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216 Cards in this Set
- Front
- Back
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The process of getting detailed information about jobs.
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Job Analysis
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The process of defining the way work will be performed and the tasks that a given job requires.
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Job Design
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The process through which the organization seeks applicants for potential employment
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Recruitment
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The process by which the organization attempts to identify applints with the necessary knowledge, skills, abilities, and other characteristics that wil help the organization achieve the goals.
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Selection
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A planned effort to enable employees to learn job-related knowledge, skills and behavior.
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Training
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The acquisition of knowledge, skills, and behaviors that improve an employee's ability to meet changes in job requirements and in customer demands.
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Development
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The process of ensuring that employees' activities and outputs match the organization's goals.
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Performance Management
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Identifying the numbers and types of employees the organization will require to meet objectives.
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Human Resource Planning
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Collecting and using data to show that human resource practices have a positive influence on the company's bottom line or key stakeholders.
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Evidence-based HR
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The fundamental principles of right and wrong.
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Ethics
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Define human resource management and explain how HRM contributes to an organization's performance
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Human Resource Management
Human Capital High-performance work system |
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Identify the responsibilities of human resource departments.
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Analyzing and Designing Jobs
Recruiting and Hiring Employees Training and Developing Employees Managing Performance Planning and Administering Pay and Benfits Maintaining Positive Employee Relations Establishing and Administering Personnel Policies Ensuring Compliance with Labor Laws Supporting the Organization's Strategy |
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Summarize the type of skills needed for human resource management.
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Human relations skills - ability to understand and work well with other people
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Summarize the type of skills needed for human resource management.
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Decision-making skills - decisions that affect whether employees are qualified and motivated and whether the organization is operating efficiently and complying with the laws.
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Summarize the type of skills needed for human resource management.
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Leadership skills - requires helping organizations manage change by diagnosing problems, implementing, organizational change, and evaluating results.
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Explain the role of supervisors in human resource management.
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Supervisors can participate in HRM by taking into consideration the ways that decisions and policies will affect their employees.
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Discuss ethical issues in human resource management.
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Right of free consent - right to be treated only as they knowingly and willingly consent to be treated.
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Discuss ethical issues in human resource management.
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Right of privacy - right to do as they wish in their private lives, and they have the right to control what they they reveal about private activities.
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Discuss ethical issues in human resource management.
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Right to freedom of conscience - right to refuse to do what violated moral beliefs, as long as beliefs reflect commonly accepted norms.
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Discuss ethical issues in human resource management.
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Right of freedom of speech - right to criticize an organization's ethics, if they do so in good conscience and their criticism does not violate the rights of the individuals in the organization.
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Discuss ethical issues in human resource management.
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Right to due process - if rights are being violated, people have the right to a fair and impartial hearing.
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Describe typical careers in human resource management.
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HR management executive
Division/subsidiary HR executive Compensation manager Employment and recruiting manager Human resource info. system supv. HR generalist Employee training specialist |
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Electronic Human Resource Management (e-HRM)
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The processing and transmission of digitized HR information, especially using computer networking and the Internet.
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Discuss how the need for flexibility affects human resource management.
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Alternative work arrangements through flexible staffing levels and flexible work schedules.
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The condition to which all individuals have an equal chance for employment, regardless of their race, color, religion, sex, age, disability, or national origin.
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Equal Employment Opportunity (EEO)
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Agency of the Department of Justice charged with enforcing Title VII of the Civil Rights Act of 1964 and other anti-discrimination laws.
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Equal Employment Opportunity Commission (EEOC)
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An organization's active effort to find opportunities to hire or promotion people in a particular group.
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Affirmative Action
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Under the American Disabilities Act, a physical or mental impairment that substantially limits one or more major life activities, a record of having such an impairment, or being regarded as having such an impairment.
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Disability
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Differing treatment of individuals, where the differences are based on the individuals race, color, religion, sex, national origin, age, or disability.
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Disparate treatment
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A necessary qualification for performing a job.
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Bona fide occupational qualification (BFOQ)
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A condition in which employment practices are seemingly neutral yet disproportionately exclude a protected group from employment opportunities.
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Disparate impact
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An employer's obligation to do something to enable an otherwise qualified person to perform a job.
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Reasonable accomodations
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Unwelcomed sexual advances as defined by EEOC.
