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124 Cards in this Set
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- Back
sexual harassment
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unwelcome advances, requests for sexual favor and other verbal or physical conduct.
considered guilty when: employer knew about unlawful conduct, and failed to correct it. OR customer to employee |
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Quid pro Quo Harassment
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something for something.
involves tangible or economic consequences such as demotion or loss of pay. -submission to or rejection of sexual conduct us used as a basis for employment decisions. |
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Hostile Environment Harassment
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when sexual conduct has purpose or effect of unreasonably interfering with job performance and creating intimidating or offensive environment.
-dirty jokes, vulgar slang, swearing, ridicule -court uses a "reasonable person" test for hostil environment. |
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sexual orientation
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-no federal law for sexual orientation protection, only state.
-not valid defense against discrimination-gender applies to ones gender at birth. -companies-in support of their diversity initiatives- foster "gay friendly" work places -most fortune 500 companies off benefits to gays. |
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Uniform Guidelines on Employment Selection Procedures
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procedures published in Federal Register to assist employers on complying with federal regulations against discriminatory actions.
-applies to employee selection, hiring, firing, promotion, retention, demotion, and referral and lots. - diagnostic testing |
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if you are ignorant to uniform guidelines on employment selection and are discriminating,
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you are still held liable- unless the selection procedure has been validated.
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Validity
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when using a test to select employment, employers must be able to prove that selection instrument has a relationship to job success.
- can't adversely impact a group of people for no reason |
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Proof of validity
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established through validation studies that show the job relatedness or lack there of.
ex:) can't require blondes for astronaught. -cant adversely impact group of people for no reason. |
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Adverse Impact
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rejection of a significantly higher percentage of a protected class (mexicans) for employment, placement, or promotion when compared to a non protected class (gays or whites).
-possibly unintentional result of innocent act, yet outcome is still discriminatory. |
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Adverse Rejection Rate/ 4-5ths Rule (80%)
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rule of thumb for EEOC to determine adverse impact for use in enforcement proceedings.
-compare the concerned adverse rate with the majority group. - used to monitor severe discrimination, NOT illegal just bc of the rate, just a red flag |
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4/5th Rule Calculation
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to see if group is being adversely impacted.
1) calculate selection rate of each group= total hired/total applied (for each group) 2) use impact ratio to compare selection rates of each group= SR of group with lower SR/ SR of group with higher SR 3) if IR < .80 , its adversely impacted. * numerator is group you are concerned about. |
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Restricted Policy (Disparate Treatment)
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intentional unequal treatment or evaluation by different standards of protected class members.
-worse punishment for disparate than adverse discrimination |
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Processing Discrimination Charges
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employees who believe they are being discriminated against may file a discrimination complaint, or charge form w/EEOC.
-if case found, its settled in court. If it can't be settled, EEOC has power to prosecute organization. -if no case found, EEOC can dismiss charge. then the claimant gets a right-to-sue that allows employee to file private charge with courts. |
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Retaliation
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managers or supervisors cannot retaliate against individuals who invoke legal rights to file charges or support other employees during EEOC proceedings.
- title 7 states that employer can't discriminate against any of his employees bc employee has opposed unlawful employment practice, or bc employee has made charge. -cant fire them bc of charge |
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Preventing Discrimination Charges
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having comprehensive EEO policy.
without EEO policy, employers are legally vulnerable. |
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EEO Policy for preventing discrimination charges include
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-prohibition covered in the various EEO statutes.
-guidance on how to respond to complaints of discrimination -procedures for investigating complaints - suggestions for remedying inappropriate behavior |
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Record-Keeping w/ EEOC
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organizations subject to title 7 are required to maintain specific employment records and reports as well as post EEO.
-must show evidence of EEO and affirmative action efforts |
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Affirmative Action
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policy goes beyond equal employment opportunity by requiring organizations to comply with law and correct their past by increasing #s of minorities and women in specific positions.
-go out and actively seek that protected class |
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Reverse Discrimination
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majority feel discriminated, bc they don't have protection program.
-ex:) white males feel discriminated against. |
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Contractual Relationships
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occur when people or companies are hired to perform work but who are no legal employees.
ex:) construction workers |
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Temporary workers
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usually employed by a temporary employment agency that the employment agency has contracted with. not legal employee of the organization but can be determined to be an employee if they have been under direct control of the organization for some time.
