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75 Cards in this Set
- Front
- Back
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Strategic Management
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a process, an approach to addressing the competitive challenges an organization faces
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Strategy Formulation
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Has 5 major compenents:
1) Mission - statement of the organization's reasons for being 2) Goals - what organization hopes to achieve in the medium-to long-term future 3) External analysis - examining the organization's operating environment to identify strategic opportunities and threats 4) Internal analysis - examining and organization's strengths and weaknesses 5) Strategic choice - organization's strategy |
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Strategic HR Management
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the pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals
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Directional Strategies
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- external growth strategy
- concentration strategy - downsizing - internal growth strategy - mergers and acquisitions |
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External Growth Strategy
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An emphasis on acquiring vendors and suppliers or buying businesses that allow a company to expand into new markets
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Concentration Strategy
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A strategy focusing on increasing market share, reducing costs, or creating and maintaining a market niche for products and services
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Internal Growth Strategy
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A focus on new market and product development, innovation, and joint ventures
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Downsizing
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The planned elimination of large numbers of personnel, designed to enhance organizational effectiveness
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Emergent Strategies
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Those that evolve from the grass roots of the organization and can be thought of what organizations actually do, as opposed to what they intend to do.
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Equal Employment Opportunity (EEO)
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the government's attempt to ensure that all individuals have an equal chance for employment, regardless of race, color, religion, sex, or national origin
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Equal Pay Act of 1963
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An amendment to the Fair Labor Standards Act, requires that men and women performing equal jobs receive equal pay.
exceptions: seniority, merit, quantity or quality of production |
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Title VII Civil Rights Act 1964
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Forbids discrimination based on race, color, religion, sex, or national origin.
Applies to employers with 15 or more employees working 20 or more weeks per year; labor unions; and employment agencies |
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Age Discrimination in Employment Act (ADEA) of 1967
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Prohibits discrimination in employment against individuals 40 years of age or older.
Applies to employes with 15 or more employees working 20 or more weeks per year; labor unions; employment agencies; federal government |
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Americans with Disabilities Act of 1990
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Prohibits discrimination against individuals with disabilities
Applies to employers with 15 or more employees |
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Pregnancy Act DIscrimination
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Prohibits discrimination on the basis or pregnancy, childbirth, or related medical conditions
Applies to employers with 15 or more employees |
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Equal Employment Opportunity Commission (EEOC)
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One of two agencies responsible for the enforcement of all EEO laws and executive orders.
Responsibilities: - Investigating and resolving discrimination complaints - Gathering information - Issuing guidelines |
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Enforcing of EEO Agencies
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- Equal Employment Opportunity Commission
- Office of Federal Contract Compliance Programs |
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Fair Employment and Housing Act (CA)
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Department of Fair Employment and Housing
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Executive Order 11246
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Affirmative Action
Prohibits government contractors and subcontractors from discriminations employers receiving more than $10,000 from federal government must take, and those with contracts greater than $50,000 must develop a written. |
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Office of Federal Contract Compliance Programs (OFCCP)
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Responsible for enforcing the executive orders that cover companies doing business with the federal government.
Annually audits government contractors 3 components: - Utilization analysis - Goals and timetables - action steps |
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Forms of discrimination
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- DIsparate treatment
- Disparate impact |
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Disparate Treatment
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exists when individuals in similar situations are treated differently based upon race, color, religion, sex, national origin, age, or disability status
- Bona fide occupational qualifications (BFOQ) - McDonnell Douglas Corp v. Green |
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Disparate Impact
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occurs when a facially neutral employment practice disproportionately excludes a protected group from employment opportunities.
- four-fifths rule - standard deviation rule - wards cove packing co. vs. antonio - griggs vs. duke power |
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Reasonable Accommodation
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places a special obligation on an employer to affirmatively do something to accommodate an individual's disability or religion
- Religion and Accommodation - Disability and Accommodation |
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Sexual Harassment
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unwanted sexual advances
- Quid pro quo harassment - A hostile working environment 3 conditions: - The plaintiff cannot have "invited or incited" the advances - Harassment must have been severe - The court must determine the liability of the organization for actions of its employees |
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Quid pro quo harassment
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occurs when some kind of benefit (or punishment) is made contingent on the employee's submitting (or not submitting) to sexual advances
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Hostile working environment
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occurs when someone's behavior in the workplace creates an environment that makes it difficult for someone of a particular sex to work
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Occupational Safety and Health Act (OSHA)
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The law that authorizes 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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General Duty Clause
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The provision of the OSHA that states that an employer has an overall obligation to furnish employees with a place of employment free from recognized hazards
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Work-flow analysis
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- analyzing work outputs
- analyzing work processes - analyzing work inputs provides a means for the managers to understand all the tasks required to produce a high-quality product providing the skills necessary to perform those tasks |
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Work outputs
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the product of a work unit and is often an unidentifiable thing, such as a completed purchase order, and employment test, or a hamburger. Can also be a service.
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Work processes
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the activities that members of a work unit engage in to produce a given output. Consists of operating procedures that specify how things should be done at each stage of the development of the product.
