Hr Exam 1

Front 1

Employment Relationship

Back 1

"Economic transaction", connection between employers and employees through which individuals sell their labor

Front 2

Egoist (ER perspective)

Back 2

Employees and employers are self interested and rational actors, labor market solves all problems

Front 3

Unitarist (ER perspective)

Back 3

"Efficiency", markets are imperfect, ER is a long-term partnership, seek mutual gain, conflict is avoidable (HR is based off of this)

Front 4

Pluralist (ER perspective)

Back 4

"Efficiency, equity and voice", employees are economically AND psychologically motivated, conflict is inherent (Unions and collective bargaining)

Front 5

Critical (ER perspective)

Back 5

Conflict is not just due to non-overlapping interests (HR is manipulative), workers would rise up

Front 6

HRM

Back 6

Finding, building and maintaining human capital

Front 7

Human Capital

Back 7

Stock of knowledge, skills, abilities, and other characteristics a person has that gives their labor economic value (KSAO's)

Front 8

Examples of HR Functional Areas

Back 8

Strategy, Recruitment, Training, Development, Selection, Compliance, Compensation, Employee Relations, etc.

Front 9

Why is HR important?

Back 9

Motivate and reward employees, add value to the organization

Front 10

Problems with Poor HR

Back 10

Lawsuits, high turnover, low productivity, dissatisfied employees, etc.

Front 11

HR Assistant Duties

Back 11

Record keeping, paper pushing, admin.

Front 12

HR Specialist Duties

Back 12

Recruiters, trainers, job analyst, labor relations consultant, compensation analyst

Front 13

HR Manager Duties

Back 13

Coordinate HR activities, oversee specialists, work alone

Front 14

HR Generalist Duties

Back 14

Could function as manager, but does everything, HR Director/VP of HR

Front 15

Small and Large HR Organizations

Back 15

Small- HR Generalist or nothing, Large- 1 HRM per 100 employees

Front 16

Demographics

Back 16

Diversity increasing, legal compliance may be more difficult, foreign workers

Front 17

Working Families

Back 17

More women in the workforce, more diverse families, want more flexibility, push for increases in leave

Front 18

Workforce Aging

Back 18

Baby boomers aging, loner life expectancy, people will work longer, different KSAO's, no human capital in the middle ages

Front 19

Globalization

Back 19

Companies becoming international, manage international employees, global labor market/customer segments, countries have different norms

Front 20

Economic Recession Effects

Back 20

Slack labor market, more workers than jobs, high unemployment, less room for HR practicies

Front 21

Strategic HRM

Back 21

Adds value to the company, organization has a broad strategy and each dept. must support the broader strategy with its functional strategy, aligning practices with strategic goals, evidence- based HR

Front 22

Job Analysis

Back 22

The process of studying jobs to gather, analyze, and report info about job responsibilities and requirements, must be re-done as jobs change

Front 23

Job Description

Back 23

List of tasks essential to the job, includes: job title, Fair Labor Standard Act Status (except or not for overtime), job summary, essential functions and performance standards, date and revision info, disclaimer

Front 24

Job Specification

Back 24

List of KSAO's required to do the essential tasks

Front 25

Taylorism (Job Specification)

Back 25

Standardized, smallest components, assembly line

Front 26

Hawthorne Studies (Job Specification)

Back 26

Tested work environment to productivity

Front 27

Step 1 Conducting a Job Analysis

Back 27

Determine what kind of data to collect

Front 28

Step 2 Conducting a Job Analysis

Back 28

Determine who/where to collect data from

Front 29

Step 3 Conducting a Job Analysis

Back 29

Determine data collection method

Front 30

Step 4 Conducting a Job Analysis

Back 30

Collect and analyze data

Front 31

8 Things to Collect for a Job Analysis

Back 31

Tasks, scope (supervision received/provided), tools/equipment, context (schedule, physical environment), social, decision-making authority, KSAO's, and performance, most critical: tasks and KSAO's

Front 32

Types of Sources of Info for a Job Analysis

Back 32

Job incumbents (person currently in the job), supervisor/manager, former job holders, subject matter experts, O*Net

Front 33

Data Collection Methods

Back 33

Observation, work sample, work diary, interview, surveys, other (perform job yourself, background records)

Front 34

How is a Task Essential to the Job?

Back 34

The job wouldn't exist without it, there is a lot of time spent on it, it is done often

Front 35

Performance Standards

Back 35

Tells you the extent to what you're doing, should specify how much, how accurately, etc., useful for performance appraisals

Front 36

Title VII of the Civil Rights Act of 1964

Back 36

Discrimination- covers all schools and government, race religion, color, sex, national origin. Covers hiring, firing, and job opportunities

Front 37

Equal Employment Opportunity Commission (EEOC)

Back 37

Agency of 5 members of the federal government created by the Civil Rights Act of 1964, may or may not file lawsuit

Front 38

Age Discrimination in Employment Act of 1967 (ADEA)

Back 38

Discriminating against people aged 40+ is illegal, prohibited mandatory retirement at 65 (few exceptions: drivers)

Front 39

Equal Pay Act of 1963

Back 39

Equal jobs = equal pay, 30% "gender pay gap"

Front 40

Americans with Disabilities Act of 1990

Back 40

Disabled (physical or mental) impairment that limits one or more major life activity (EEOC guidelines)

Front 41

Title I of Americans with Disabilities Act of 1990

Back 41

Requires employers to make "reasonable accommodations", "undue hardship", employee must still be qualified and ab;e to perform essential job duties, alternatives: shorter shifts, different job assignments

Front 42

Step 1 Discrimination Lawsuits

Back 42

Employee shows proof they've been discriminated. Adverse impact: unintentional Disparate impact: intentional. They then establish a prima facie case (only for businesses with 15 employees or more)