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Sexual harassment
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US law authorizing the federal government to establish and enforce occupational safety and health standards for all places of employment engaging in interstate commerce.
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Occupational Safety and Health Act (OSH Act)
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Labor Department agency responsible for inspecting employers, applying safety and health standards, and levying fines for violation.
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Occupational Safety Health Administration (OSHA)
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Explain how the three branches of government regulate human resource management.
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Legislative enacts/creates the laws
Executive enforces the laws Judicial interprets the laws |
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Grant all citizens the right to make, perform, modify, and terminate contracts and enjoy all benefits, terms, and conditions or the contractual relationship.
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Civil Rights Act (CRA) of 1866 and 1871
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Requires that men and women performing equal jobs receive equal pay.
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Equal Pay Act of 1963
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Forbids discrimination based on race, color, religion, sex or national origin.
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Title VII of CRA
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Prohibits discrimination in employment against individuals 40 years of age and older.
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Age Discrimination in Employment Act of 1967
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Prohibits discrimination (same as Title VII).
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Civil Rights Act of 1991
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Identify the federal agencies that enforce equal employment opportunity, and describe each role.
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EEOC responsible for enforcing most of the EEO laws.
Office of Federal Contract Compliance Procedures (OFCCP) enforces the executive orders that cover companies doing business with government. |
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Describe ways employers can avoid illegal discrimination.
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Disparate treatment
BFOQ Disparate impact Reasonable accommodation |
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The process of analyzing the tasks necessary for the production of a product or service.
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Work Flow Design
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A set of related duties.
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Job
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The set of duties (job) performed by a particular person.
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Position
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The process of getting detailed information about jobs.
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Job Analysis
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A list of tasks, duties, and responsibilities (TDRs) that a particular job entails.
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Job Description
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A list of knowledge, skills, abilities, and other characteristics (KSAOs) that an individual must have to perform a particular job.
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Job Specifications
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The process of defining how work will be performed and what tasks will be required in a given job.
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Job Design
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The study of jobs to find the simplest way to structure work in order to maximize efficiency.
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Industrial engineering
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Broadening the types of tasks performed in a job.
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Job Enlargement
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Enlarging jobs by combining several relatively simple jobs to form a job with a wider range of tasks.
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Job Extension
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Enlarging jobs by moving employees among several different jobs.
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Job Rotation
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Empowering workers by adding more decision-making authority to jobs.
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Job Enrichment
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Summarize the elements of work flow analysis.
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Amount and quality of a work unit's outputs, work processes required to produce the outputs, and identifies the inputs used to carry out the processes and produce the outputs.
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Define the elements of a job analysis and discuss their significance.
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Job analysis
Job descriptions Job specifications Job design |
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Identify approaches to designing a job to make it motivating.
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Skill variety
Task identity Task significance Autonomy Feedback |
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The process through which organizations make decisions about who will or will not be allowed to joing the organization.
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Personnel selection
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The extend to which a measurement is free from random error.
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Reliability
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The extent to which performance ona measure (such as a test score) is related to what the measure is designed to assess (such as job performance).
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Validity
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A measure of validity based on showing a substantical correlation between test scores and job performance scores.
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Crtierion-related validity
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Research that uses the test scores of all applicants and looks for a relatioship between the scores and future performance of the applicants who were hired.
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Predictive validation
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Research that consists of administering a test to people who currently hold a job, then comparing their scores to existing measures of job performance.
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Concurrent validation
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Consistency between the test items or problems and the kinds of situations or problems that occur on the job.
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Content validity
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Consistency between a high score on a test and high level or a construct such as intelligence or leadership ability, as well as between mastery of this construct and successful performance of the job.
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Construct validity
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Valid in other contexts beyond the context in which the selection method was developed.
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Generalizable
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The extent to which something provides economic value greater than its cost.
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Utility
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Federal law requiring employers to verify and maintain records on applicants' legal rights to work in the United States.
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Immigration Reform and Control Act of 1986
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Tests that assess how well a person can learn or acquire skills and abilities.
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Aptitude tests
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Tests that measure a person's existing knowledge and skills.
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Achievement tests
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Tests designed to measure suh mental abilities as verbal skills, quantitative skills, and reasoning ability.
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Cognitive ability tests
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A wide variety of specific selection programs that use multiple selection methods to rate applicants or job incumbents on their management potential.
