Poli 4160 Exam

Front 1

-Promotion from within policy
-Job posting
-Training programs
-Employee referrals

ADVANTAGE: Builds employee loyalist
DISADVANTAGE: Tends to main existing level of diversity; creates entitlement mentality and "This is the way we've always done things" attitude

Back 1

Internal Sources of Applicants

Front 2

-Walk-ins and write-ins
-Employee agencies
-Educational institutions
-Job training programs
-Events
-Traditional media
-Internet

ADVANTAGE: Larger, more diverse applicant pool; infuses new behaviors and ways of thinking
DISADVANTAGE: Employees may perceive reduced opportunities for upward mobility; may resent "outsiders"

Back 2

External Sources of Applicants

Front 3

Basic Selection Strategies:

Selection procedures are arranged in order of least difficult to most difficult. If applicant fails on one procedure, he or she is eliminated from consideration

Back 3

Multiple Hurdle

Front 4

Basic Selection Strategies:

Applicants are allowed to pass through entire selection process. Weaknesses in one KSA may be "compensated" by strength in another KSA.

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Compensatory

Front 5

Used to obtain basic information on an applicant and to determine if he or she meets the basic training and experience requirements for a job. If the applicant is hired, certain data are used to establish the employee file

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Application Form

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Also called a self-crediting questionnaire, is derived from critical and important tasks identified in job analysis and collects job -specific information from applicants such as

-Experience
-Knowledge
-Formal Education
-Training

EX: 1) Describe how you would construct a retaining wall of railroad ties so as to prevent tilting of the wall from static pressure. 2) Describe your experience in operating a front-end loader. 3) Describe your training and experience in selecting, installing and maintaing landscape plants. 4) What action would you take if a member of your crew told a racial joke?

Back 6

Supplemental Application Form

Front 7

Refers to any device that purports to predict whether an applicant is likely to succeed on the job such as:

-Aptitude test
-Vocational interest test

** Such tests must be validated based on CRITERION RELATED VALIDITY standards set forth in the "Uniform Guidelines"

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Ability Test

Front 8

This type of test is designed to measure an applicant's proficiency in skills needed to perform "critical and important tasks identified in job analysis." The test is designed and administered as closely as possible in the "format of the job." Examples include:

-Lay standard courses of brick: Brick Mason
-Install pole hardware: Journeyman Lineman
-Grade to reference stakes: Motor Grader Operator

Back 8

Work Sample Tests

Front 9

Widely used; however, it is a "notoriously unreliable and invalid selection tool." Although most hiring officials believe they can accurately assess an applicant's job suitability with this the results suggest otherwise. But with improvements, this can still be made useful.

- This is a "test" within the meaning of "Title VII" and the "EEOC", and should meet content validity standards of the "Uniform Guidelines."

Back 9

Selection Interview

Front 10

- Inquiries into an applicant's character and truthfulness
- They can identify possible "red flags" in an applicants background
- "Search for the derogatory"
- Information collected must be job-related
- Most are conducted by third parties

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Background Investigations

Front 11

- Is always a "post-offer" step in selection process
- Is useful for screening out applicants who are likely to sustain job injuries
- Must be based on job requirements
- Must be required of all applicants for the same title
- Must not be used to discriminate because of disability

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Physical Examination

Front 12

1) Application Form - Applicant will attach certificate of apprenticeship or authorize institution to send transcript (BN*)
2) Supplemental Applicant Form (CV*)
3) Work Sample Test-Install pole hardware (CV*)
4) Structured Interview (CV*)
5) Conditional Offer of Employment

BN: Business Necessity
CV: Content Validity

Back 12

Pre-Offer

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1) Background Investigation
2) Physical Exam / Drug Screen
3) Official Offer of Employment

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Post-Offer

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If an applicant is denied employment based on the results of a background investigation conducted by a third party, THIS requires that this information be disclosed to the applicant

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Fair Credit Reporting Act

Front 15

(Purposes of Performance Appraisal)

- Merit or incentive pay
- Promotion
- Reassignment
- Dismissal

Back 15

Administrative Purposes (Have Legal Implications)

Front 16

(Purposes of Performance Appraisal)

- Counseling in "real time"
- Developing employee potential

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Developmental Purposes

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(Purposes of Performance Appraisal)

- Test validation
- Identifying training needs

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Other Purposes

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The performance appraisal process is carried out in such a way that ratings disadvantage employees based on race, sex, etc. i.e., "Intentional discrimination"

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Disparate Treatment

Front 19

Although the rating instrument is neutral, the ratings have an adverse effect on employees based on race, sex, etc.; i.e., "Unintentional discrimination"

Back 19

Disparate Impact"

Front 20

(Performance Appraisal Court Case)

This company used performance ratings to make lay-offs decisions that had an adverse effect on Hispanic employees. The court shifted the burden to this company to prove the performance appraisal system was valid

Outcome: Court found for plaintiffs and ordered reinstatement and back pay

Back 20

Brito v. Zia

Front 21

(Performance Appraisal Court Case)

This company used performance ratings in promotion decisions to job of County Extension Director. No black agents had even been promoted to that job - adverse effect. The court shifted the burden to this company to justify the performance appraisal system.

