Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
174 Cards in this Set
- Front
- Back
|
ADDIE |
Analysis Design Development Implementation Evaluation |
|
|
ADDIE - Analysis |
Needs analysis, what training needs exist |
|
|
ADDIE - Design |
Determining course objectives, type of training, who wil be in attendance, etc. |
|
|
ADDIE - Development |
Selecting trainer, location, set up, etc. |
|
|
ADDIE - Implementation |
Perform training |
|
|
ADDIE - Evaluation |
Evaluate effectiveness, determine ROI |
|
|
Return on Investment |
Training return - training investment / training investment = return on investment |
|
|
Employment Appraisals - Rating Scales/ Graphic Rating Systems |
What is used at Carefree. Rating employee's proficiency in various job functions and performance areas |
|
|
Employment Appraisals - Behaviorally Anchored Rating Scales (BARS) |
Rating by a list of behaviors customized to the specific job |
|
|
Employment Appraisals - Paired Comparison Analysis |
Comparing employees to all other employees in pairs. Employee's Rating dependent upon the number of times they are identified as the better of the pair |
|
|
Employment Appraisals - Ranking Systems |
Making a ranked list of all employees top to bottom |
|
|
Employment Appraisals - Forced Distribution |
Manager must assign a fixed percentage of employees to each of several categories |
|
|
Employment Appraisals - Checklists |
Manager checks any applicable statements as they relate to the employee. Eg the employee follows instructions properly |
|
|
Employment Appraisals - Critical Incident Reports |
Manager rates employee by their handling of situations that have arisen during the performance period |
|
|
Employment Appraisals - Narrative or Essay Evaluations |
Very free form, a paragraph or more outlining employees performance and manger's thoughts on performance |
|
|
Employment Appraisals - Management by Objectives (MBO) |
Manager works with employee to set goals in their contribution to the organization's objectives and appraisal is based on their achievement of the goals |
|
|
SMART Goals |
Specific Measurable Achievable Realistic Timely |
|
|
Alternative Performance Evaluation Systems - Peer Reviews |
Fellow employees give feedback on the employee's performance |
|
|
Alternative Performance Evaluation Systems - 360 degree Evaluations |
Evaluation integrating the input of peers, subordinates, and all others who regularly deal with the employee |
|
|
Alternative Performance Evaluation Systems - Subordinate Reviews |
Subordinates give feedback about management strengths and weaknesses |
|
|
Alternative Performance Evaluation Systems - Self- appraisals |
Employee gives feedback about their own performance in their role |
|
|
Alternative Performance Evaluation Systems - Field Reviews |
An outsider (often HR) views the performance of an employee and gives feedback from an outside perspective |
|
|
Rating Errors - Bias |
Similar to me bias, propensity toward positive thoughts and feelings and better ratings for those like ourselves |
|
|
Rating Errors - Rating Personality Rather Than Performance |
Reacting to something like charm or aggressiveness rather than actions and accomplishments |
|
|
Rating Errors - Employee's Personal Background |
Giving things like experience or time in the position more credence than the employee's performance. |
|
|
Rating Errors - Halo/Horn Effect |
Letting one strong judgment cloud the entire performance evaluation. Not being able to give any criticism of a very hous employee or noted positive things about am overall unsatisfactory employee |
|
|
Rating Errors - Lack of Clear Standards |
Raters benefit from spelling out what behavior merits each rating |
|
|
Rating Errors - Leniency |
Fear of upsetting or hurting the feelings of an employee and therefore not being honest or critical |
|
|
Rating Errors - Severity |
Unrealistic expectations, reluctance to praise |
|
|
Rating Errors - Limited Use of the Rating Scale |
Tendency to stick to the center of the rating scale because extremes require more justification |
|
|
Rating Errors - Inadequate Observation |
Refusing or being unable to see enough of an employee's behaviors or performance to adequately complete the entire performance measure, or confirmation bias, tendency to disregard behavior that contradicts pre-existing beliefs |
|
|
Rating Errors - Recency Error |
Not considering the appropriate timeframe for assessing behavior. This could be considering behavior from before the review period, or could be only taking into consideration the most recent events |
|
|
