Mgmt 370 Exam 3

Front 1

key components of HR Value proposition

Back 1

1. retention

2. staffing

3. training and development

4. strategy

Front 2

disparate treatment

Back 2

intentionally treating people differently (intentional discrimination)

ex. Eastern & southwest airlines flight attendants requirements

Front 3

disparate impact

Back 3

unintentional treating people differently (unintentional discrimination)

ex. police set height standard but the height was meant to get physically capable individuals

Front 4

how illegal discrimination appears

Back 4

1. disparate treatment

2. disparate impact

Front 5

forecasting

Back 5

demand for employees involves predicting how many employees the firm will need in specific jobs in the future

Front 6

recruiting

Back 6

process of attracting potential new employees to the organization (generating a pool of qualified applicants)

Front 7

selection

Back 7

process of collecting systematic information about applicants and using that information to decide which applicants to hire (choosing the best applicant)

Front 8

qualitative method of HR forecasting

Back 8

subjective (getting opinions), rely primarily on the judgments of experts, experience and expectations

Front 9

quantitative method of HR forecasting

Back 9

objective, historical basis, use statistical techniques

Front 10

supplementary

Back 10

similar, we want employees to fit in with work environment

Front 11

complementary

Back 11

completes, employees bringing something to work that they don't already have

Front 12

cognitive ability

Back 12

only tells what someone can do-not necessarily what they will do

Front 13

performance or work sample tests

Back 13

examinations that verify an applicant's ability to perform actual job behaviors identified from a job analysis

Front 14

integrity tests

Back 14

tests that measure an applicant's attitudes and opinions about dysfunctional behaviors such as theft, sabotage, physical abuse and substance abuse

Front 15

personality inventories

Back 15

programs that measure the thoughts, feelings, and behaviors that define an individual and determine that person's pattern of interaction with the environment

Front 16

STAR

Back 16

Situation (background of story)

Task (what did you need to accomplish)

Action (what did you do)

Result (successful outcomes)

Front 17

training

Back 17

process of instructing employees in their job tasks and socializing them into the organization's values, attitudes, and other aspects of its culture

Front 18

training and development goal

Back 18

fostering employee learning that improves organizational performance

Front 19

training process

Back 19

1. Needs assessment (what needs to be taught)

2.Designing training

3. Delivering training

4. Evaluating training

Front 20

4 measurements of training

Back 20

1.reaction (how do you feel about the training)

2. learning (taking pre-test & post test then compare results)

3. behaviors (are the employees doing what they trained you to do)

4. results (does the training improve the organization's performance)

Front 21

performance management

Back 21

process of ensuring employees' behavior contributes to organization's goals

Front 22

performance

Back 22

value of employee output

Formula:

Ability x Motivation x Resources

Front 23

measurements of organizational performance

Back 23

1. traits

2. behaviors

3. outcomes

Front 24

traits

Back 24

subjective evaluation of an employee's personal characteristics such as attitude, motivation, cooperation, and dependability; little control/variance

ex. excellent communicator

Front 25

behaviors

Back 25

subjective evaluation of the way an employee performs job tasks; within control, relation to outcomes

ex. obtain 10 hours of continuing education

Front 26

outcomes

Back 26

measurement of quantity and quality of an employee's work within specific period of time, outcome based, outside influences

ex. achieve 10% increase in gross sales

Front 27

compensation

Back 27

basis on which an organization gives money, goods, or services to its employees in exchange for their work, it serves to attract, motivate, and retain employees

total pay + benefits

Front 28

components of compensation

Back 28

1. base pay

2. benefits

3. incentive pay (this pay is not always guaranteed)

these components make up 65-70% of production costs

Front 29

examples of benefits

Back 29

legally required (social security, medicare, etc.), paid leave, insurance, and retirement

Front 30

retirement benefits

Back 30

1. defined benefit (depends on a formula that includes employee length of service and average income ex. pension)

2. defined contribution (regular contributions are made to investment funds ex. 401K/ 403B)

Front 31

company match

Back 31

retirement benefit; free money

Front 32

ratio (retirement benefit)

Back 32

how much of your contribution the company matches

Front 33

cap (retirement benefit)

Back 33

the largest amount the company will contribute

Front 34

vesting

Back 34

the money that the organization contributes; it is not your money

Front 35

50% match --> ratio

3% of employee contributions--> cap

Back 35

ACME offers 50% on the first 3% of employee contributions. All employees are 100% vested after 3 years.

What is the ratio and what is the cap?