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Employees
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legal workers of organization from whom organization must withhold taxes.
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Employment-at-will
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either party can terminate working relationship at any time, regardless of cause.
exceptions: contracts, federal or state law, violations of public policy, implied contract, and good faith and fair dealing. ex:) smokers working at a hospital is legal to discriminate against if given fair warning |
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Recruitment
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process of locating potential applicants and encouraging them to apply for existing or anticipated job openings.
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labor market
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area from which applicants are to be recruited
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goals of recruiting (2)
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-generate a large applicant pool
-generate a qualified applicant pool |
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generating a large applicant pool for recruitment
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larger applicant pool, more selective can be.
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generating a qualified applicant pool for recruitment
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organizations want big pool with individuals who have KSAOs to perform job. the more qualified, the better chances of a successful hire.
- recruit in places where ppl who are seeing it, are qualified. ex:) want college grad student- go post at college |
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factors for choice of recruitment method (6)
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- labor market conditions (bad economy-more applicants)
- type of job, job requirements (lifting, college degree) - availability of resources (postering?) -past experience with recruiting (go where it worked, avoid where it didn't) -budget constraints (internet ads?) - unionization (within organization?) |
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constraints/influences for recruiting
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-Costs involved in generating a large qualified applicant pool.
- Size and quality of applicant pool determined by: -Recruiting method and effort -Wage level of job (everyday job, don't spend $ to recruit) -Organizational culture and reputation (walmart has easy time recruiting) -General economic conditions (including labor market/ bad economy= easy to recruit) |
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Size and quality of applicant pool determined by: (4)
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-Recruiting method and effort
-Wage level of job (everyday job, don't spend $ to recruit) -Organizational culture and reputation (walmart has easy time recruiting) -General economic conditions (including labor market/ bad economy= easy to recruit) |
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Methods for recruiting job applicants (8)
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-Direct application (walk in, no effort, free)
- Word of mouth - Employee references,recommendations (trust) - Job postings - Advertisements in newspapers - College and Universities - Public and private employment agencies - Internet |
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Pros of External hiring (4-5)
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- people with new ideas
- opportunity to hire talent (KSAs) on market if it can't be developed in house (possibly affects production time) - Possible reduced training expenses by hiring ppl with KSAs needed. (may still need cultural training though) - Enable organization to more easily meet EEO goals - Helps with minorities |
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Cons of External hiring (5)
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- Organization will make mistakes in hiring even when they use best selection devices.
- Increased recruitment costs- costs time and $ to hire externally - It will take longer for organizations to fill open positions - Possible resentment from current employees- due to perceived inequity - Company won't know new people more than current employees |
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Legal issues of recruitment (2)
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1) any advertisement should be screened to make sure it doesn't contain references to any protected classification (race, age, gender, religion)
- ex:) avoid terms like- recent college grad, young. Could be considered discriminatory 2) Organizations with affirmative action plans are likely to seek out recruitment sources that produce most diverse applicant pool. - ex:) place ads and search in places where under utilized minorities are likely seen to them - can say EEO encourages minorities to apply |
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Protected Class
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race, gender, age, religion
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Realistic Job Previews -RJP
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Attempt to offer potential hires the most realistic picture possible. Show them what they are really signing up for.
-job duties/responsibility - culture. -RJPs can take on many forms- not a best method. -Often used during the selection process so that applicants may opt out if they feel the job is not right for them. |
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Key Features of RJP -6- (realistic job preview)
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- Portrays a realistic picture of the job. positives and negatives
- Videotape, on site visit, presentation, description - Helps applicants select-out prior to starting. weeds out people who would not have been happy on the job - Makes applicants who accept more committed to their choice. they feel they knew what they were getting into (trust) - Helps new employees adjust, by giving them more info about job beforehand. they already know negatives - Reduces turnover in the first few months. this turnover usually includes people who might not have taken the job had they had complete info. |
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Employee Selection
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the process of choosing individuals who have relevant qualifications to fill existing or projected job openings
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recruiting vs selection
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recruiting looks for qualified applicants
selection chooses best applicants and offers them jobs. |
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2 General Employee Selection Models
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Person- Job fit (KSAs)
Person-organization fit (social, values aligned) |
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Person-Job fit (employee selection models)
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-job analysis identifies required individual competencies (KSAs) for job success.
