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169 Cards in this Set
- Front
- Back
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Disparate Treatment
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A theory of discrimination based on different treatments given to individuals because of their race, color, religion, sex, national origin, disability status. People are treated differently because there is intent to treat them different. – 1) people are being treated differently and 2) there is an actual intent to treat them differently.
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Disparate Impact
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Disproportionately exclude a protected group. It is not deliberate. A theory of discrimination based on facially neutral employment practices that disproportionately exclude a protected group from employment opportunities
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Disparate Treatment Legal Case - The Plaintiff's Burden
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1. That the plaintiff belongs to a protected group
2. The plaintiff applied for and was denied the job 3. Despite possessing qualifications the plaintiff was denied the job 4. After the plaintiff was denied the position remained open and the employer continued to seek applicants with similar qualifications or the position was filled by someone with similar qualifications |
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Bona Fide Occupational Qualification (BFOQ)
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a job qualification based on race, sex, religion and so on that an employer asserts is a necessary qualification for the job – i.e. hiring women to work in a womens locker room.
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Disparate Impact Legal Case - The Plaintiff's Burden
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The plaintiff must prove that the employment practice in question will disproportionately affect a protected group. The four fifths rule states that a test for disparate impact is if the hiring rate for the miniority group is less than 4/5th or 80% of the hiring rate for the majority group. The plaintiff could argue that a statistical disparity in the racial makeup was proof of discrimination.
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4/5ths Rule
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The four fifths rule is a rule that states that an employment test has disparate impact if the hiring rate for the minority group is less than four-fifths or 80% of the hiring rate for the majority group
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Standard Deviation Rule
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a rule used to analyze employment tests to determine disparate impact; it uses the difference between the expected representation for minority groups and the actual representation to determine whether the difference between the two is greater than would occur by chance.
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Downsizing
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the planned elimination of large numbers of personnel designed to enhance organizational effectiveness. People tend to think of downsizing as occurring during a recession however people were downsizing in 2002-2007 when 80% of them were in fact making a profit.
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Why Downsize?
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1. Reduce Costs, labor costs usually represent a large part of total costs.
2. Sometimes closing outdated plants or introducing new technology reduces the need for labor 3. Changing the place the firm does business, usually for economic reasons. |
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Why does Downsizing Fail?
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Immediately impacts cost but has a negative impact on long term effectiveness, especially in certain firms.
1. Initial cost savings are a short term plus but the long term effects are improperly managed. Loss of talent. Disrupts the social network needed to promote creativity and flexibility 2. Let go of people that turn out to be irreplaceable assets, firms end up replacing people that were let go when downsize 3. The employees that survive the downsize become narrow minded and self absorbed and risk adverse. Motivation levels drop off because hope for promotion and the future of the company dies out. Employees start looking for other jobs. |
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The Human Resource Recruitment Process
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The practice or activity carried on by the organization with the primary purpose or identifying and attracting potential employees.
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What does Recruitment Affect:
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1. The number of people who apply for vacancies 2. The type of people who apply for them and 3. the likelihood that those applying for vacancies will accept positions if offered.
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Outcome of Good Recruiting
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creates a reasonable pool of qualified candidates, clear and specific job descriptions with essential functions, compliment control requisitions and approvals for hiring control.
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Two Types of Recruiting
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Internal & External
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Internal Recruiting
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Pros: Quick, Cheap, motivating, applicants are known.
cons: insufficient supply, creates other openings, perpetuates homogeneous work group |
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External Recruiting
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Pros: Increases diversity, increases applicant pool
cons: Expensive, slower, requires better selection practices |
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Evaluating Effectiveness of Recruiting
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1. Yield Rate of Each Source
2. Data on Cost per Hire 3. Compare performance and turnover numbers between the groups |
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Yield Rate (Recruitment Sources)
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The percentage of applicants who successfully move from one stage of the recruitment and selection process to the next.
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Cost Per Hire (Recruitment Sources)
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Total cost/ applicants hired = cost per hire.
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Evaluating Recruitment Sources (Is there a Difference?)