Outcome: Court found for plaintiffs and ordered appropriate relief. Court ordered this company to develop and validate a performance appraisal system based on requirements of the EEOC "Guidelines"

Back 21

Wade v. Mississippi Cooperative Extension Service

Front 22

Rate employees' performance against others in the group rather than against a standard. Methods include

- Paired Comparison - Produces a ranking of poorest to best performers
- Forced Distribution - Allocates employees into pre-set categories such as Excellent (25%), Average (50%), Poor (25%)

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Comparative Rating Method

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Rate performance against a predetermined standard

- Productivity goals
- Behavioral expectations

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Absolute Rating Method

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Rater describes employee performance in his or her own words

"Employee has poor attitude with customers"
"Employee is not helpful and is often rude to customers" etc..

Back 24

Essay Appraisal

Front 25

(Rating Scales)

1) Fails to meet standards
2) Slightly below standards
3) Fully meets standards
4) Slightly above standards
5) Exceeds standards

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Thurston or Absolute Scale

Front 26

(Rating Scales)

Example:

Is courteous and helpful to customers
-Almost never 1 2 3 4 5 Almost always

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Likert Scale

Front 27

Are necessary to appraise performance "under standardized and controlled conditions" (Brito v. Zia)

- Use off number of rating points such that middle point is neutral (meets standards)
- Number of scale points can range from 3 to 9; however 5 or 7 are effective in most situations

Back 27

Rating Scales

Front 28

1) Conduct job analysis
2) From job analysis edit task list from work behavior A to put tasks in "meets expectations" format
3) Attach Likert scale to statement
4) Repeat for all tasks in work behavior A and precede to work behaviors B, C, D, etc.

Back 28

Behavioral Observation Scale (BOS)

Front 29

1) Conduct job analysis using CIT technique
2) Each supervisor rates each incident in a job dimension (work behavior) on a 7-point scale defined below
7. Extremely good performance
6. Good performance
5. Slightly good performance
4. Neither good nor poor performance
3. Slightly poor performance
2. Poor performance
1. Very poor performance

3) Compute mean ratings of supervisors (behavioral anchors)
4) Incidents are placed on vertical scale
5) Process is repeated for all job dimensions (work behaviors)

Back 29

Behaviorally Anchored Rating Scale (BARS)

Front 30

PR instrument not related to job tasks (invalid), difficult to administer, not standardized, lack of policies and procedures

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Design Flaws

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Raters who are unwilling to take responsibility, or are not properly trained; or don't give a damn

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Flaws in Administration

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1) Familiarization and commitment to expectations
2) Observation and counseling
3) Rating performance
4) Holding the performance appraisal interview

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Stages of Performance Appraisal

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(Rater Error)

Assuming that the level of performance on the first criteria carry through to all criteria

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Halo

Front 34

(Rater Error)

The tendency to remember only those behaviors that occurred late in the performance cycle

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Recency

Front 35

(Rater Error)

Assuming that the more an employee is like the rater the better will be his or her performance

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Similar - to - me

Front 36

(Rater Error)

The tendency to be either more lenient or more strict in assigning ratings that is appropriate for the level of performance

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Rater Patterns

Front 37

(Rater Error)

Allowing attributed such as race, color, religion, sex, age, national origin, etc. to influence ratings, typically in a negative way

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Bias

Front 38

(Rater Error)

Rating most employees in the middle of the scale

Back 38

Central Tendency

Front 39

(Type of Extrinsic Compensation)

Base Pay: Schedule of cash payments at established rate provided to employees for work performed

Variable Pay: Additions to bee pay in the form of one-time amounts or adjustments to the rate

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Direct Compensation

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(Type of Extrinsic Compensation)

Benefits and services provided to employees based on membership in the organization

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Indirect Compensation

Front 41

- An employees attitude concerning various aspects of the job, including pay
- Employee feels that the pay is adequate based on the value of his or her skills in the external market, the employee will be satisfied

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Satisfaction

Front 42

- An employees predisposition to engage in a behavior to fill a need

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Motivation

Front 43

- Consider compensation only as a means to attract and retain employees
- Use methods and procedures that "work"
- Offer standard benefits plan