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Assessment center
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A selection interview in which the interviewer has great discretion in choosing questions to ask each candidate.
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Nondirective interview
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A selection interview that consists of a pre-determined set of questions for the interviewer to ask.
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Structured interview
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A structural interview in which the interviewer describes a situation likely to arise on the job, then asks the candidate what he or she would do in that situation.
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Situational interview
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Behavior description interview (BDI)
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A structured interview in which the interviewer asks the candidate to describe how he or she handled a type of situation in the past.
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Selection interview in which several members of the organization meet to interview each candidate.
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Panel interview
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Process of arriving at a selection decision by eliminating some candidates at each stage of the selection process.
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Multiple-hurdle model
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Process of arriving at a selection decision in which a verly high score on one type of assessment can make up for a low score on another.
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Compensatory model
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Define way to measure the success of a selection method.
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Review of candidates
Administers tests Conduct background checks Place candidate in position |
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Define ways to measure the success of a selection method.
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Reliability
Selection method Criterion-related validity Content validity Constrluct validity |
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Summarize the government's requirements for employee selction.
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Selection process must avoid discrimination, respect candidates' privacy rights, obtain consent before conducting background checks, and notify candidates of adverse decisions made as a result of the background check.
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Compare the common methods used for selecting human resources.
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Employment applications and resumes
References and background checks Employment tests Interviews |
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Describe major types of employment tests.
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Physical ability tests
Cognitive ability tests Job performance tests Personality tests Honesty tests Impairment testing |
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Discuss how to conduct effective interviews.
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Should be narrow, structured, and standardized. Identify job requirements and create a list of questions related to the requirements. Interviewers should be well prepared and trained and should provide information about the job and the organization.
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Explain how employers carry out the process of making a selection decision.
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Focus on the objective of finding the person who will be the best fit with the job and the organization, including an assessment of ability and motivation.
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Why is training important?
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Helps employees acquire job-related knowledge, skills, abilities and behaviors, with the goal of applying these on the job to help achieve the goals of the organization.
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A process of systematically developing training to meet specific needs, including in order to preparing employees for future positions, enabling the organization to respond to change, reducing turnover, enhancing worker safety, and improving customer service and product design.
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Instructional design
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Stages of Instructional Design
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Assess needs for training
Ensure readiness for training Plan training program Implement training program Evaluate results of training |
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The process of evaluating the organization, individual employees, and employees' tasks due to the lack of basic skills, poor performance, new products, technology or jobs, customer requests, and legal requirements.
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Needs Assessment
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Determines the appropriateness of training by evaluating the characteristics of the organization.
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Organizational Analysis
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Determines individual's needs and readiness for training.
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Person Analysis
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Identifies and analyzes tasks, knowledge, skills and behavior that training should emphasize.
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Tasks Analysis
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A combination of employee characteristics and positive work environment that permit training.
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Readiness for Training
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Characteristics of Employee Readiness
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Cognitive ability
Favorable attitudes Motivation to learn (feedback that encourages, establish rewards for learning, communicate with employees about the organization's career paths and future needs) |
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Limits on training's effectiveness that arise from the situation or the conditions withing the organization (money, time, resources)
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Situational Constraints
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The ways the organization's people encourage training through praise or encouraging words, sharing information and positive attitudes.
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Social Support
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Planning for the training program should include the following steps.
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Objectives
Who will provide training Which methods to use How to evaluate training |
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Three components of effective objectives.
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What the employee is expected to do
Quality or level or performance Conditions or resources needed to carry out the desired outcome |
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Choices of Training Methods
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Presentation - info. provided by others
Hands-on - actively involves the trainee in learning by trying out behavior being taught Group-building - share ideas & experiences, build group identities, learn about interpersonal relationships and the group. |
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Training Methods
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Classroom instruction
Audiovisual Computer-based On-the-Job Apprenticeship (trade) Internship (Academic) Simulations (law enforcement) Virtual reality (least used) |
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Behavior modeling is the most effective way to teach interpersonal skills through the following training.
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Experiential programs
Adventure learning Team training Coordination training Team leader training Action learning |
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Implementing the training program involves the following learning principles.