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compare job performance and turnover rates.
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Forecasting
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The attempts to determine the supply of and demand for various types of human resources to predict areas within the organization where there will be future labor shortages or surpluses.
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Leading Indicator
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An objective measure that accurately predicts future labor demand
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HR Manpower Planning
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1- What is the organizational strategy? 2. Analyze Environmental trends in marketplace, society, technology. 3. What is the organization's labor supply and demand.
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Workforce Utilization Review
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A comparison of the proportion of workers in protected subgroups with the proportion that each subgroup represents the relevant labor market
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Affirmative Action Plans
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Forecast and monitor the proportion of various protected group members, such as women and minorities, that are in various job categories and career tracks. this is then compared to the workforce utilization review. For example if you found out that African Americans were 35% of the relevant labor market but only 5% of incumbents then there is underutilization.
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Why do Affirmative Action Plans?
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1) Many firms adopt voluntary affirmative action plans to make sure underutilization does not exist. 2) Companies might engage in utilization reviews because they are legally required to do so. 3) Affirmative action programs can be mandated by the courts as part of the settlement of discrimination complaints.
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Validity
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The extent to which a performance measure assesses all the relevant, and only the relevant, aspects of job performance.
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Increase Validity in Selection
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1) Keep the interview structured, standardized and focused on accomplishing a small number of goals. i.e. come out of interview with quantiative ratings on a small number dimensions. 2) Ask questions that are specific situations to determine how the person would respond to those situations on the job. 3) use multiple interviewers who are trained to avoid many subjective errors that can happen when one human being is asked to rate another.
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Reference checking as a selection device
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they are weak predictors of future success on the job. problems with reference checks are that 1) the applicant gets to choose who writes the letter and thus chooses those who think they highest of the person 2) since letter writers never know who might read a letter they think supplying damaging information could hurt them.
reference checks can be valid when the employer goes beyond the list provided by the applicant, they also usually ask for a lot of references and will contact those people directly. |
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Cognitive Ability Tests
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tests that include three dimensions: verbal comprehension, quantitative ability and reasoning ability.
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Verbal Comprehension
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Refers to a persons capacity to understand and use written and spoken language
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Quantitative Ability
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Concerns the speed and accuracy with which one can solve arithmetic problems of all kinds.
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Reasoning Ability
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Refers to a person's capacity to invent solutions to many diverse problems.
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Cognitive Ability Tests Validity
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Validity is related to the complexity of the job. the predictive validity of these tests is also better in jobs that are dynamic and changing over time and thus require adaptability.
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Negatives about Cognitive Ability Tests
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they typically have adverse impact on some minority groups. the concept of banding suggests that similar groups of people who's scores differ by only a small amount be treated as having the same score. Then within any band, preference is given to minorities. Most people feel preferential treatment of minorities is acceptable when scores are tied.
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Personality Factors - The Big Five
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Extroversion, Adjustment, Agreeableness, Conscientiousness, Inquisitiveness
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Which personality factor is best predictor of job performance?
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conscientiousness. It captures the concept of self regulation and self motivation and is one of the few factors that displays any validity across a number of different job categories and many real world managers rate this as one of the most important characteristics they look for in employees. people high in conscientiousness have more stamina at work which is helpful.
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Reduce Labor Costs
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Downsizing, pay reduction, demotion, transfers, work sharing, hiring freeze, natural attrition, early retirement, retraining
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Rating Errors (Performance Appraisals)
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Similar to Me, Contrast, Distributional Errors (Leniency, Strictness, Central Tendency), Halo & Horns, Appraisal Politics, Attribution Errors (Self Serving Bias), Recency
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Similar to Me
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error when we judge those who are similar to us more highly than those who are not.
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Contrast Error
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Contrast error occurs when we compare individuals with one another instead of against an objective standard.
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Distributional Errors
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Errors that are the result of a rater's tendency to use only one part of a rating scale. Examples - Leniency, central tendency, severity.
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Leniency Errors
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occurs when the rater assigns high ratings to all employees
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Central Tendency Error
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occur when a manager just rates everyone in the middle of the scale.
