacancies |
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Employee referrals |
Employees get their friends and acquaintances to apply for positions |
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Electronic rectuiting |
using electronic forms of communication such as internet and e-mail to recruit new employees |
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Public Employment Agencies |
Government-sponsored agency to help people find jobs |
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Private Employment Agencies |
a professional recruiting firm; pay a feel for help identifying recruits for specific job positions |
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Campus Recruiting |
Working with specific colleges/universities to recruit graduating students |
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Common measures of effectiveness of recruiting |
Cost: expenses incurred by recruiting |