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Link training to the job
Provide multiple practice opportunities Provide feedback on skill development or knowledge acquisition Organize content in memorable chunks |
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How to Help Employees Learn
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Communicate the learning objective
Use distinctive, attention-getting messages Limit the content of training Guide trainess as they learn Elaborate on the subject Provide memory cues Transfer course content to workplace Provide feedback about performance |
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Evaluating Training Outcomes
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Trainee satisfaction or recall
New skills and knowledge gained Trainee and supevisor satisfaction Changes in attitude (safety, diversity) Improvements in performance Return on investment |
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When evaluating training outcomes you must consider the following.
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Transfer of training or on-the-job use of knowledge, skills and behaviors learned
Assessment should evaluate training outcomes. Economic measures are an important way to evaluate the process of the program. |
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Measuring the Results of Training
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Training should be connected to other aspects of the "HR Portfolio."
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What are the two applications of training?
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Orientation - training designed to prepare employees to perform their job effectively, learn about the organization, and establish work relationships.
Diversity training - training designed to change employee attitudes about diversity and/or develop skills needed to work with a diverse workforce. |
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The process through which managers ensure that employees' activities and outputs contribute to the organization's goals
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Performance Management
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Three broad purpose of PM.
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Strategic - helps the organization achieve its business objectives.
Administrative - provide information for day-to-day decisions about salary, benefits, and recognition programs. Developmental - basis for developing employees' knowledge and skills |
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PM Process
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1. Specify relevant aspects of performance (job analysis)
2. Appraise performance 3. Provide performance feedback (problem-solving and rewards) |
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PM Process cont'd
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Knowing - what activities and outputs are desired (defining performance)
Observing - whether they occur (measuring performance) Providing feedback to help employees meet expectations. |
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Criteria for Effective PM
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Fit with strategy
Validity Reliability Acceptability Specific feedback |
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Extent to which a measurement tool actually measures that it is intended to measure (can be "contaminated" by irrelevant information
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Validity
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The consistency of results when more than one person measures performance (interrater and test-retest)
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Reliability
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Methods for Measuring Performance
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Comparative
- Ranking - Forced Distribution - Paired comparison |
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Requires managers to rank employees in their groups from highest to poorest performer
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Simple Ranking
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Assigns a certain percentae of employee to each category in a set of categories.
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Forced-distribution method
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Compares each employee with each other employee to establish ranking
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Paired comparison method
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Lists traits and provides a rating to scale for each trait, the scale indicates the extent to which an employee displays each trait
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Graphic rating scale
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Uses several statements describing each trait to produce a final score for that trait
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Mixed-standard scales
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Based on manager's records of specific examples of the employees ating in ways that are either effective or ineffective
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Critical incident method
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Rates behavior in terms of a scale showing specific statements of behavior that describe different levels of performance.
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BARS (behaviorally anchored rating scale)
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Uses all behaviors necessary for effective performance to rate performance at a task
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BOS (behavioral observation scale)
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A system which people at each level of the organization set goals in a process that flows from top to bottom
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MBO (management by objectives)
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Assesses both individual performance and the system within which the individual works
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TQM (total quality management)
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Sources of Peformance Info.
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Managers
Peers Subordinates Self Customers |
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Errors in Performance Management
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Similar to me
Errors in distribution (leniency, strictness, central tendency) Opinions of one quality distort those of others (halo & horn) |
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Errors in distribution pose two problems.
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Difficult to distinguish among employees rated by the same person
Problems in comparing the performance of individuals rated by different raters |
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Ways to Reduce Errors
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Training
- rating fictional employees - focus on complex nature |
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Distorting an evaluation on purpose to advance their personal goals
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Political Behavior in Performance Appraisals
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Performance Feedback
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Scheduling - regular, expected
Preparing - prepared, neutral location, self-assessment Conducting - tell-and-sell, tell-and-listen, problem-solving |
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Managers tell ratings and justify them
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Tell-and-Sell
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Managers tell rating and let employees explain their side
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Tell-and-listen
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Managers and employee work together to solve performance problems in an atmosphere of respect and encouragement
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Problem-solving
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Legal Issues in Performance Management
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Performance management processes are often scrutinized in cases of discrimination or dismissal.
Lawsuits related to performance management usually involve the charges of discrimination or unjust dismissal. |
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Ethical Issues in Performance Management
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Employee monitoring via electronic devices and computers may raise concerns over employee privacy
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The relative pay for different jobs within the organization.
