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80 Cards in this Set
- Front
- Back
key components of HR Value proposition |
1. retention 2. staffing 3. training and development 4. strategy |
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disparate treatment |
intentionally treating people differently (intentional discrimination) ex. Eastern & southwest airlines flight attendants requirements |
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disparate impact |
unintentional treating people differently (unintentional discrimination) ex. police set height standard but the height was meant to get physically capable individuals |
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how illegal discrimination appears |
1. disparate treatment 2. disparate impact |
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forecasting |
demand for employees involves predicting how many employees the firm will need in specific jobs in the future |
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recruiting |
process of attracting potential new employees to the organization (generating a pool of qualified applicants) |
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selection |
process of collecting systematic information about applicants and using that information to decide which applicants to hire (choosing the best applicant) |
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qualitative method of HR forecasting |
subjective (getting opinions), rely primarily on the judgments of experts, experience and expectations |
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quantitative method of HR forecasting |
objective, historical basis, use statistical techniques |
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supplementary |
similar, we want employees to fit in with work environment |
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complementary |
completes, employees bringing something to work that they don't already have |
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cognitive ability |
only tells what someone can do-not necessarily what they will do |
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performance or work sample tests |
examinations that verify an applicant's ability to perform actual job behaviors identified from a job analysis |
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integrity tests |
tests that measure an applicant's attitudes and opinions about dysfunctional behaviors such as theft, sabotage, physical abuse and substance abuse |
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personality inventories |
programs that measure the thoughts, feelings, and behaviors that define an individual and determine that person's pattern of interaction with the environment |
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STAR |
Situation (background of story) Task (what did you need to accomplish) Action (what did you do) Result (successful outcomes) |
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training |
process of instructing employees in their job tasks and socializing them into the organization's values, attitudes, and other aspects of its culture |
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training and development goal |
fostering employee learning that improves organizational performance |
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training process |
1. Needs assessment (what needs to be taught) 2.Designing training 3. Delivering training 4. Evaluating training |
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4 measurements of training |
1.reaction (how do you feel about the training) 2. learning (taking pre-test & post test then compare results) 3. behaviors (are the employees doing what they trained you to do) 4. results (does the training improve the organization's performance) |
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performance management |
process of ensuring employees' behavior contributes to organization's goals |
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performance |
value of employee output Formula: Ability x Motivation x Resources |
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measurements of organizational performance |
1. traits 2. behaviors 3. outcomes |
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traits |
subjective evaluation of an employee's personal characteristics such as attitude, motivation, cooperation, and dependability; little control/variance ex. excellent communicator |
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behaviors |
subjective evaluation of the way an employee performs job tasks; within control, relation to outcomes ex. obtain 10 hours of continuing education |
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outcomes |
measurement of quantity and quality of an employee's work within specific period of time, outcome based, outside influences ex. achieve 10% increase in gross sales |
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compensation |
basis on which an organization gives money, goods, or services to its employees in exchange for their work, it serves to attract, motivate, and retain employees total pay + benefits |
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components of compensation |
1. base pay 2. benefits 3. incentive pay (this pay is not always guaranteed) these components make up 65-70% of production costs |
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examples of benefits |
legally required (social security, medicare, etc.), paid leave, insurance, and retirement |
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retirement benefits |
1. defined benefit (depends on a formula that includes employee length of service and average income ex. pension) 2. defined contribution (regular contributions are made to investment funds ex. 401K/ 403B) |
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company match |
retirement benefit; free money |
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ratio (retirement benefit) |
how much of your contribution the company matches |
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cap (retirement benefit) |
the largest amount the company will contribute |
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vesting |
the money that the organization contributes; it is not your money |
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50% match --> ratio 3% of employee contributions--> cap |
ACME offers 50% on the first 3% of employee contributions. All employees are 100% vested after 3 years. What is the ratio and what is the cap? |
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incentive pay |
may or may not earn it |
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variable (incentive) pay |
dependent on performance; generally effective at influencing behavior; transfers risk; widely utilized |
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bonus |
one time payment |
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merit pay |
increase base pay of salary next year |
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stock options |
higher level management may offer this as part of incentive compensation; stock value may increase in future so it is a chance for employees to gain money |
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sub-optimization |