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Strictness
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when a manager gives low ratings to all the employees.
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Halo & Horns
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Halo is when a positive performance aspect causes the rater to rate all other aspects of performance positively. Horns instead is when one negative aspect results in all other aspects being rated negatively.
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Appraisal Politics
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a situation in which evaluators purposefully distort ratings to achieve personal or company goals. Inherent in both the appraisal system and the company culture.
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Attribution Errors
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explaining behaviors in terms of internal or external causes. done naturally by both rater and employee.
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Self Serving Bias
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Individuals attribute success to their own efforts and failures, to others and circumstances.
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Callibration Meetings
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Meetings attended by managers in which employee performance ratings are discussed and evidence supporting the ratings is provided. The purpose of the meetings is to reduce the influence of rating errors and politics on performance appraisals. help managers identify if ratings are too positive or too negative. also help eliminate politics by discussing how performance ratings relate to business.
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How to Reduce Errors (Performance Appraisals)
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Rater Error Training, Rater Accuracy Training.
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Rater Error Training
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attempts to make managers aware of training rating errors and helps them develop strategies for minimizing those errors. The participants will view videotapes that will show an error like contrast and attempts to make them learn how not to do those errors. it is effective at reducing errors and also probably reduces accuracy.
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Rater Accuracy Training
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also called Frame of Reference Training. Attempts to emphasize multidimensional nature of performance and thoroughly familiarize raters with the actual content of various performance dimensions. provides examples of performance for each dimension and then goes over the correct level of performance that the example represents. increases accuracy. The raters are held accountable for rating.
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Aspects of Rater Accuracy Training & Callibration Meetings
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1) Goals: Rating accuracy & constructive outcomes.
2) how to use policy, documents, procedures. 3) combine observation and frame of reference elements. 4) skills and abilities to solve performance problems in order to help employees perform. 5) communication and discussion skills 6) practice |
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Communication and discussion skills (Rater Training Program)
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- Providing non evaluative feedback.
- Encouraging employee feedback and participation - responding to defensive behavior - action planning |
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Practice (Rater Training Program)
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- Writing Evaluations
- Role Modeling and Playing |
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Performance Management Systems
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the total process of directing, measuring, evaluating and responding to the employee job performance so that employee performance supports goals.
1. specify desired employee performance 2. measure and rate performance 3. responding to performance (Feedback, consequences, rewards) |
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Performance Appraisal System that is legally Defensible
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1. System created by doing a valid job analysis that ascertains the important aspects of job performance. Key aspects to rate - These requirements are communicated to employees.
2. The system should be based on behaviors or results, not traits. 3. Raters should be trained in how to use the system. 4. Employees should be informed of the appraisal results and able to appeal them if they dont agree with them. Upper Level Management should have some review of the performance ratings. 5. Use multi raters 6. Provide some sort of performance counseling or corrective guidance to help poor performers improve their performance before being dismissed. short and long term performance goals. |
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Performance Management System
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1. Strategic Congruence
2. Specificity 3. Reliability 4. Validity 5. Acceptability |
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Strategic Congruence (Performance Management)
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Performance appraisals support organizational strategy and goals
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Specificity (Performance Management)
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indicates expected employee actions and behaviors
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Reliability (Performance Management)
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Consistency in ratings across supervisors (if multiple people are rating you is it on the same scale?)
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Validity (Performance Management)
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PA assesses all relevant aspects of performance. Contamination and Deficiency can result if this is not followed.
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Contamination (Performance Management)
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Measuring irrelevant factors
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Deficiency (Performance Management)
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Not measuring important factors.
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Acceptability (Performance Management)
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Seen as fair and valuable. Managers need to actually be able to use. Needs to be valuable.
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Purposes of Performance Appraisal
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Administrative, Developmental, Strategic, Research
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Administrative (Performance Appraisal)
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an appraisal to review pay, termination, training needs. these types tend to be more lenient. these are the number one reason why appraisals are done.