Back 43

Technique-Based Compensation

Front 44

- Align compensation program with organizations mission, values and strategic objectives, establishing policies and developing appropriate strategies
- Use methods and techniques that implement chosen strategies

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Strategic Compensation

Front 45

- Major responsibilities (work behaviors)
- Tasks performed
- KSAOs required
- Experience required
- Other requirements

Back 45

Grouping Jobs for Evaluation

Front 46

1) Skill
2) Effort
3) Responsibility
4) Working Conditions

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Establishing Internal Value of Jobs

Front 47

All competencies needed for job performance - knowledge, skills, abilities, education, experience, diplomas, degrees, certifications, etc.

Back 47

Skill

Front 48

Physical and/or mental exertion required to perform job tasks

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Effort

Front 49

Outcomes affecting people, things, finances, information, etc. for which job incumbent is held accountable

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Responsibility

Front 50

Environment in which job is performed

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Working Conditions

Front 51

- A job evaluation method that divides jobs horizontally by kind-of-work and vertically by level of difficulty and responsibility
- The method utilizes occupational group, class series, and class

Back 51

Classification Method

Front 52

- A job evaluation method that typically contains 10 to 20 factors, each representing one of the "universal factors" of skill, effort, responsibility and working conditions
- It assigns numerical values to the degree that each factor in the plan is required for the job
- The values for all factors are summed to indicate the overall value of the job

Back 52

Point Method

Front 53

If evaluator has "expertise," then evaluation ratings will be accurate, ensuring distributive justice and time/cost will be minimized, ensuring efficiency

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"Expert" Individual Evaluation

Front 54

If committee is "properly trained," then the ratings will be accurate, ensuring procedural and distributive justice; however, process is left efficient but likely more cost effective

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Committee Evaluation

Front 55

The results of a decision are fair and equitable

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Distributive Justice

Front 56

The process used to make the decision is perceived to be fair and equitable

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Procedural Justice

Front 57

1) Selecting key or benchmark jobs
2) Determining method for collecting market pay data
3) Using regression of points vs. market pay to establish market line
4) Establishing grades
5) Establishing grade ranges

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Pay Structure Development

Front 58

Promote specialization and upward mobility and facilitate rewarding individual performance

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Narrow Grades

Front 59

Promote expansion of job boundaries, teamwork and lateral mobility and facilitate rewarding group performance

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Wide Grades

Front 60

Market rate of pay is called this and ranges are built around this rate

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Market Midpoint of Midpoint

Front 61

Methods:
- Automatic step increases
- Across-the-board increase
Advantages
- Since it can be objectively measured, rewarding seniority is "fair"
- It removes dissatisfaction when rate of pay is below market level
Disadvantage
- It does not lead to increased productivity
- It has a cumulative effect
Guideline
- Increase pay based on seniority until the employee is earning the midpoint for the grade

Back 61

Rewarding for Seniority

Front 62

Advantages
- Merit pay is motivational because it addresses needs to esteem and achievement
- It has been shown to increase productivity for most employees
Disadvantages
- It can be de-motivational for poor performers
- It can promote elitism in that the work of some employees is regarded as more valuable than that of others
- It is added to the base rate and has a cumulative effect

Back 62

Rewarding Performance with Merit Pay

Front 63

Requires equal pay for M/F performing equal work unless differential is justified by seniority, merit, quality/quantity of production or other factors not based on sex

Back 63

Equal Pay Act

Front 64

Prohibits pay differentials based on age over 40 unless justified by BFOQ or reasonable factor other than age; generally prohibits mandatory retirement

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Age Discrimination in Emploment Act

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Establishes minimum wage, generally requires employees to be paid time and on half for all hours worked over 40 in a workweek, unless employee is exempt as executive, administrative or professional employee; restricts child labor

Back 65

Fair Labor Standards Act

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Prohibits discrimination in pay or benefits based on race, color, religion, sex, or national origin

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Civil Rights Act, Title VII

Front 67

Removes 180 day statute of limitations for filing pay claims

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Lilly Ledbetter Fair Pay Act

Front 68

Regulates health care plans offered by employers

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Affordable Care Act

Front 69

What are the Legally Required Benefits?

Back 69

(Non-Contributory Benefits)
1) Workers Comp
2) Unemployment Comp
3) Family and Medical Leave
(Contributory Benefits)
4) Social Security and Medicare

Front 70

What are optional benefits?

Back 70

1) Retirement and Savings plans
2) Medical and medically related benefits
3) Payment for time not worked
4) Miscellaneous benefits