Rating Errors - Contrast Effect |
Not rating the employee by their own merits but letting the high or low performance of a small number of employees skew perceptions for all others |
|
|
Rating Errors - Overemphasis on Uncharacteristic Performance |
Unusual behavior tends to stick out more than typical behavior. Ratings should never be focused on a single behavior, but rather patterns of behaviors |
|
|
Legal Repercussions of Performance Appraisals |
Inaccurate or incomplete performance appraisals can be weapons in the hands of disgruntled current or former employees. They can be used in defamation, wrongful termination etc. suits |
|
|
Building motivation during performance appraisals |
Appraisals should leave employees feeling motivated to improve or continue improving. Can be done by noting progress, goals met, translate negatives into areas for improvement |
|
|
Validity of a performance appraisal |
How well an appraisal actually measures an employee's performance. Appraisals should meet one or more: content, predictive, construct, concurrent, face validity |
|
|
Performance Appraisals - Content Validity |
An appraisal which uses factors that are representative of and relevant to the job. Eg a typing test for a typist |
|
|
Performance Appraisals - Predictive Validity |
When an appraisal has a positive statistical correlation with future performance |
|
|
Performance Appraisals - Construct Validity |
An appraisal whose factors are critical to successful job performance. eg skills to lead used for manager appraisal, not entry level employee appraisals |
|
|
Performance Appraisals - Reliability |
The appraisal outcome would be the same regardless of the person conducting it. Consistent results across multiple times |
|
|
Performance Approvals - Concurrent Validity |
Successful individuals in a job are grouped into top middle and bottom thirds. Standards of the top third are used in hiring, training, and managing. |
|
|
Performance Appraisals - Face Validity |
An assessment appears to measure what it is supposed to measure. |
|
|
Vroom's Expectancy Theory |
Trainees must believe their effort in a training program will lead to improved skills and a higher salary |
|
|
MBT - Multimedia Based Training |
Learning involving computer based interaction with audio, graphics, video, or internet |
|
|
Most common tool for measuring classroom effectiveness |
End of class questionnaire - also worst or weakest, measures student reaction, not learning |
|
|
Kirkpatrick Model - Evaluating Training Program Success |
1)Reaction |
|
|
Job Rotation |
Moving EEs from one job to another to broaden their experieince |
|
|
Computer Based Training |
Interactive self paced uses software teaching tools |
|
|
In Basket Exercises |
Require students to role play realistic job challenges to problem solve |
|
|
Assessment Centers |
Used to identify and select managerial candidates |
|
|
Vestibule Training |
Realistic simulations in the environment the job will be performed |
|
|
Pre test/post test |
Common way of measuring if learning occurred |
|
|
Adult Learning |
Adult learners learn best when interactive and multimedia based presentation style is used rather than straight lecture |
|
|
Critical Incident Technique |
Method used to keep track of uncommonly good or undesirable examples of an employee's work related behavior |
|
|
BARS - Behaviorally Anchored Rating Scale |
Appraisal method that evaluates good or poor performance based on observable or measurable behaviors |
|
|
Training curve |
S-Shaped - info learned in series of increasing and decreasing ability to retain information Funnel - info presented general first then specific Inverted Funnel - opposite Plateau - No changes to training |
|
|
Contrast Errors |
When the appraiser compares one employee against another rather than against the performance expectation |
|
|
Sherman Antitrust Act |
Limit monopolies. No restraint of trade or commerce |
|
|
David Bacon Act |
Requirement for paying prevailing wages on public works projects |
|
|
Copeland Act (Anti-Kickback Law) |
Prohibits contractors or subcontractors from inducing an employee to give up part of the compensation they are entitled to under their contract |
|
|
Walsh Healey Act |
Requires contractors engaged in manufacturing or furnishing of things to the US govnt or DC to pay EEs who work w/ goods under contracts exceeding $10k minimum wage + OT for +40 hrs |
|
|
FLSA - Fair Labor Standards Act |
Covers Minimum Wage, OT Pay, Child Labor, Record Keeping, and Exempt Status |
|
|
FLSA - Minimum Wage |
