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47 Cards in this Set
- Front
- Back
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Affirmative Action - 1965 |
prohibits discrimination in employment decisions based own race, color, religion, sex or national origin |
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5 job description sections |
1. job title 2. qualifications and workers traits 3. job duties 4. responsibilities and accountability 5. job relationships |
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Equal Pay Act (EPA) |
- part of fair labor standards - enforced by EEOC - prohibits wage discrimination between men and women in the same establishment who perform similar work under similar conditions |
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Factors to consider when determining rate of pay |
- Skill: experience, ability, education, etc. - skills required for job - Working conditions: physical surroundings and hazards - Effort: amount of physical or mental exertion needed to perform job - Responsibility: degree of accountability |
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Types of "legal" interview questions |
1. leading: easy but not helpful 2. Direct: yes or no answers not helpful 3. Open-ended: more complex answers. Ex: what are your long term goals? 4. Probing: Follow up questions to something of interest 5. Hypothetical: useful, usually problem-solving q's and use past training/experience |
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Fair Labor Standards Act (FLSA) - 1938 |
defines minimum wage, overtime and other employee compensation related topics |
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Nonexempt employee |
- paid hourly - paid 1.5 rate of pay for over time |
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Exempt employee |
generally executive, administrative or professional - do not get paid overtime |
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Family and Medical Leave Act (FMLA) - 1993 |
- eligible employees get up to 12 wks leave (pd or unpaid) - for employee serious health condition, care of immediate family member with serious health condition or care of employees child after birth or adoption |
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Who is the Family and Medical Leave Act applicable to |
- employers with 50 or more employees each working day during at least 20 calendar weeks or more in current or preceding year - state and local gov agencies - education agencies |
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What makes an employee eligible for the Family and Medical Leave Act |
- worked for employer at least 12 months - and at least 1250 hours in the last 12 months |
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Uniformed Service Employment and Reemployment Rights Act of 1994 (USERRA) |
- rights of military service members to take leave of absence for active military service and to return to job with accrued seniority |
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USERRA Conditions |
- Unpaid leave for a period no more than 5 years - upon return employees position will be that of the one he would have had if had not left (promotion) also called "escalator principal" - all seniors and senior-based right and benefits apply |
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Title VII of the Civil Rights Act of 1964 |
prohibits employers from discriminating on the basis of sex, race, color, national origin and religion. |
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Title VII forbids discrimination in the following areas |
1. hiring and termination 2. compensation, assignment, classification of employee 3. Transfer, promotion, layoff or recall 4. job advertisements 5. recruitment 6. testing 7. use of company facilities 8. other terms and conditions of employment |
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EEOC |
equal employment opportunity commission - contacted after claim is field under Title VII |
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Unlawful harassment includes behaviors based on |
- race - color - sex (whether or not of sexual nature) - religion - national origins - protected activity - age - disability |
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Age Discrimination in Employment Act (ADEA) - 1967 |
- prohibits employers from refusing to hire, firing, or otherwise discrimination against an employee age 40 or older, solely on the basis of age. |
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Factors to consider in job analysis |
1. working conditions: physical environment and physical requirements 2. Task analysis: actual tasks to be performed 3. Technology: equipment/instruments 4. Scope of labor: knowledge, skills, abilities (KSA) required 5. Legal issues: requirements for licensing or training 6. Interaction with coworkers: interaction and a skill mix to ensure effective communication |
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5 Steps of job analysis |
1. collection of background info 2. selection of representative to be analyzed 3. collection and job analysis data 4. developing a job description 5. developing job specifications |
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role of a job description |
- help employee understand their roles - help attract the right candidates - outlines performance expectations, job training, job evaluation and career advancement - reference point for compensation decisions and unfair hiring practices |
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Why care about retention? |
- cost of hiring and training a new employee is costly |
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Practices to improve retention |
1. Good hiring: "hire mean/manage easy" - hire right person for right job 2. communication: keep lines open, walk about 3. training: 4. recognition: praise often/ in person 5. work environment: safe, listen to employee concerns, establish chain of command 6. Feedback: reduce stress in work environment, know employee problems |