- select applicants whose KSAs best match those required by the job *knowledge, skills, education |
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Person-organization fit (employee selection models)
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- degree to which individuals are matched to the culture and values of the organization.
- select applicants who best fit with the organizations culture and values - relationship, socially - values of employee and organization are aligned |
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goal of employee selection
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to maximize "hits"
-make the right decision - job performance vs predicted success low JP, low PS: HIT, person would not have succeeded low JP, high PS: miss, person fails on job. high JP, low PS: miss, person would have succeeded. high PS, high PS: hit, person succeeds on job |
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steps in employee selection process (7)
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1. Job Analysis
2. Develop/Choose valid & reliable selection devices 3. Initial screening 4. Narrow applicant pool 5. Pre Employment Testing 6. Apply selection decision criteria 7. Decision |
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step 1 of employee selection process: Job Analysis
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Job Analysis finds
-job description: detailed list of tasks, duties, and authority - job specifications: individual competencies employees need for success (KSAs) that lead to superior performance. -What do we need to have this job done well? |
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step 2 of employee selection process: Develop/choose valid & reliable selection devices
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Develop/choose valid & reliable selection devices
- obtaining reliable and valid info - these predict performance accurately |
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Reliability in initial screening
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consistency.
the degree to which interviews, tests, and other selection procedures yield comparable data over time and alternative measures. ex:) scales say 135, then 172... not reliable |
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Validity in initial screening
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degree to which a test or selection procedure measures a persons attributes.
related to job performance |
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selection device
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GPA, industry specific tests
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Criterion-related Validity in initial screening
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the extent to which a selection tool predicts or significantly correlates with, important elements of work behavior.
-high score represents high job performance potential Predictive Validity: correlates pre-employment test scores and eventual job performance Concurrent Validity: correlates employment with current job performance |
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Predictive Validity in initial screening
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correlates pre-employment test scores and eventual job performance
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Concurrent Validity in initial screening
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correlates employment with current job performance
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step 3 of employee selection process: Conduct Initial Screenings
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quickly and systematically sort through keepers or not
-resumes and applications -biographical informations blanks (BIB) - background/reference checks - polygraph tests - honesty and integrity tests: steal or not - graphology- 0 validity - interviews |
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sample reference-checking questions
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are better for finding out who you don't want.
-what is relationship to applicant? -areas the applicant excelled? - applicant punctual? - would you rehire the applicant? |
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Background Investigations w/ credit reports (5)- initial screening
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organizations using credit reports must:
- ask before getting credit 1. check state laws to see if credit reports can legally be used. 2. advise and receive written consent from applicants if a report will be requested. 3. provide a written certification to the consumer reporting agency as to the purpose of the report. 4. provide applicants a copy of the consumer report as well as a summary of their rights under the CCRRA. 5. must provide an adverse-action notice a person if that person is not hired and contact information related to the reporting agency. |
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Employment interviews- initial screeing
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most popular.