Employers must pay employees at least the minimum weage for all hours worked. Federal Minimum Wage $7.25 |
|
|
FLSA - OT Pay |
Non exempt employees must be paid time and a half for all hours over 40 worked in 1 week |
|
|
FLSA - Child Labor Age Restriction |
18 yo minimum for hazardous jobs |
|
|
FLSA - 14+15 yo work options |
3 hours on a school day, 18 in a school week 8 hours on a non-school day, 40 in a non-school week 7am-7pm only, or 9pm 6/1>Labor Day |
|
|
FLSA - Recordkeeping |
Employers must keep certain records for each covered, non exempt worker including accurate info about the employee, hours worker, and wages earned |
|
|
FLSA - Recordkeeping (Specific Info) |
Full name, address including zip code, DOB if under 19, sex, occupation, time and day of week when workweek begins, hours per day and per week, basis on which wages are paid, regular hourly rate, total daily or weekly straight time earnings, total weekly OT, any additions or deductions to wages, total wages per pay period, date of pay, pay period covered. |
|
|
FLSA - Exempt Status Categories |
Executive, Administrative, Professional, Outside Sales |
|
|
FLSA - Exempt Status - Executive |
Compensated on a salary basis of $684+ weekly Manages company or part of the company Directs work of 2+ full time EEs Has hiring/firing authority or heavily influences hiring/firing/promoting etc. |
|
|
FLSA - Exempt Status - Administrative |
Compensated on a salary basis of $684+ weekly Office or non manual work Manages business operations Exercises discretion and independent judgment in important matters |
|
|
FLSA - Exempt Status - Professional |
Compensated on a salary basis of $684+ weekly Performs work requiring advanced knowledge Consistently exercises judgment Science or learning focused advanced knowledge Degree/prolonged course of specialized instruction
|
|
|
FLSA - Exempt Status - Outside Sales |
Employee's primary duty is making sales, obtaining orders or contracts for services, must be regularly engaged away from the employer's place of business |
|
|
Equal Pay Act |
Equal pay between men and women |
|
|
Lilly Ledbetter Fair Pay Act |
Amended Title VII to reset 180 day timeframe to file complaint each time a discriminatory paycheck is issued |
|
|
Portal-to-Portal Act |
Employees engaged in activities for the benefit of the employer must be paid. Travel to and from worksite not paid as it is a normal incident of employment. |
|
|
McNamara-O'Hara Service Contract Act |
Contracts in excess of $2500 must pay workers rates comparable to those found in the prevailing locality |
|
|
Wage Garnishment Act |
Protects employees from discharge by their employers because their wages have been garnished from any one debt. Limits amount that can be garnished in any one week |
|
|
Disposable Earnings |
Portion of earnings left after deductions required by law (income tax, social security tax, state and city tax, unemployment insurance tax, etc.) |
|
|
FCRA - Fair Credit Reporting Act |
Regulates collection, dissemination, use of consumer credit info. Users of info must notify consumer when adverse action is taken, must identify the company that provided the report |
|
|
Independent Contractor |
Relieves employer of withholding taxes and providing benefits, meeting other employment laws. Typically determined by "right to control" (who sets pay rate, hours, pays for equipment), also is the person in business for themselves? |
|
|
Social Security Act Benefits |
Retirement Disability Survivorship Death |
|
|
Workers' Compensation |
Financial protection in the event of workplace injury or illness |
|
|
ADEA - Age Discrimination in Employment Act |
Prohibits employers with 20+ employees from discriminating against people age 40+ via verbiage in job postings, denying benefits, prohibiting mandatory retirement except highly paid executives |
|
|
ERISA - Employee Retirement Income Security Act |
Employers required to provide specific info re: benefit plans. Reporting and disclosing of pension and profit sharing plans and welfare plans. |
|
|
Form 5500 |
Financial report filed with IRS by employers who provide a qualified retirement plan. Also required when employer provides group medical dental life disability insurances w/ 100+ participants. All forms and schedules must be filed by the last day of the 7th month after end of plan year |
|
|
Pregnancy Discrimination Act |
Amendment to sex discrimination section of Civil Rights Act, cannot discriminate in hiring firing etc.. Requires employers to provide what insurance, leave pay, and additional support that would be bestowed upon any employee with medical leave or disability. Applies to companies with 15+ employees |