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Job Structure
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The average amount the organization pays for a paricular job.
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Pay Level
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The pay policy resulting from job structure and pay-level decisions.
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Pay Structure
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The lowest amount thtat employers may pay under federal or state lwa, stated as an amount of pay per hour.
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Minimum wage
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Federal law that establishes a minimum wage and requirements for overtime pay and child labor.
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Federal Labor Standards Act (FLSA)
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Executive, professional, administrative, and highly compensated white-collar employees who are not covered by the FLSA requirement for overtime pay.
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Exempt employees
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Employees covered by the FLSA requirements for overtime pay
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Nonexempt employees
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Why is compensation important?
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Helps meet organizational goals
Affects employee attitudes and behaviors Influences which kinds of employees are attracted to and retained by the org. Can align employees' interests with organizational goals |
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Legal Requirements for Pay
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Equal employment opportunity
Minimum wages Pay for overtime Child Labor Prevailing wages for federal contractors |
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Equal Employment Opportunity
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May not base differences in pay on age, race, or other protected status.
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Legal Defense
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Business-related considerations
Job description Job structure Pay structure |
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Use job evaluation to establish the work of an organization's job
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Comparable worth policy
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Overtime Pay
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FLSA of 1938
Minimum wage Overtime pay (one and a half, exempt, nonexempt) Child labor restrictions |
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Child Labor
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Children aged 16 and 17 (non-hazardous conditions)
Children aged 14 and 15 (outside school hours) Require working papers or work permits for minors |
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Prevailing Wages
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Davis-Bacon Act covers construction contracts receiving more than $2,000 in federal funds
Walsh-Healy Act covers all government contractors receiving $10,000 or more in federal funds |
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A procedure in which an organization compares its own practices against those of successful competitors
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Benchmarking
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Includes all the organizations that offer competing goods and services.
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Product Market
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Influenced by cost to produce the goods and services including cost of labor.
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Product price
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Organizations under pressure to cut costs may respond by:
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Reducing staff levels
Postponing hiring decisions Requiring employees to bear more of the costs |
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Labor Markets
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Pay strategy (lag,meet, exceed, competitors)
Cost of living (Consumer Price Index - CPI) |
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An administrative procedure for measuring the relative internal worth of the organization's jobs
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Job evaluation
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Rate of pay for each hour worked.
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Hourly wage
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Rate of pay for each unit produced.
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Piecework rate
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Rate of pay for each week, month, or year worked.
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Salary
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Employee Judgments about Pay Fairnes
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Keep in mind opinions about fairness
Evaluate their pay relative to others Equity Theory |
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People measure outcomes such as pay in terms of their inputs.
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Equity theory
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Issues in Developing a Pay Structure
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Legal requirements
Maket forces (labor and producdt) Organization's Goals (high-quality workforce, cost control, equity and fairness, and legal compliance) |
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Impact of Pay on Employee Behavior
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Responses to equity perceptions
Behaviors continue unchanged Rethink the situation Make upt the diff. in one of three ways (less effort, increase outcomes, withdrawal from the org.) |
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A graphed line showing the mathematical relationship between job evaluation points and pay rate.
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Pay police line
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Sets of jobs having similar worth or content, grouped together to establish rates of pay.
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Pay grades
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Pay rates defined by a minimum, maximum, and midpoint of pay for employees holding a particular job within a particular pay grade (red-circle and green-circle rates)
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Pay range
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Adjustment to a py rate to reflect differences in working conditions or labor markets
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Pay differential
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Alternatives to Job-based pay
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Delayering
Skills-based pay systems |
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Reducing the number of levels in the organization's job structure
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Delayering
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Pay structure that set pay according to the employees' levels of skill or knowledge and what they are capable of doing.
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Skill-based pay systems
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Pay structure and Actual Pay
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Compa-ratio is a common way to represent the organization's policy and compare actual pay to the pay structure to make sure policies and practices match.
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Ratio of average pay to the midpoint of the pay range.
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Compa-ratio
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Current Issues in Pay
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Military Duty (how to handle for extended periods of time)
Executives (based on equity theory, how it affects employees) |
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Forms of pay linked to an employee's performance as an individual, group member, or organization member.
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Incentive pay
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Forms of pay linked to an employee's performance as an individual, group member, or organization member.