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What is the PLUS method |
used as a strategy to organize and conduct remediation meeting with low performing or difficult employees |
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what does PLUS stand for? |
P - plan: plan convo, ask good questions L - lead: clearly identify issue, describe observations, ask employee input U - understand: understand what employee has to say for themselves, acknowledge contributions S - solve: explain behaviors to change, state all consequences, document discussion, plan follow up |
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2 types of motivation theory |
1. Content: examine internal forces that drive us to particular action 2. Process: explain how react to external stimuli |
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4 content theories |
1. Maslows hierarchy of needs 2. Herzbergs two factor theory 3. McClellands achievement model 4. Alderfers ERG (existence, relatedness, growth) theory |
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Maslow's hierarchy of needs theory |
5 level pyramid level 1 (bottom): physiological needs - water, air, rest level 2: safety needs - freedom from deprivation, fear of threats level 3: love/belonging - affection, friendship level 4: esteem - ego needs, recognition level 5 (top): self actualization: realization of potential |
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What are primary needs of maslows theory |
1. Physiological and safety * always take priorty |
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Herzbergs two factor theory |
two groups of factors 1. hygiene/maintenance: prevent job satisfaction 2. motivation factors |
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McClellands achievement model |
3 work related needs 1. achievement: job, career, success 2. power: control, influence 3. affiliation: warm, friendly relationships |
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Alderfers ERG theory |
similar to maslows but other 3 theories 1. existence: physiological, safety 2. relatedness: acceptance and social belonging 3. growth: creativity, challenge and personal growth * different from maslows because regression is possible |
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ABCD of motivation |
A: acquire: people want to acquire things > reward system, tie rewards to performance B: bond: people are social animals >foster friendship among coworkers C: create/comprehend: drive to contribute creatively > design meaningful jobs D: defend: defend what the believe in > increase transparency, emphasize fairness |
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2 types of performance evaluations |
1. competency-based 2. criteria based |
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competency based performance evaluation |
- tasks are assessed based on direct observation - kept for regulatory purposes and proof of employee training |
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criteria based performance evaluation |
- online specific criteria i.e. knowledge, attendance, teamwork, reliability - should mimic job description - objective and measurable |
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task/production management |
- employee becomes too production oriented, submissive and dependent - not aimed at developing employee skill set but at needs for organization/managment |
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collaborative management |
- invites employees to participate in decision making and therefore employees feel appreciated - built on trust of both manager and employee |
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4 main principals of collaborative management |
1. trust 2. understanding - employee feels heard 3. independence - employee feels they control their own destiny 4. solutions - ask employee for input when solving problems |
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5 steps of performance evaluation and performance development |
1. preparation of process 2. assessment preparation 3. assessment evaluation 4. feedback - interactive and constant 5. mentoring |
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aspects of preparation of process |
1. updated job description 2. offer self evaluation 3. meet with employee throughout year/no surprises |
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aspects of performance assessment |
1. conducted in private 2. evaluate current vs past performance 3. high rating based on productivity vs appearance of being busy 4. rating skill is clearly defined |
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aspects of assessment evaluation |
1. formal and confidential 2. discuss manager assessment of employee performance 3. discuss future performance goals 4. coach rather than criticize 5. some praise, constructive criticism |
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aspects of feedback |
1. provide employee with ongoing performance feedback 2. feedback should occur right after behavior was observed 3. have conversations on negative behavior - don't wait for next review |
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aspects of mentoring |
1. remove roadblocks 2. keep communication open 3. be flexible 4. give recognition 5. provide constructive criticism privately |
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SMART goals |
S: specific - what exactly you want to accomplish M: measurable -demonstrate and evaluate extent to which goal was met A: achievable - challenging goals within ability R: relevant - goal should tie into key responsibilities T: time bound - set "by when" target dates |
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Steps to progressive discipline |
1. verbal counseling 2. written counseling 3. penalty stage 4. termination |