|
|
COBRA - Consolidated Omnibus Budget Reconciliation Act |
Mandates an insurance continuation for employers with 20+ employees. EEs and immediate family losing coverage by: death of EE, termination/reduction of hours, divorce, EE eligible for medicare, dependent child too old to be covered. Employer can charge full cost + 2% admin fee |
|
|
USERRA - Uniformed Services Employment and Reemployment Act |
Requires insurance continuation for EEs performing military duty more than 30 days up to 24months, can charge up to 102% of full premium. IF 30 days or less, coverage continues as normal. Must allow servicemember to return to work after deployment, cannot discriminate. |
|
|
OWBPA - Older Workers Benefit Protection Act |
Prohibits employers from denying benefits to older employees. Employers may be permitted tp reduce benfits based on age if the cost of providing reduced benefits to older workers is same as cost of benefits for younger workers |
|
|
Servence under the OWBPA/ADEA |
Agreement can include waiver of right to file age discrimination claim in order to receive something of value like early retirement or severence. Must be in writing, include verbiage to inform ADEA rights, must have 21 days to consider, 7 days to retract |
|
|
FMLA - Family Medical Leave Act |
Must be employed 12 months/1250 hours. Up to 12 weeks of time. EMployer must have 50+ EEs within 75 mi radius. Birth adoption or placement of child or serious health condition of self, parent, child, spouse. |
|
|
HIPAA - Health Insurance Portability and Accountability Act |
Protection of PHI Private Health Information |
|
|
Sarbanes Oxley Act (Sarsox) |
Requires a written notice to warn of blackout period preventing employees from trading stock part of retirement plan. At least 30 days no more than 60 days in advance |
|
|
Patient Protection and Affordable Care Act |
Put in place to ensure access to healthcare for all Americans. Eliminates lifetime annual limits, prohibits cancelling due to health problems, provides assistance to thos euninsured for preexisting conditions, requires coverage of preventative care, dependents covered until 26, uniform coverage documents, caps admin costs, appeals process, reinsurance for retirees, internet portal for options, admin simpl |
|
|
Adams Equity Theory |
Internal - Comparing pay w/i organization External - Comparing pay to similar jobs elsewhere Individual - Comparing to another person doing the same job at the same company |
|
|
Maslow's Hierarchy of Needs |
Basic > Safe/secure> Social > Esteem > Self Actualization |
|
|
Reward/Reinforcement Theory |
Employees will repeat rewarded behaviors and avoid those not rewarded |
|
|
Goal-setting theory (MBO - Management by Objectives) |
Only rewards that employees value can motivate them. Key is setting mutually beneficial goals, good for EE and organization. Pay can motivate if EEs participate in goal setting, goals are specific and sufficiently challenging, specific monetary rewards attached to each goal |
|
|
Intrinsic vs Extrinsic Rewards |
Intrinsic - psychological and intellectual rewards inherent to job Extrinsic - financial rewards, prestige, positive feedback |
|
|
Designing a Compensation System |
Determine worth of benchmark jobs Analyze rates compared to market What should target rates be relative to market Establish appropriate pay grades and ranges |
|
|
Wage Compression |
Pay differences between employees and positions are too small |
|
|
Permissible Wage Differences (EPA - Equal Pay Act) |
Seniority Merit Quantity or Quality of Production Any other factor except sex |
|
|
Benchmark Jobs |
Job with duties that can be clearly defined and compared to other jobs in the marketplace. Used for wage comparison with market |
|
|
Lead, Lag, Lead/Lag |
Lead - Matches end of year projection at beginning of year Lag - Matches beginning of year projections Lead/Lag - Matches mid year projections |
|
|
Compa Ratio |
Divide employee salary by midpoint salary. 1.0 is equal to midpoint, .75 is 25% below midpoint, etc. |
|
|
Geographic Diversity in Pay |
When companies have operations in multiple locations it may be beneficial to have separate pay structures for each |
|
|
Job Evaluations - Considerations |
Skills, effort, responsibility, working conditions |
|
|
Job Evaluations - Ranking Method |
Ordering jobs from lowest to highest based on some value to organization. Simplest, least expensive, easiest to understand , but does not take into consideration differences between jobs |
|
|
Job Evaluations - Classification/Grading |