optimizing/focusing on little aspects |
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negotiation |
occurs when 2 or more parties discuss a problem with the intent to resolve differences and come up with a solution |
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alternatives to negotiation |
fight openly and capitulate (aka giving in) |
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3rd party options |
1. mediation 2. arbitration |
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mediation |
facilitation, help both parties agree on a decision |
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arbitration |
binding discussion, the 3rd party makes decision for the 2 parties |
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reservation (indifference) point |
worst acceptable outcome |
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Best Alternative to Negotiated Agreement |
BATNA |
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Target (Aspiration) point |
best realistic outcome; this is where we would like to be |
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settlement range |
is the money range of that the potential employee can bargain his/her salary with the boss; part of the bargaining zone |
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distributive negotiation |
there are only so many resources to go around (a "fixed pie"), therefore each side must haggle in an attempt to get as much of the pie as possible; direct conflict to another party |
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integrative negotiation |
successful integration between the parties can enlarge the "pie", creating beneficial solutions for both parties; both parties attempt to find common ground and use shared interests to reach outcomes that are mutually beneficial |
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distributive negotiation strategies |
1. know your BATNA; try to know opponent's 2. avoid stating ranges 3. make the first offer 4. make bilateral (not unilateral) concessions (aka exchanges) |
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fixed pie perceptions |
assuming the interests of the parties are opposed ex. Ugli orange in class activity |
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resistance to yielding |
willingness to make concessions (giving in or making the value less than it should be) |
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common negotiation problems |
1. leaving money on the table (lose-lose negotiation) 2. settling for too little (winner's curse) 3. walking away from the table (stubbornness) 4. settling for terms worse than your alternative (agreement bias) |
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motivation |
processes that initiate and maintain goal oriented behaviors |
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intrinsic motivation |
do something for the sake of doing it ex. being in class because you like being in class & learning |
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extrinsic motivation |
do something to attain values outcomes ex. being in class because you feel like you need to be in class to earn a good grade |
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expectancy theory |
theory stating that motivation depends not only on how much a person wants something but also on the person's perception of how likely he or she is to get it; motivation is a function of both the desirability of the reward and the likelihood of receiving it |
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instrumentality |
person's expectation that performing a task will lead to a desired outcome |
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valence |
value of each potential outcome which describes its importance |
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equation of motivation |
expectancy x instrumentality x valence |
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equity theory |
theory stating that the extent to which people are willing to contribute to an organization depends on their assessment of the fairness of the rewards they will receive in exchange; motivation is a function of perceived fairness in the ratio of inputs to outcomes |
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inputs |
things you bring to the organization ex. time, education, experience, effort, results |
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outputs |
things you get as a result of working for an organization ex. pay, benefits, recognition, promotion |
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goal setting theory |
theory which recognizes the importance of goals in improving employee performance |
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things that goal setting theory directs |
1. attention/focus 2. effort 3. problem solving |
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self efficacy |
belief that you can accomplish a specific task (if low _______ _________, the goal might not be accomplished); deals with expectancy/ goal theories |
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valued rewards |
individuals value different things so vary goals/benefits depending on person; deals with expectancy/ equity theories |
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individuals differ in regards to these things |
1. self-efficacy 2. valued rewards 3. peer group 4. ability 5. interests |
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reinforcement theory |
theory that assumes that behavior may be reinforced by relating it to its consequences; frequency of behavior can be changed by linking focal behavior to consequences |
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behavior modification |
an application of reinforcement theory, which invokes change in behavior and encouraging appropriate actions by relating the consequences of behavior to the behavior itself |
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positive reinforcement |
act of strengthening a desired behavior by rewarding it or providing other positive outcomes |
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avoidance/negative reinforcement |
act of strengthening a desired behavior by allowing individuals to avoid negative consequences by performing the behavior |
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punishment |
act of weakening or eliminating an undesired behavior by providing negative consequences |
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schedules of reinforcement |
1. fixed interval schedule 2. fixed ratio schedule |
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fixed interval schedule |
a pattern of reinforcement at specified periods of time, regardless of behavior |
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fixed ratio schedule |
a pattern offering reinforcement after a specified number of desired performance behaviors, regardless of the time elapsed between them |
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social learning theory |
theory stating that employees learn not only through direct experience but also through observation and personal qualities; vicarious learning is an important aspect of learning in organizations vicarious learning is the ability to learn from others, you don't have to make the mistakes yourself |