-practical when there are only a small number of applicants - serves other purposes, such as public relations (boast about your company) - interviewers maintain great faith and confidence in their judgements - everyone thinks they are a great judge of character |
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Interviewing Methods- Initial screening (5)
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-non directive interview
-structured interview - situational interview - behavioral interview - panel and sequential interview |
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Nondirective Interview
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-most common, but nothing to compare
-applicant determines the course of the discussion, while interviewer refrains from influencing the applicants remarks. -open discussion, no set questions |
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Structured Interview
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-best
-interview in which the interviewer asks the interviewee a set of standardized questions having an established set of answers -get some intro from all interviews |
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Situational Interview
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Structured
an interview in which an applicant is given a hypothetical incident and asked how they would respond. - "if you were in this situation, what would you do?" |
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Behavioral Interview
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Structured
an interview in which an applicant is asked questions about what he or she actually did in a given situation -past behavior -"describe a time when you were confronted with the following situation. How did you respond?" |
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Panel and Sequential Interview
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Structured
-a board of interviewers questions and observes a single candidate. -group interview, several people evaluating you -more valid. |
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Eleven Ground Rules for Employment Interviews (11)- Initial Screening
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1. Understand job
2. Establish interview plan (structured or not) 3. Establish and maintain rapport and listen actively. (good communication, pay attn.) 4. Pay attn to nonverbal cues 5. Provide info as freely and honestly as possible. 6. Use questions effectively (to get correct info) 7. Separate facts from inferences (stereotypes) feeling vs. fact 8. Recognize sterotypes and biases 9. Avoid "halo error" or judging favorably or unfavorably overall on the basis of only one strong point or weak point on which you place high value. (aggie network) 10. Control the course of the interview (interviewer in control) 11. Standardize the questions asked (same questions) |
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Appropriate vs Inappropriate Questions
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- people can volunteer their own info
-can talk to HR about stuff - origin of name -age - say nothing about gender or race or height or weight - color are you eyes? when was last physical? - relationship with neighbors - are you religious? - graduation date - US Citizen -marital status |
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step 4 of employee selection process: Narrow the Applicant Pool
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Narrow the Applicant Pool
- further testing of applicants is time consuming and expensive - narrowing pool based on preliminary accept/reject criteria helps the organization focus selection efforts on those applicants who are qualified and most likely to succeed. - Some forms of pre-employment testing (medical, drug) require a preliminary offer to be made before applicants have to do test. |
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step 5 of employee selection process: Pre-Employment Testing
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Pre Employment Testing
- objective and standardized measure of a sample of behavior that is used to gauge a persons knowledge, skills, and abilities and other characteristics in relation to other ppl. - pre employment testing has potential for lawsuits. |
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Types of Pre Employment Tests (6)
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- Job Knowledge test
- Work Sample test - Cognitive ability test - Physical Ability test - Medical Examinations (give job offer beforehand) - Drug test (job offer beforehand) |
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Job Knowledge Pre Employment Test
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designed to measure applicants knowledge about a particular job. (CPA, civil service exam, CCAT) (accounting test for accountants)
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Work Sample Pre Employment Test
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-applicants perform actual job tasks
- extremely valid when developed properly |
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Cognitive Ability Pre Employment Test
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-measure abilities such as thinking, perception, memory, verbal & math ability, expression of ideas
- may result in adverse impact - valid for most jobs, more so for medium-high complexity jobs -overall level of intelligence - correlation stronger w/ high complex job |
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Physical Ability Pre Employment Test
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-used for physically demanding & dangerous jobs
- most result in adverse impact against women & disabled. |
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Medical Examination Pre Employment Test
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- given to ensure applicant is healthy enough to perform the job
- typically a late step bc of costs - must give job offer before this test |
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Drug Test Pre Employment Test
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- must make initial job offer before drug testing
- failing the test normally means no chance of employment & referral to drug treatment. |
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step 6 of employee selection process: Apply Selection Decision Criteria
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selection considerations, statistical approach
- should individuals be hired according to potential or what they can currently give organization? - at what grade or wage level to start the individual? (does that change depending on test score?) - should selection be for employee-job match, or should advancement potential be considered? (hiring for clerk--->boss, or just clerk?) - should those not qualified but qualifiable be considered? (not not, but with training could be) - should overqualified ppl be considered? (might leave when better offer comes) - what effect will a decision have on meeting affirmative action plans and diversity considerations? |
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Statistical approach (2) - step 6 of employee selection process: Apply Selection Decision Criteria
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Compensatory Approach:
- looking for final score ># - permits a high score in one area to make up for a low score in another area (weight each score evenly OR not weighed evenly...but all tests are given) Non Compensatory Approach: -dont allow bad to make up for good -minimum score must be obtained on each predictor -key issue is when to collect predictor info -Multiple Cutoff Model= collect info on predictors at one time (all tests given, then decision) - Multiple Hurdle Model= save time and money, must make it to next level. |
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step 7 of employee selection process: Make a Decision
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final decision
-selection of applicant by departmental or immediate supervisor to fill vacancy - notification of selection and job offer by the human resources department |
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organizational culture
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a pattern of basic assumptions that are considered valid and that are taught to new members as the way to perceive, think and feel in the organization
-shared - communicated symbolically: dress, talk -passed down from generation to generation |
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levels of organizational culture (3)/ Iceburg model
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artifacts: most visible
values: visible and invisible assumptions: invisible |
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Artifacts in Organizational Culture
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artifacts are symbols of culture in PHYSICAL and SOCIAL work environment.
ex:) color red, hogs on everything -can see from outsiders perspective if they walked through office building |
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Values in Organizational Culture- 2 types
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underlying beliefs about what should or should not be.