Each job is categorized into groups called classes if similar, grades if similar difficulty but different types. Easy to administer and relatively inexpensive, but difficult to write descriptions |
|
|
Job Evaluations - Factor Comparison |
Analyze jobs on a factor by factor basis, jobs are compared but one factor at a time. Can be things like mental, physical, or skill requirements, responsibility, working conditions |
|
|
Job Evaluations - Point Factor Method |
Rating each job on compensable factors worth a certain number of points. Advantage is stability of rating scales. Most commonly used system of job evaluation. Disadvantages, costly and time consuming, evaluator bias. |
|
|
Job Evaluations - Guide Chart-Profile Method (Hay Method) |
Most popular point factor system. Best known variation of factor comparison. Uses universal factors, bases job values on 15 percent intervals, makes job to job comparisons |
|
|
Group Incentive Rewards |
Bonuses awarded to small groups or work teams according to performance. Include Gainsharing, Profit Sharing, Team Incentives, or combination plans. Previously not widely used. Becoming more common. |
|
|
Gainsharing |
Most common: Scanlon, Rucker, Improshare (improved productivity through sharing). Links pay directly to specific operational and productivity improvements in company performance. Amount is based on a formula based on value or gains of production over labor and other costs. |
|
|
Profit Sharing |
Provide for employee participation in profits from organization. Can be cash or deferred as qualified retirement plan. |
|
|
Compensatory Time Off |
Working over 40 hours in order to receive those hours back as PTO instead of being paid the overtime. Only legal for public sector, not private sector. |
|
|
COB - Coordination of Benefits |
When someone is covered by more than one insurance plan, admins use COB to determine primary and secondary coverage. Ensures costs aren't paid twice. |
|
|
Retirement Plans - 401(k) |
Most popular. Allows for pre tax contributions, 10% penalty to begin withdrawing before 59.5 yo. Must start withdrawing savings by 70.5 yo. |
|
|
Retirement Plans - 403(b) |
Similar to 401(k) but only government or non profits can use, and highly compensated employees are not limited the same way as in other plans to contribution levels |
|
|
Retirement Plans - ESOPs (Employee Stock Ownership Plans) |
Defined contribution, qualified. Qualified stock bonus plan or combo with qualified money purchase plan. |
|
|
Retirement Plans - IRAs (Individual Retirement Accounts) |
Tax deferred savings program. Defined contribution. |
|
|
Retirement Plans - SEPs (Simplified Employee Pension) |
A pension plan that uses an IRA both employer and employee have access to. Employer contributions are tax deductible up to 15% of employee compensation. |
|
|
Retirement Plans - Money Purchase Plans |
Employer makes fixed contributions for each employee usually as a percentage of income. Deposited in a trust and used to provide annuities after retirement. |
|
|
Retirement Plans - SIMPLE Plans |
100 or fewer employees with no other employer sponsored plan in the same year. Can be IRA or part of a 401(k) |
|
|
Vesting of Retirement Plan |
Employees are always 100% vested in their own contributions. Vesting depends on employer preference and defined benefit vs defined contribution |
|
|
Cliff Vesting |
3 years for defined contribution 5 years for defined benefit |
|
|
Graded Vesting |
DC 20% @ 2 yrs + 20% each year to 6 DB 20% @ 3 yrs +20% each year to 7 |
|
|
Flexible Benefits Plans/Cafeteria Plan |
Multiple available insurance coverage options. Participants may elect some not all, etc. |
|
|
Utilization Review |
Process of evaluating medical appropriateness of health care services with the purpose of making things cost effective. Second opinions, etc.. |
|
|
HSA - Health Savings Account |
Medical savings account. Contributions pre tax. Specific to high deductible healthcare plans |
|
|
AD&D - Accidental Death and Dismemberment |
Amounts are specified for type of loss. Non contributory, no occupationally related accidents |
|
|
Disability Insurance |
Replaces earning lost in case of an inability to work due to temporary or permanent disability |
|
|
Severance Pay |
Pay for individuals discharged from company. Typically excludes discharge for cause. |
|
|
Pay for Time not Worked |
No legal requirement for holiday pay, vacation, personal, parental, etc.. but can be required by market to be competitive and gain/retain top talent |
|
|
Unpaid Leave |