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Developmental (Performance Appraisal)
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an appraisal to help improve employee skills
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Strategic (Performance Appraisal)
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an appraisal done for communicating organizational goals
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Research (Performance Appraisal)
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an appraisal done for a program evaluation.
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Performance Appraisal (Definition)
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The process through which an organization gets information on how well an employee is doing his or her job
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Performance Feedback (Definition)
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The process of providing employees information regarding their performance effectiveness.
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Forced Distribution Ratings
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Employees are ranked in groups. the manager puts a certain percentage of employees into predetermined categories. It can take several forms and employees are usually grouped into several groups, the worst workers, the best workers, etc... Forces people to categorize based on distributive roles not performance. It forces managers to distinguish between employees which avoids entitlement mentality. even if all employees are above average someone has to be ranked as not acceptable.
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Known Consequences or Effects of Forced Distribution Ratings
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1. Makes People Competitive
2. Advocates say it identifies high potential employees who should be given bonsues etc. 3. They help companies align performance and compensation 4. Helps management develop activities for employees based on performance. 5. Critics say they are illegal and may lead to poor morale. 6. The bottom performers tends to consist of women, minorities and people over 40 - causing discrimation. 7. May impact teamwork 8. May lead to negative shareholder perception 9. impacts on recruiting. |
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Types of Performance Appraisal Approaches
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Comparative, Attribute, Behavior, Results
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Comparative Performance Appraisal
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Requires the rater to compare an individuals performance to the performance of others. Types: Ranking (simple & alternation), Forced Distribution, Paired Comparison
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Simple Ranking
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Managers rank employees within their departments from highest performer to lowest performer
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Alternation Ranking
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Managers look at a list of employees and determine who is the best and crosses that persons name off the list. From the remaining names the manager decides who the worst employee and crosses that persons name off the list etc.
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Paired Comparison
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Requires managers to compare every employee with every other employee in the work group, giving an employee a score of 1 every time he or she is considered the higher performer. The manager then needs to compare all the results and computes the number of times the person received the favorable decision.
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Attribute Performance Appraisal
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focuses on the extent to which individuals have certain attributes believed to be desirable for the company's success. Types: Graphic Rating Scale, Mixed Standard Scale.
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Behavior Performance Appraisal
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define the behavior that an employee must exhibit to be effective on the job. Types: Critical Incidents, Behaviorally Anchored Rating Scale, Behavioral Observation Scales, Organizational Behavior Modification,
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Results Performance Appraisal
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Focuses on managing the objective, measurable results of a job or work group. Types: Management by Objectives, Productivity Measurement Evaluation System
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Procedural Justice
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A concept of justice focusing on the methods used to determine the outcomes received. There are six things that determine whether or not procedures are perceived as fair. The person may accept unpopular things if they are not appearing to single that person out.
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6 Procedural Justice Principles
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Consistency, Unbiased, Information Accuracy, Correctability, Representativeness, Ethicality
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Consistency (Procedural Justice)
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The procedures are applied consistently across time and other persons.
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Unbiased (Bias Suppression) (Procedural Justice)
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The procedures are applied by a person who has no vested interest in the outcome and no prior prejudices regarding the individual.
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Information Accuracy (Procedural Justice)
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The procedure is based on information that is perceived to be true.
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Correctability (Procedural Justice)
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The procedure has built in safeguards that allow one to appeal mistakes or bad decisions.
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Representativeness (Procedural Justice)
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The procedure is informed by the concerns of all groups or stakeholders (co-workers, customers, owners) affected by the decision, including the individual being dismissed.
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Ethicality (Procedural Justice)
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The Procedure is consistent with prevailing moral standards as they pertain to issues like invasion of privacy or deception.
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Interactional Justice
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A concept of justice referring to the interpersonal nature of how the outcomes were implemented. There are 4 determinants of interactional justice.
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4 Determinants of Interactional Justice
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Explanation, Social Sensitivity, Consideration, Empathy
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Explanation (Interactional Justice)
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Emphasize aspects of procedural fairness that justify the decision.
