Management Final

Front 1

The primary piece of legislation affecting HRM practice

Back 1

Federal Civil Rights Act of 1964 - The act and subsequent
amendments to the act prohibit discrimination
in employment hiring, promotion, compensation,
and treatment of protected employee groups. Protected
groups are those who might be discriminated against
based on their gender, race, age, religion, sexual preference,
height, weight, arrest record, national origin,
financial status, military record, or disability.

Front 2

This amendment
to the original 1964 act prohibits discrimination
on the basis of race and places the burden of
proof on the employer.

Back 2

Title VII of the Civil Rights Act of 1991

Front 3

This act protects
employees 40 years of age and older from discrimination.

Back 3

Age Discrimination Act of 1967

Front 4

prohibits employer discrimination against
qualified individuals who are labeled as “disabled.”
It requires employers to make reasonable accommodations
for disabled employees to permit access to
their jobs.

Back 4

Americans with Disabilities Act of 1990 (ADA)

Front 5

requires employers of 50 or more employees
to guarantee employees 12 weeks of unpaid leave
each year for special family duties such as childbirth,
adoption of children, illness of family member, or
personal illness.

Back 5

Family and Medical Leave Act of 1993 (FMLA)

Front 6

This Act established protection for child labor under 18 yrs old, working too many hrs on school nights, restricted how many hrs/day, hrs/week

Back 6

Fair Labor Standard Act of 1938

Front 7

Created to monitor discrimination and file lawsuits to correct discrimination practices.
Also responsible for affirmative action - activist approach to correcting discrimination

Back 7

The Equal Employment Opportunity Commission
(EEOC) 1972

Front 8

Develops and enforces workplace standards to prevent work related injuries

Back 8

Occupational Safety and Health Act of 1970 (OSHA) - opened toed shoes not allowed in pharmacy, garbage compactor use have age restriction

Front 9

Name the 2 approaches to Recruitment

Back 9

Proactive and Reactive Approach

Front 10

This recruitment approach helps maintain a pleasant work environment, continuous recruitment, takes place regardless if position is open or not, established positive image in the minds of potential recruits, attempt to become employer of choice

Back 10

Proactive Approach

Front 11

This approach starts recruiting when a position is open or a notice has been given (need to have contingency plan to fill vacancies), relies heavily on advertisements to communicate job opening, candidate pool may be limited

Back 11

Reactive Approach

Front 12

The estimated cost to replace a service worker (technician)

Back 12

$1,000 to $2,000

Front 13

The estimated cost to replace professionals (pharmacists)

Back 13

$4,000 to $8,000

Front 14

Cost due to loss of professionals and managers due to loss of money, loss of business, lower productivity

Back 14

Up to $100,000

Front 15

Refers to candidate application, screening, interviewing, selection and hiring process

Back 15

Placement

Front 16

Refers to candidate application, screening, interviewing, selection and hiring process

Back 16

Placement

Front 17

meant to improve employee performance
with current tasks and jobs

Back 17

Training - essential for meeting current needs

Front 18

prepares employees for new responsibilities and
positions

Back 18

Development - an investment in
future needs

Front 19

3 ways managers commonly provide employee feedback

Back 19

Day to Day Feedback
Management by walking around (MBWA)
Store visits or everyday reviews

Front 20

What is an ad hoc performance review

Back 20

a review scheduled in response to good or bad performance

Front 21

The 3 general purposes of performance management

Back 21

Administrative
Strategic
Developmental - to make better employees

Front 22

The five criteria for effective performance management systems are

Back 22

Strategic congruence
Specificity
Validity
Acceptability
Reliability

Front 23

One of the five performance criteria that is the extent to which the performance management system elicits job performance that is congruent with the organization's strategy, goals, and culture

Back 23

Strategic Congruence

Front 24

One of the five performance criteria that is the extent to which the performance measure assesses all the relevant and only the relevant - aspects of job performance

Back 24

Validity

Front 25

One of the five performance criteria that refers to the consistency of the performance measure

Back 25

Reliability

Front 26

One of the five performance criteria that refers to whether the people who use the performance measure accept it.

Back 26

Acceptability

Front 27

One of the five performance criteria that is the extent to which a performance measure gives specific guidance to employees about what is expected of them and how they can meet these expectations

Back 27

Specificity

Front 28

What are the 3 types of performance management (appraisals)?

Back 28

Absolute Systems - use a scale or index, most common
Relative Systems - compares employees to others
Outcome-Oriented Systems - evaluating end results

Front 29

The main advantage of this system is feedback

Back 29

Absolute Systems

Front 30

When the rater appraises everyone at or near the median of the scale or rates everyone similarly for fear of causing angst or feelings of injustice among employees

Back 30

Central Tendency

Front 31

Judges similarly but on high end of scale

Back 31

Leniency

Front 32

a rate allows a single prominent characteristic of an employee to influence his/her judgement on each separate item in the appraisal

Back 32

Halo Effect - especially problematic for graphic rating

Front 33

A major disadvantage to absolute systems is

Back 33

Rater Biases

Front 34

The two approaches to reduce rater errors are

Back 34

Rater error training
Rater accuracy training - understand biases that occur

Front 35

The advantage of Relative Systems over Absolute Systems is

Back 35

central tendency and leniency effects are minimized, and likelihood of halo effect occurring is also reduced.

Front 36

The disadvantage of Relative systems is

Back 36

do not generate substantive feedback to employees

Front 37

Managers spend __ to ___% of their time dealing with conflicts

Back 37

18 to 26%

Front 38

Name the 5 types of conflicts

Back 38

Relationship
Data
Structural
Interest
Value

Front 39

Name the 5 conflict-handling modes

Back 39

Competing
Collaborating
Compromising
Assertive
Accomodating

Front 40

Conflict-Handling mode that is very assertive and UNcooperative

Back 40

Competing - quick decisive action is vital
conflict is low, not demanding, or not high priority - give quick answer don't even think about outcome

Front 41

Conflict-handling mode that is unassertive and cooperative

Back 41

Accomodate - the other party is right, harmony and stability are especially important

Front 42

Conflict-Handling Mode that is partially assertive and partially cooperative

Back 42

Compromise - time constraints call for an expedient solution, opposing goals are incompatible, discussions have stalled

Front 43

Conflict-Handling Mode that is unassertive and uncooperative

Back 43

Avoid - issue is not relevant or unimportant, emotions are not controlled, need additional information, potential disruption outweighs the benefits of resolution

Front 44

Conflict-Handling Mode that is assertive and cooperative, want to satisfy your concerns and the concerns of the other individual

Back 44

Collaborate - concerns of both parties are too important to be compromised

Front 45

List the stages in the conflict process

Back 45

Conflict Situation
Awareness of the situation
Realization manifestation of conflict
Resolution of conflict
After-effects of the conflict situation