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Work inputs
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raw materials, equipment, and human skills needed to perform the tasks
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Organizational Structure
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provides a cross-sectional overview of the static relationship between individuals and units that create outputs.
two important dimensions: - centralization - departmentalization |
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Centralization
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Degree to which decision-making authority resides at the top of the organizational chart as opposed to being distributed throughout lower levels
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Departmentalization
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Degree to which work units are grouped based on functional similarity or similarity of work flow
- functional structure - divisional structure |
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Functional Structure (departmentalization)
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employes a functional departmentalization scheme with relatively high levels of centralization
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Divisional Structure (departmentalization)
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combine a divisional departmentalization scheme with relatively low levels of centralization
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Importance of job analysis to managers
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- Work redesign
- Human resource planning - Selection - Training - Performance appraisal - Career planning - Job evaluation |
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Job description
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a list of tasks, duties, and responsibilities (TDRs)
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Job specification
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a list of knowledge, skills, and abilities, and other characteristics (KSAOs)
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Job Analysis Methods
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- Questionnaires
- Interviews - Observation - Work diaries - Position Analysis Questionnaire (PAQ) - Fleishman Job Analysis System (FJAS) - Occupational Information Network (O*NET) |
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O*NET (Occupational Information Network)
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Instead of relying on fixed job titles and narrow task descriptions, uses a common language that generalizes across jobs to describe the abilities, work styles, work activities, and work context required for various occupations that are more broadly defined
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Job Design
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The process of defining the way work will be performed and the tasks that will be required in a given job
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Job Redesign
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The process of changing the tasks or the way work is performed in an existing
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Forecasting
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Determining Labor Demand
- derived from product/service demanded - external in nature Determining Labor Supply - internal movements caused by transfers, promotions, turnover, retirements, etc. - transitional matrices identify employee movements over time - useful for AA / EEO purposes Determining Labor Supply or Shortage from labor supply and demand |
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Strategies for Reducing Expected Labor Surplus
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downsizing
pay reductions demotions transfers work sharing hiring freeze natural attrition early retirement retraining |
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Strategies for reducing an expected labor shortage
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overtime
temporary employees outsourcing retrained transfers turnover reductions new external hires technological innovation |
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Transitional Matrix
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matrix showing the proportion (or number) of employees in different job categories at different times
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Leading indicator
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an objective measure that accurately predicts future labor demand
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Human Resource Recruitment Process
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The practice or activity carried on by the organization with the primary purpose of identifying and attracting potential employees
goal is to ensure that the organization has a number of reasonably qualified applicants (who would find the job acceptable) to choose from when a vacancy occurs |
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Personnel Policies
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Characteristics of the vacancy are more important than recruiters sources
- internal versus external recruiting - extrinsic versus intrinsic rewards - image advertising |
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Recruiter's functional area
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most organizations must choose whether their recruiters are specialists in human resources or experts at particular jobs.
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Recruiter's traits
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Two traits stand out when applicants' reactions to recruiters are examined:
1) "warmth" - degree to which the recruiter seems to care about the applicant and is enthusiastic about her potential to contribute to the company 2) "informativeness" |
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Recruiter's realism
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Applicants are highly sensitive to negative information. Realistic job previews do lower expectations and can help reduce future turnover in the workforce.
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Enhancing Recruiter Impact
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- provide timely feedback
- avoid rude behaviors that might convey the wrong organizational impression - Recruit in teams rather than as individuals |
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Types of selection methods
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- interviews
- references - biographical data - physical ability test - cognitive ability test - personality inventories - work samples - honesty and drug tests |
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Selection Method Standards
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- Reliability
- Validity - Generalizability - Utility - Legality |
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Reliability
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The consistency of a performance measure; the degree to which a performance measure is free from random error
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Validity
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The extent to which a performance measure assesses all the relevant -- and only the relevant -- aspects of job performance
Criterion-Related Validation - Predictive Validation - Concurrent Validation Content Validation |
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Criterion-Related Validity
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A method of establishing the validity of a personnel selection method by showing a substantial correlation between test scores and job-performance scores
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Predictive Validation
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A criterion-related validity study that seeks to establish an empirical relationship between applicants' test scores and their eventual performance on the job
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Concurrent Validation
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A criterion-related validity study in which a test is administered to all the people currently in a job and then incumbents' scores are correlated with existing measures of their performance on the job
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Content Validation
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A test-validation strategy performed by demonstrating that the items, questions, or problems posed by a test are a representative sample of the kinds of situations or problems that occur on the job
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Generalizability
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The degree to which the validity of a selection method established in one context extends to other contexts
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Utility
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The degree to which the information provided by selection methods enhances the effectiveness of selecting personnel in real organizations
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Legality
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All selection methods must conform to existing laws and legal precedents
Three acts have formed the basis for a majority of the suits filed by job applicants: - Civil Rights Act of 1964 and 1991 - Age Discrimination in Employment Act of 1967 - Americans with Disabilities Act of 1991 |
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Selection Interviews
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a dialogue initiated by one or more persons to gather information and evaluate the qualifications of an applicant for employment.
- should be structured, standardized, focused on goals oriented to skills and behaviors that are observable - interviewers should plan to come out of each interview with a quantitative rating - interviewers should also have a structured note-taking system that will aid recall when it comes to satisfying the ratings |
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Situational Interview
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confronts applicants on specific issues, questions, or problems that are likely to arise on the job.
consists of: - experience-based questions - future-oriented questions |
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Cognitive Ability Test
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differentiates individuals based on their mental rather than physical capacities.
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Personality inventories
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categorize individuals by their personality characteristics
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Work samples
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simulate the job in miniatured form
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Physical ability test
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relevant for predicting not only job performance by occupational injuries and disabilities
types: - muscular tension, power, endurance - cardiovascular endurance - flexibility - balance - coordination |
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Honesty tests
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The Polygraph Act of 1988 banned the use of polygraph tests for private companies except pharmaceutical and security guard suppliers.
Paper-and-pencil honesty testing attempts to asses the likelihood that employees will steal. - since these tests are new, there is little evidence on their effectiveness |
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Drug tests
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tend to be reliable and valid
major controversies: - invasion of privacy - unreasonable search and seizure - violation of due process -Tests should be administered systematically to all applicants applying for the same job. -Testing is likely to be more defensible when there are safety hazards associated with the failure to perform. -Test results should be reported to the applicant, who should have an avenue to appeal. |