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Social Sensitivity (Interactional Justice)
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Treat the person with dignity and respect.
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Consideration (Interactional Justice)
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Listen to the persons concerns
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Empathy (Interactional Justice)
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Identify with the persons feelings
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Progressive Disciplinary Policy
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Systematic discipline program. Two central components (documentation & progressive punitive measures). Punitive measures should be taken are taken in steps of increasing magnitude (i.e. first offense -verbal warning, second offense - written warning, third offense - second written warning with threat of punishment, fourth offense - temporary suspense and last chance notification, fifth offense - termination). Process seems slow but continual documentation is important because when they are terminated there will be proof that they were terminated for cause.
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Job Satisfaction
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A pleasurable feeling that results from the perception that one's job fulfills or allows for the fulfillment of one's important job values. Job satisfaction is a function of values (what a person wants to obtain), emphasizes that different employees have different views on what is important, perceptions may not be a completely accurate reflection of reality (different people may view the same situation differently)
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Job Withdraw
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a set of behaviors that dissatisfied individuals enact to avoid the work situation. There are three categories: Behavior Change, Physical Job Withdraw, Psychological Job Withdraw.
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Progression of Withdraw
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Theory that dissatisfied individuals enact a set of behaviors in succession to avoid their work situation. (i.e. someone might disengage from the job until another job comes along). People stick around during bad times and then bail when things turn around.
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Behavior Change (Job Withdraw)
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Increased conflict. The employee tries to change the conditions that generate the dissatisfaction, this can lead to conflicts as they try to bring changes in policy or upper level personnel. They can also participate in whistle blowing (making grievances public by going to media or government)
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Physical Job Withdraw
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being absent, leaving the position and moving to another one (job specific dissatisfaction), leaving the organization (organizational dissatisfaction). Absenteeism can snowball and become group norm.
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Psychological Job Withdraw
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If they are unable to remove themselves from their job they may disengage psychologically. Can have several forms: Job Involvement (the degree to which people identify themselves with their jobs), dissatisfied people consider work an unimportant aspect of their lives; Organizational Commitment (the degree to which a person identifies with the organization and is willing to put forth effort on its behalf) people reduce commitment while looking for a chance to quit their job. Can result in theft, fraud and sabotage
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Employee Assistance Program (EAP)
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Employer programs that attempt to ameliorate problems encountered by workers who are drug dependent, alcoholic, or psychologically troubled.
Employers can save money by eliminating hospitalization. The key to effectiveness is striking the balance between collecting information to help employee and privacy. |
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Characteristics of an Employee Assistance Program
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1. The programs are usually identified in official documents published by employer (i.e. handbook)
2. Supervisors (and union reps) are trained to use the refferal service for employers whom they suspect of having health related problems. 3. Employees are trained to use the system and make self referrals. 4. Costs and benefits (as measured in positive outcomes) are evaluated, typically annually. |
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Voluntary Turnover
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People leaving the organization (that you dont want to leave), possibly joining the competition. Especially damaging if it is the top performers that are leaving. job satisfaction plays a large role.
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Job Satisfaction Surveys, Why are they important?
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1. allows the company to monitor trends over time and thus prevent problems in the area of voluntary turnover before they happen.
2. Provides a means of empirically assessing the impact of changes in policy or personnel. 3. When the surveys have standardized scales like the JDI, they often allow the company to compare itself with others in the same industry. 4. Allows for the company to check for differences between units and benchmark "best practices" that might be generalized across units. 5. Strategic retention policies should also survey people who are leaving (exit interviews), this can reveal the reason why people leave and even maybe let them return later. |
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Acceptability (Performance Management)
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The extent to which a performance measure is deemed to be satisfactory or adequate by those who use it. Three Aspects - Procedural Fairness, Interpersonal Fairness, Outcome Fairness.
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Acceptability (Performance Management) why is it important
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Less likely to be legally challenged. Unacceptable performance management is likely to be legally challenged, to be used incorrectly and decrease employee motivation to improve.
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Procedural Fairness Implications
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- Give managers and employees the opportunity to participate in development system.