Espoused Values: what they say they value Enacted Values: values reflected in behavior |
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Assumptions in Organizational Culture
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deeply held beliefs that guide behavior and tell members how to perceive and think about things.
-essence of culture -violation assumptions is unthinkable - driven by purpose of life |
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Functions of a culture (4)
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- Provides a sense of identity to members and increases commitment.
- provides a way for employees to interpret the meaning of events -reinforces the values in the organization -serves as a control mechanism for shaping behavior |
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Culture and Performance theories (3)
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- strong culture perspective
- adaptive perspective - fit perspective |
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Strong Culture Perspective: organizational culture and performance theory
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- a culture is good if it is strong: everyone believes in the identity and takes it on
- strong cultures out perform other organizations: goal alignment, high level of motivation, control without bureaucracy. |
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strong culture
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a culture with a consensus on the values that drive the company and with an intensity that is recognizable even to outsiders.
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The Fit Perspective: organizational culture and performance theory
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a culture is good only if it fits (matches) the industry or the firms strategy.
ex:) tech industry is really quick paced and changes at moments notice- so companies must also be that way. - useful in explaining short-term performance but not long term - fails to explain how firms can adapt to environmental change |
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Adaption Perspective: organizational culture and performance
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a culture is good if it allows the organization to adapt to its environment
adaptive culture: - encourages confidence and risk taking - has leadership that produces change -focuses on the changing needs of the customers - facilitates change to meet the needs of stockholders, customers, and employees *change and grow w/ a competitive edge *being who you need to be at certain time |
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adaptive culture: organizational culture and performance
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- encourages confidence and risk taking
- has leadership that produces change -focuses on the changing needs of the customers - facilitates change to meet the needs of stockholders, customers, and employees |
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How leaders shape and reinforce culture (5)
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- what leaders pay attn to
-how leaders react to crisis: honesty,bail, blame? - how leaders behave: practice what leaders do - how leaders allocate rewards: reward what you want to teach people. do you give team or individual rewards? - how leaders hire and fire: send signal of bad performance by firing. |
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Organizational Socialization
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process of teaching you the culture.
in which newcomers are transformed from outsiders to participating, effective members of the organization. - anticipatory socialization-->encounter-->change and acquisition -takes a while |
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stages of socialization process (3)
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1.Anticipatory socialization
2. Encounter 3. Change and acquisition |
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Anticipatory Socialization (1st stage of socialization process)
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takes place before work, helps you know what to expect
realism and congruence - does newcomer have realistic expectations? - congruence b/w newcomers abilities and job demands - congruence b/w newcomers values and org's values |
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Encounter (2nd stage of socialization process)
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newcomer learns tasks, figures out if anticipatory expectation was right.
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Change and acquisition (3rd stage of socialization process)
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newcomers begin to master demands of the job
-not a new worker |
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outcomes of successful socialization (6)
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- good performance
- high job satisfaction - intent to stay with organization - low levels of stress - high levels of organizational commitment - adoption of values and norms (culture) |
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socialization as cultural communication
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companies use socialization to communicate messages about org's culture.
message reflects underlying values of organization |
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core values of organization are transmitted to new members through (3)
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role models, mentoring
training observed behavior that is rewarded and punished |
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changing organizational culture
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really difficult!