Many acts (ADA, FMLA etc.) influence requirements. Ability to take paid and unpaid time off is an important fringe benefit |
|
|
Social Security Disability Benefits |
Workers under 65 with disability expected to last 12+ months, or to result in death. 5 month waiting period. |
|
|
Qualified Benefits |
Nontaxable. does not defer receipt of compensation. Not included in gross income: Cash, vacation days, 401(k) contributions, etc. |
|
|
Unqualified Benefits |
Scholarships, meals, lodging, educational assistance |
|
|
Interviewing - Screening Interviews |
Informal, determine eligibility to continue in the selection process, receive invite to formal face to face interview |
|
|
Interviewing - Stress Interviews |
Place candidates in stressful conditions to observe how to handle it. Could be interruptions, rude behavior, intimidation |
|
|
Interviewing - Structured Interviews |
All candidates arw asked the same set of specific questions. Reduces potential for descrimination |
|
|
Interviews - Behavioral Interviews |
Evaluated as to past performance as it is the best predictor of future performance |
|
|
Interviews - Tag Team Interviews |
Candidates are questions by 2+ interviewers in a fast paced format |
|
|
Interviews - Group Interviews |
Candidates are interviewed by a group or panel to expedite interviewing process. More efficient than serial interviews |
|
|
Interviews - Situational Interviews |
Candidates are asked how they would react to various situations |
|
|
Interviews - Informal Interviews |
Evaluated in a casual environment to allow them to relax and try to get additional information |
|
|
Interviewing - Unacceptable Questions |
Health, national origin, physical characteristics, martial status, sexual orientation, age, etc.. Keep questions related to the position |
|
|
Pre-Employment Testing |
Must relate to job requirements. Must have validity and relaibility |
|
|
Pre Employment Testing - Potentially Prohibited Tests |
Ability and Aptitude, Alcohol, Drug, Genetic, HIV, Medical, Physical Agility, Polygraph |
|
|
Background Investigation |
Negligent hiring is a risk if hiring an angry or dangerous person, background check can help reduce likelihood |
|
|
Succession Planning |
Forcasting executive and managerial vacancies, helps employers assess potential promotion opportunities |
|
|
Affirmative Action Plan |
Plan to resolve disparate impact, encourage hiring of minorities |
|
|
Griggs v Duke Power |
Disparate Impact, pre selection tests must be reasonably related to the job |
|
|
McDonnell Douglas v Green |
Established a framework for employment discrimination cases - disparate treatment |
|
|
NLRB v J Weingarten, Inc. |
Employees in unionized workplaces have the right to have a union steward present in disciplinary meetings. Only applies to MEMBERS of the union |
|
|
Albermarle Paper v Moody |
Race discrimination and validity. Seniority system perpetuated overt segregation |
|
|
Washington v Davis |
Discriminatory motive must be present |
|
|
Regents of the University of CA v Bakke |
Bans quota systems, cannot make decisions based on race |
|
|
United Steelworkers of America v Weber |
Civil Rights Act did not proclude employers fro favoring women and minorities |
|
|
Bundy v Jackson |
Someone doesn't have to suffer financially or lose job benefits for harassment to violate Title VII |
|
|
David v United Steel Corp |
If a manager noticed sexual harassment the company is liable |
|
|
Meritor Savings Bank v Vinson |
Qualified some hostile environment situations as a violation of Civil Rights Act Title VII |
|
|
Burlington Industries v Ellerth |
Constructive discharge |
|
|
City of Richmond v J A Croson Co |
Program giving preference to minority business enterprises unconstitutional under Equal Protections Clause |
|
|
Martin v Wilks |
Reverse discrimination, challenging validity of race based hiring practices |
|
|
Ellison v Brady |
Behavior alleged to be sexual harassment must be analyzed from a "reasonable woman's" perspective |
|
|
Piscataway Board of Education v Taxman |
No hiring, firing, employment decisions based on race |
|
|
Oncale v Sundowner Offshore Services |
Sexual harassment does not have to be opposite sexes |
|
|
Circuit City v Adams |
Employers' rights to arbitrator agreements |
|
|
Burlington Northern & Santa Fe Railway Co v White |
Job reassignment after sexual harassment can constitute retaliatory discrimination if the placement in undesireable |
|
|
Sereboff v Mid Atlantic Medical Services Inc |
ERISA and medical cost recovery |
|
|
Ledbetter v Goodyear Tire & Rubber Co |
180 day limit to report resets with every new instance of inequitable pay |