- Ensure consistent standards when evaluating different employees. - Minimize rating errors and biases. |
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Interpersonal Fairness Implications
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- Give timely and complete feedback.
- Allow employees to challenge the evaluation. - Provide feedback in an atmosphere of respect and courtesy. |
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Outcome Fairness Implications
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- Communicate expectations regarding performance evaluations and standards.
- Communicate expectations regarding rewards. |
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Needs Assessment
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The process used to determine if training is necessary.The three main types are organizational analysis, task analysis, person analysis.
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Organizational Analysis
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A process for determining the business appropriateness of training. What is causing the problem? (training not always the answer). You cannot motivate people through training. Must also determine the resources available for training etc.
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Task Analysis
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The process of identifying the tasks, knowledge and skills and behaviors that need to be emphasized in training.
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Example organizational Issues (Needs Assessment)
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Issues: Legislation, lack of skills, poor performance, new technology, customer requests, new products, higher performance standards, new jobs, business growth or contraction, global business expansion.
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Person Analysis
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A process for determining whether employees need training, and whether employees are ready for training.
1. Determine whether performance deficiencies result from a lack of knowledge, skills or ability or from a motivational or work-design problem. 2. identifying who needs training 3. determining employees readiness for training |
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Task Analysis Process
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1. Select the job to be analyzed.
2. Develop a list of preliminary tasks performed in the job by doing interviews and observations, talk to others who have done task analysis. 3. Validate or confirm the preliminary list of tasks by consulting with subject matter experts and having them answer questions on the tasks. 4. Identify the Knowledge, Skills and Abilities necessary to successfully perform each task. This info can be collected using interviews, questionnaires, etc. Must have info on basic cognitive ability to determine if KSAs are prerequesites for training or job. |
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Motivation to Learn
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the desire of the trainee to learn the content of a training program
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Readiness for Training
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refers to whether:
1. employees have the personal characteristics (ability, attitudes, beliefs, motivation) necessary to learn program content and apply it on the job 2. the work environment will facilitate learning and not interfere with performance |
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Motivation to Learn Importance
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Motivation is related to knowledge gain, behavior change, or skill acquisition in training programs. Managers need to ensure that motivation is as high as possible.
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How can Managers Increase Motivation to Learn
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by understanding:
- employees self efficacy - understanding the benefits of training - being aware of training needs - career interests - goals - understanding the work environment characteristics - ensuring employees basic skill level Also consider input, output, consequences and feedback because these factors influence motivation to learn. |
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Self Efficacy
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The employees belief that they can successfully learn the content of a training program
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Behavior Modeling
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one of the most effective technique for teaching interpersonal skills. each training session (4 hours) focuses on one interpersonal skill,
-it presents the rationale behind key behaviors, -a videotape of a model performing key behaviors, - practice opportunities using role playing, - evaluation of a models performance in the videotape and - a planning session devoted to understanding how the key behaviors can be used on the job. - Trainees get feedback on how closely what they did matches the model. It is based on actual incidents in the employment setting |
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E- Learning
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Instruction and delivery of training by computers through the internet or company intranet. Can use web based training, distance training, virtual classrooms, CDROms
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E Learning Characteristics
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1) includes electronic networks that enable information and instruction to be delivered, shared and updated instantly.
2) E-Learning is delivered to the trainee via computers with internet technology. 3) It focuses on learning solutions that go beyond traditional training to include information and tools that improve performance. |
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Transfer of Training
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The use of knowledge, skills and behaviors learned in training on the job. Using these skills on the job in day to day. It is influenced by the climate for transfer, manager support, peer support, opportunity to use learned capabilities, technology support, and self management sills. Also, the learning environment and readiness for training.
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Increasing Transfer of Training
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the environment must support transfer of learning - i.e. manager and peer support, opportunity to use skills and consequences for using learned capabilities. training climate is linked to positive behaviors after training.
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Climate for Transfer
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Trainees' perceptions of characteristics of the work environment (social support and situation constraints) that can either facilitate or inhibit use of trained skills or behavior.