*assumptions- deepest level of culture- often are unconscious *culture is deeply ingrained and behavioral norms and rewards are well leared. *tedious and long term process |
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2 basic approaches to changing organizational culture
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1- remove employees who are perpetuating current undesirable culture, don't hire more employees who fir with current undesirable culture
2- seek out employees who exemplify the new, desired culture and hire more employees who fit with the new culture |
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5 actions managers take to change culture
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1. Change behavior (artifact of culture) by extinguishing undesirable behavior.
ex:) punishment and rewards 2. Examine the justifications for changed behavior. ex:) are employees buying into new values or are they just complying to avoid punishment? 3. Send consistent message about new values and beliefs ex:) managers live out new values, not just talk about them 4. Review selection strategies to reflect new culture ex:) use selection devices that rule out undesirable behaviors and seek out desirable behaviors 5. Identify individuals who resist culture change ex:) lengthy, gradual, subtle process of personnel change |
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Developing Ethical Culture (7)
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-model ethical behavior
- discuss ethical issues openly - establish trust - communicate boundaries of ethical conduct (whats ok whats not) - select employees who support an ethical culture - reward ethical behavior - punish unethical behavior |
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Training
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short term, narrow, skill based
- effort initiated by organization to foster learning among its members |
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Development
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personal, long term, to grow in and without organization
- pay for your masters - broadening persons skills for future responsibilities |
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Firm specific Training
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-valuable only in that particular organization.
-more specific -can't help you anywhere else. -employers pay |
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General Skills Training
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-can be used in multiple organizations
- employees pay - allows employees to be more marketable to outside companies |
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Training for KSA's
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*training directly related to job performance and more general skills training (grad school)
* employees willing and motivated to engage in KSA training bc it increases their external marketability *can see positive correlation between training and current job performance |
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Training for Cultural Enrichment
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*helps employees fit with organizations culture
* employees less willing to engage bc they perceive it as brainwashing and doesn't increase outside marketability * works best for highly committed employees *how to be a member *more resistense |
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4 phases of training
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1. Needs Assessment based on firms competitive advantage- what are we lacking?
2. Training Program Design 3. Training Program Implementation 4. Training Program Evaluation |
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Phase 1 of training: Needs Assessment
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most important.
-Organizational Analysis: examination of environment to determine where training emphasis should be placed - Task Analysis: what the content of training program should be based on study of tasks and job duties - Person Analysis: who needs to be trained? |
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Organizational Analysis:
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examination of environment to determine where training emphasis should be placed
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Task Analysis:
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what the content of training program should be based on study of tasks and job duties
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Person Analysis:
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who needs to be trained? who needs to know what skills?
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Phase 2 of training: Designing Training Program
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-Clear instructional objectives: represent desired, performance centered objectives of training program.
-Trainee Readiness & motivation: use positive reinforcement, goal setting, eliminate threats to learning. - Principles of learning: how you learn, explain the value, use meaningful presentation, use active practice and repetition, feedback and reinforcement. (rewards) - Characteristics of Successful Trainers: knowledgeable, adaptable, sincere, sense of humor, interested, give clear instructions, provide individual assistance, enthusiastic. |
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Clear instructional objectives
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: represent desired, performance centered objectives of training program.
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-Trainee Readiness & motivation:
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use positive reinforcement, goal setting, eliminate threats to learning.
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- Principles of learning:
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how you learn, explain the value, use meaningful presentation, use active practice and repetition, feedback and reinforcement. (rewards)
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- Characteristics of Successful Trainers:
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knowledgeable, adaptable, sincere, sense of humor, interested, give clear instructions, provide individual assistance, enthusiastic.
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Phase 3 of training: Training Program Implementation (4 factors)
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choice of instructional method based on:
-nature of training program: on the job, classroom, online? - types of trainees: who are we training? non managers, managers, executives - Organizational Extent of Training: how many people are we training - Importance of training outcomes |
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Phase 3 of training: Training Program Evaluation (4 factors)
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*see if its actually happening
- Participant Reactions: simple and most common. what were your goals for this training? did you achieve them? would you recommend this program to others? -Participant Learning: check if participants have learned anything from training, pre-test to determine baseline, then post-test. -Participant Behavior: are trainees able to apply what they've learned to the job? - Training Results ROI: calculate training benefits (quality improvements, profit & productivity increases) |
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Participant Reactions:
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simple and most common. what were your goals for this training? did you achieve them? would you recommend this program to others?
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-Participant Learning:
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check if participants have learned anything from training, pre-test to determine baseline, then post-test.
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-Participant Behavior:
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are trainees able to apply what they've learned to the job?
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- Training Results ROI:
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calculate training benefits (quality improvements, profit & productivity increases)
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