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Performance measures are linked to the org.'s goals
Employees believe they can meet performance standards. The org. gives employees the resources they need to meet their goals. Employees value the rewards given. Employees believe the reward system is fair. The pay plan takes into account that employees may ignore any goals that are not rewarded. |
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Types of pay for individual performance
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Piecework rates
Standard hour plans Merit pay Individual bonuses Sales commissions |
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A wage based on the amount workers produce.
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Piecework rate
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Incentive pay in which the employer pays the same rate per piece, no matter how much the worker produces.
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Straigh piecework plan
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Incentive pay in which the piece rate is higher when a greater amount is produced.
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Differential piece rates
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An incentive plan that pays workers extra for workers extra for work done in less than a present "standard time"
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Standard hour plans
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A system of linking pay increases to ratings on performance appraisals.
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Merit pay
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Incentive pay calculated as a a percentage of sales.
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Commissions
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Pay for Group Performance
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Gainsharing
Group bonuses Team awards |
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Group incentive program that measures improvements in productivity and effectiveness and distributes a portion of each gain to employees.
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Gainsharing
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A gainsharing program in which employees receive a bonus if the ratio of labor costs to the sales value of production is below a set standard.
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Scanlon plan
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Types of Organizational Incentives
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Profit sharing
Stock Options Employee Stock Ownership Plans (ESOP) |
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Incentive pay in which payments are a percentage of the organization's profits and do not become part of the employees' base salary.
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Profit sharing
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Rights to buy a certain number of shares of stock at a specified price.
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Stock options
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An arrangement in which the organization distributes shares of stock to all its employees by placing it in a trust.
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Employee Stock Ownership Plans (ESOP)
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A combination of performance measures directed toward the company's long-and-short term goals and used as the basis for awarding incentive pay.
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Balanced scorecard
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Balanced scorecards measure:
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Financial
Customer Internal Learning and Growth |
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Incentive Pay for Executives
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Short term (boneuses based on year's profits, return on investment, other measures)
Long term (stock options and stock purchase plans) |
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Factors Affecting HRM in International Markets
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Culture
Education Economic systems Political-legal systems |
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The country in which an organization's headquarters is located.
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Paren country
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A country (other than the parent country) in which an organization operates a facility.
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Host country
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A country that is neither the parent nor the host country of an employer.
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Third country
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Employees assigned to work in another country.
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Expatriates
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An organization that sets up one or a few facilities in one or a few foreign countries.
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International organization
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An organization that builds facilities in a number of differenct countries in an effort to minimize production and distribution costs.
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Multinational company
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An organization that chooses to locate a facility based on the ability to effectively, efficiently, and flexibly produce a product or service, using cultural differences as an advantage.
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Global organization
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Five Dimension of Culture
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Individualism/collectivisim
Power distance Uncertainty avoidance Masculinity/femininity Long-term/short-term |
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Basic principles for selection of employees for foreign assignments:
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Competency in the area of expertise
Ability to communicate Flexibility and tolerance for ambiguity Sensitivity to cultural differences Motivation to succeed Enjoyment of challenges Willingness to learn Family support |
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The disillusionment and unfreezing of ideas that occur during the process of adjusting to a new culture.
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Culture shock
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Employees who manage an operation abroad without permanently locating in that country.
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Virtual expatriates
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A successful expatriate manager must be:
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Sensitive
Flexible Withstand the culture shock Assist family members to adapt |
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Emotions associated with a foreign assignment
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Honeymoon
Culture shock Learning Adjustment |
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Training to prepare employees and their family members for an assignment in a foreign country.
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Cross-cultural preparation
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Cross-cultural preparation includes:
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Departure preparation
Assignment preparation Return home preparation |
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Training programs for an international workforce must ask certain questions:
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1. Establish the objectives for the training and its content.
2. Identify and other interventions and conditions that must be in place for the training to meet its objectives. 3. Identify who in the org. should be involved in reviewing and approving the training program. |
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Compensation includes decisions about:
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Pay structure
Incentive pay Employee benefits |
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Helping Expatriates Return Home
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Repatriation
Reverse culture shock |
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The process of preparing expatriates to return home from a foreign assignment.
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Repatriation
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Two activities that companies can do to help expatriates through the repatriation process include:
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Communication
Validation |