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Manager Support (training)
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refers to the degree to which managers
1. emphasize the importance of attending training programs 2. stress the application of training content on the job. the greater the management level of support the more likely transfer is to occur. the basic support a manager should give is acceptance. the highest level is to participate in the training as an instructor. |
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Action Plan
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a document summarizing what the trainee and manager will do to ensure that training transfers to the job. it includes:
1. a goal identifying what training content will be used and how. 2. strategies for reaching the goal, including resources needed. 3. strategies for getting feedback (such as meetings with the manager and; 4. expected outcome |
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Peer Support
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increases transfer of training by creating a support network (trainees who meet to discuss their progress in using learned capabilities on the job)
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Opportunity to Use Learned Capabilities
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increases transfer training. The opportunity to perform is when the trainee is provided with or actively seeks experience using newly learned knowledge, skills or behaviors. This is influenced by whether or not the trainee can determine projects to use these abilities.
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Protean Career
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A career that is based on self direction with the goal of psychological success in one's work. Employees take major responsibility for managing their careers. Provides opportunity to a) determine their interests, skill strengths, weakness and b) based on this information, seek appropriate development experiences that will likely involve job experiences and relationships as well as formal courses.
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Psychological success
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the feeling of pride and accomplishment that comes from achieving lifes goals
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Boundrayless
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means that careers may involve identifying more with a job or profession than the present employer.
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Job Rotation
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The process of systematically moving a single individual from one job to another over the course of time. The job assignments may be in various functional areas of the company or movement may be between jobs in a single functional area or department. Helps employees gain an overall appreciation of the company. Job rotation has been shown to be related to skill acquisition, salary growth, and promotion rates.
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Problems w/ job Rotation
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can create short term perspective on problems and solutions in rotating employees and their peers.
- satisfaction and motivation may be adversely affected because they find it difficult to develop functional specialities and dont spend enough time in one position. -productivity losses and workload increases. |
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Job Rotation Appropriate
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Top Management can do job rotation in order to be prepared for eldership. Job rotation linked to training and development.
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The Glass Ceiling
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A barrier to advancement to higher level jobs in the company that adversely affects women and minorities. the barrier may be due to lack of access to training programs, development experiences or relationships. Research has found no gender difference in access to job experiences involving transitions or creating change but male managers get more access to assignments with responsibilities.
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Why Do women and Minorities have a hard time finding mentors
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because of the glass ceiling and inability to access the old boys network. Also mentors may view women and minorities as threats because of affirmative action.
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Succession Planning
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The identification and tracking of high potential employees capable of filling higher level managerial positions. Process for monitoring the availability of replacements for selected positions in order to manage and develop them so they are ready to fill those positions. May focus on high potential employees. It should be done regularly.
- Management systematically review talent. - Ensures top level managerial talent is available. - provides a set of development experiences that managers must complete to be considered - helps attract and retain managerial employees by providing them with development opportunities that they can complete if upper management is a career goal for them. |
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High Potential Employees
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Employees the company believes are capable of being successful in high level management positions. Three stages of developing High Potential Employees. 1) select the high potential people 2) High Potential people receive development experience. 3) high potential people must be seen by management as fitting into the culture and having personality characteristics that would make them successful.
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Career Management System
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Processes for enabling employees to manage and develop themselves effectively. How Can i get to where I want to go? Self Assessment, Reality Check, Goal - Setting, Action planning.
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Self Assessment (Career Management System)
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Refers to the use of information by employees to determine their career interests, values, aptitudes, and behavior tendencies. it allows employees to identify capabilities that are lacking and provides them with information on what they can do to develop skills through training, job experience, or enrolling in an academic program. Help identify future plans, and see how that fits in with career goals.
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Employee Development Approaches
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Education, Assessment, Job Experiences, Interpersonal Relationships
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Education Development Approaches
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Employee Development programs including short courses offered by consultants, universities, executive MBA programs and university programs.