Front 43

Step 1A: Discrimination Lawsuits

Back 43

4/5th rule- minority selection rate must not be less than 80% of highest selection rate by group (adverse impact)

Front 44

Step 1B: Discrimination Lawsuits

Back 44

Standard Deviation Rule- spread around an average, hiring rates should be within 2 S.D.'s

Front 45

Step 1C: Discrimination Lawsuits

Back 45

Restricted policy- rules for hiring and firing, exclude most members of a class

Front 46

Step 1D: Discrimination Lawsuits

Back 46

Population comparisons- compare proportion of protected group members in the business with that of the labor market

Front 47

Step 1E: Discrimination Lawsuits

Back 47

McDonnell-Douglas Test- have proof of discrimination and a part of a protected class (disparate impact)

Front 48

Step 2: Discrimination Lawsuits

Back 48

Shift of Proof- after a prima facie case, the burden shifts to the employer

Front 49

2 Primary Defenses of a Prima Facie

Back 49

BFOQ (unable to perform role, tough to prove) & business necessity defense (created by courts, mostly adverse)

Front 50

Step 1 Enforcement of EEOC

Back 50

Employee files complaint with EEOC

Front 51

Step 2 Enforcement of EEOC

Back 51

EEOC informs employer

Front 52

Step 3 Enforcement of EEOC

Back 52

Investigation- employer issues formal statement, whole thing takes about 6 months

Front 53

Step 4 Enforcement of EEOC

Back 53

Dismissal or a reasonable cause

Front 54

Step 5 Enforcement of EEOC

Back 54

Conciliation

Front 55

Step 6A Enforcement of EEOC

Back 55

If reasonable cause- EEOC may or may not pursue the case

Front 56

Step 6B Enforcement of EEOC

Back 56

If not- individual may pursue the case, "right to sue" letter within 90 days

Front 57

When EEOC sues

Back 57

They look at number of people affected, money involved, frequency of charges against employer, the type of charge

Front 58

Sexual Harassment

Back 58

Made legal by the Title VII (Civil Rights), 3 types: Submission is a term or condition, submission is considered in employee decisions, hostile work environment

Front 59

Sexual Harassment: Illegal

Back 59

a trade whether you lose or gain, hostile environment by employees, hostile environment by non-employees (customers)

Front 60

Affirmative Defense (If Employer Gets Sued)

Back 60

Employer must show it took "reasonable care" to prevent and correct behavior, and must show the claimant unreasonably failed to take advantage of employer's policies, both must be true

Front 61

If Employer Loses Lawsuit

Back 61

Back pay, compensation damages, hiring restraintment

Front 62

Employment-At-Will

Back 62

Doctrine stating employees can quit/be fired at anytime, with or without reason, exceptions: an actual contract with the company, exceptions in certain states

Front 63

Public Policy (Employment-At-Will)

Back 63

Refusing to violate state law, reporting a violation of the law, worker's comp

Front 64

Implied Contracts (Employment-At-Will)

Back 64

Documentation outlines firing, burden of proof on employee

Front 65

Good Faith Covenant (Employment-At-Will)

Back 65

Employers must have "good faith" with employees (can't fire someone before they receive commission)

Front 66

Fair Labor Standards Act of 1938 (FLSA)

Back 66

40 hour work week exempt (not eligible) vs. non-exempt (eligible), salaried >$47,476/yr. Covers federal minimum wage, child labor standards

Front 67

2 Levels of Strategy

Back 67

Corporate: Portfolio of business (geography), concentration, diversification, vertical integration, expansion Competitive: Beat competition, Porter's Generic Strategies- 1. Cost leadership: lowest price/production cost (cheap food) 2. Differentiation: emphasize uniqueness, customers not price sensitive (disney world) 3. Focus: focus on one certain product (redbox) Functional: Each dept. supports the competitive strategy

Front 68

Step 1 Strategic Management Process

Back 68

Where are we now? What is our mission?

Front 69

Step 2 Strategic Management Process

Back 69

Internal and external audits - SWOT Analysis

Front 70

Step 3 Strategic Management Process

Back 70

Create strategic options (expand market, etc.)

Front 71

Step 4 Strategic Management Process

Back 71

Review strategic options (narrow actions)

Front 72

Step 5 Strategic Management Process

Back 72

Make a strategic choice

Front 73

Step 6 Strategic Management Process

Back 73

Translate into goals (define and measure success)

Front 74

Step 7 Strategic Management Process

Back 74

Implement the strategies (use goals to inform new policies)

Front 75

Step 8 Strategic Management Process

Back 75

Evaluate performance (are you meeting the goals?)

Front 76

Transactional HRM

Back 76

HR practices that don't add value back to the company (benefits, paperwork, etc.)

Front 77

How to do Strategic HRM

Back 77

Attract/motivate employees, top managers must communicate overall strategy to HR and HR must communicate ways to support overall strategy

Front 78

Balanced Scorecard

Back 78

A way of tracking metrics (data) across a business, a concise way to manage across the organization (target exceeded or not?)

Front 79

Strategy Maps

Back 79

Visualize the balanced scorecard, clarifies roles of each dept. (HR = Learning and Growth)

Front 80

Commitment vs. Control

Back 80

Commitment: investing in employees Control: Labor costs as low as possible

Front 81

HR Scorecard

Back 81

People-Operations-Customer-Finance. Collect data, many possible metrics, only focus on strategy-based metrics

Front 82

Benchmarking

Back 82

Comparing your metrics to other company's

Front 83

High Performance Work Systems

Back 83

Common strategic focus for HR, improve productivity/performance for employees (employment security, selective hiring, extensive training, etc), inimitable/research