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Assessment Development Approaches
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Collecting information about the person and providing feedback to employees about their behavior, communication style, etc. Personality Tests, Assessment Centers, Structured Feedback
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Job Experience development Approaches
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the relationships, problems, demands, tasks and other features that employees face in their jobs. Types: Job Enrichment, job rotation, transfers, TDY, externships
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Interpersonal Relationship development approaches
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employees develop skills and increase knowledge by interacting with a more experienced member of the organization. mentoring and coaching are examples
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Union Membership since the 50s
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Union membership rose to 35% of the employment (since 1950s). Has declined as a percentage of employment. It now stands at 12.4% of all employment and 7.6% of private sector employment. shows no indication of reversing.
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Why is Union Membership Declining?>
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Structural Changes in the Economy, Increased Employer Resistance, Substitution with HRM, Substitution by Government Regulation, Worker Views, Union Actions
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What percentage of Employees must sign authorization cards for the NLRB to hold a union representation election
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30% for elections. if more than 50% sign the union can has the employer voluntarily recognize it.
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People not covered by the NLRA
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- Employed as a supervisor
- Employed as a parent or spouse - Employed as an independent contractor - Employed in the domestic service of any person or family in a home. - Employed as an agricultural laborer - Employed by an employer subject to the Railway Labor Act. - Employed by Federal, State or Local Government - Employed by any other person who is not an employer as defined in the NLRA. |
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Unfair Labor Practices
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1) Prohibits employers from interfering with, restraining, or coercing employees in exercising their rights to join or assist a labor organization or to refrain from such activities.
2) Prohibits employer domination of or interference with the formation or activities of a labor union. 3) Prohibits discrimination in any aspect of employment that attempts to encourage or discourage union related activity. 4) Prohibits discrimination against employees for providing testimony relevant to enforcement of the NLRA. 5) Prohibits employers from refusing to bargain collectively with a labor organization that has standing under the act. |
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NLRA Stands for
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National Labor Relations Act
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Checkoff Provision
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A union contract provision that requires an employer to deduct union dues from employees' paychecks.
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Closed Shop
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A union security provision requiring a person to be a union member before being hired. Illegal under NLRA.
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Union Shop
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A union security provision that requires a person to join the union within a certain amount of time after being hired.
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Agency Shop
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A union security provision that requires an employee to pay union membership dues but not to join the union.
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Maintenance of Membership
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Union rules requiring members to remain members for a certain period of time (such as the length of the union contract)
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Right to Work Laws
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State Laws that make union shops, maintenance of membership and agency shops illegal.
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How do Unions Impact Productivity (negatively)
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They decrease productivity in at least three ways.
1) the union pay advantage causes employers to use less labor and more capital per worker than they would otherwise, which reduces efficiency across society. 2) union contract provisions may limit permissible worklands, restrict the task that particular workers are allowed to perform, and require employers to use more employees for certain joins than they would otherwise do. 3) strikes, slowdowns, and work to rule (slowing down production by following every workplace rule to an extreme) |
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How do Unions Impact Productivity (positively)
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1) communicate to managers regarding the job they are doing.
2) Increase operation and effectiveness of the voice mechanism. 3) increase productivity through the emphasis on pay, promotion and layoff. Most studies found union workers are more productive than non union workers. |
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Unions and Stock Performance
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they will suffer if unions raise costs (i.e. wages) and decrease investment by a greater amount. Unions have a large negative impact on profits and that union coverage declines more quickly in forms experiencing lower shareholder returns, suggestions that some firms become competitive by reducing union strength. investment and research and development is also less in unionized firms
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Grievance Procedure Key Points
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reduces strikes. 1) how well are the day to day questions resolved. 2) how well does the grievance procedure adapt to changing circumstances. 3) in multiunit contracts, how well does the grievance procedure permit local contract issues to be included or resolved
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Grievance Procedure
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It is the key to fair treatment in the workplace and its effectiveness rests both on the degree to which employees feel they can use it without fear of recrimination and whether they believe their case will be carried forward strongly enough by their union representative.
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Duty of Fair Representation
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The National Labor Relations Act requirement that all bargaining unit members have equal access to and representation by the union.
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