Front 36

incentive pay

Back 36

may or may not earn it

Front 37

variable (incentive) pay

Back 37

dependent on performance; generally effective at influencing behavior; transfers risk; widely utilized

Front 38

bonus

Back 38

one time payment

Front 39

merit pay

Back 39

increase base pay of salary next year

Front 40

stock options

Back 40

higher level management may offer this as part of incentive compensation; stock value may increase in future so it is a chance for employees to gain money

Front 41

sub-optimization

Back 41

optimizing/focusing on little aspects

Front 42

negotiation

Back 42

occurs when 2 or more parties discuss a problem with the intent to resolve differences and come up with a solution

Front 43

alternatives to negotiation

Back 43

fight openly and capitulate (aka giving in)

Front 44

3rd party options

Back 44

1. mediation

2. arbitration

Front 45

mediation

Back 45

facilitation, help both parties agree on a decision

Front 46

arbitration

Back 46

binding discussion, the 3rd party makes decision for the 2 parties

Front 47

reservation (indifference) point

Back 47

worst acceptable outcome

Front 48

Best Alternative to Negotiated Agreement

Back 48

BATNA

Front 49

Target (Aspiration) point

Back 49

best realistic outcome; this is where we would like to be

Front 50

settlement range

Back 50

is the money range of that the potential employee can bargain his/her salary with the boss; part of the bargaining zone

Front 51

distributive negotiation

Back 51

there are only so many resources to go around (a "fixed pie"), therefore each side must haggle in an attempt to get as much of the pie as possible; direct conflict to another party

Front 52

integrative negotiation

Back 52

successful integration between the parties can enlarge the "pie", creating beneficial solutions for both parties; both parties attempt to find common ground and use shared interests to reach outcomes that are mutually beneficial

Front 53

distributive negotiation strategies

Back 53

1. know your BATNA; try to know opponent's

2. avoid stating ranges

3. make the first offer

4. make bilateral (not unilateral) concessions (aka exchanges)

Front 54

fixed pie perceptions

Back 54

assuming the interests of the parties are opposed

ex. Ugli orange in class activity

Front 55

resistance to yielding

Back 55

willingness to make concessions (giving in or making the value less than it should be)

Front 56

common negotiation problems

Back 56

1. leaving money on the table (lose-lose negotiation)

2. settling for too little (winner's curse)

3. walking away from the table (stubbornness)

4. settling for terms worse than your alternative (agreement bias)

Front 57

motivation

Back 57

processes that initiate and maintain goal oriented behaviors

Front 58

intrinsic motivation

Back 58

do something for the sake of doing it

ex. being in class because you like being in class & learning

Front 59

extrinsic motivation

Back 59

do something to attain values outcomes

ex. being in class because you feel like you need to be in class to earn a good grade

Front 60

expectancy theory

Back 60

theory stating that motivation depends not only on how much a person wants something but also on the person's perception of how likely he or she is to get it; motivation is a function of both the desirability of the reward and the likelihood of receiving it

Front 61

instrumentality

Back 61

person's expectation that performing a task will lead to a desired outcome

Front 62

valence

Back 62

value of each potential outcome which describes its importance

Front 63

equation of motivation

Back 63

expectancy x instrumentality x valence

Front 64

equity theory

Back 64

theory stating that the extent to which people are willing to contribute to an organization depends on their assessment of the fairness of the rewards they will receive in exchange; motivation is a function of perceived fairness in the ratio of inputs to outcomes

Front 65

inputs

Back 65

things you bring to the organization

ex. time, education, experience, effort, results

Front 66

outputs

Back 66

things you get as a result of working for an organization

ex. pay, benefits, recognition, promotion

Front 67

goal setting theory

Back 67

theory which recognizes the importance of goals in improving employee performance

Front 68

things that goal setting theory directs

Back 68

1. attention/focus

2. effort

3. problem solving

Front 69

self efficacy

Back 69

belief that you can accomplish a specific task (if low _______ _________, the goal might not be accomplished); deals with expectancy/ goal theories

Front 70

valued rewards

Back 70

individuals value different things so vary goals/benefits depending on person; deals with expectancy/ equity theories

Front 71

individuals differ in regards to these things

Back 71

1. self-efficacy

2. valued rewards

3. peer group

4. ability

5. interests

Front 72

reinforcement theory

Back 72

theory that assumes that behavior may be reinforced by relating it to its consequences; frequency of behavior can be changed by linking focal behavior to consequences

Front 73

behavior modification

Back 73

an application of reinforcement theory, which invokes change in behavior and encouraging appropriate actions by relating the consequences of behavior to the behavior itself

Front 74

positive reinforcement

Back 74

act of strengthening a desired behavior by rewarding it or providing other positive outcomes

Front 75

avoidance/negative reinforcement

Back 75

act of strengthening a desired behavior by allowing individuals to avoid negative consequences by performing the behavior

Front 76

punishment

Back 76

act of weakening or eliminating an undesired behavior by providing negative consequences

Front 77

schedules of reinforcement

Back 77

1. fixed interval schedule

2. fixed ratio schedule

Front 78

fixed interval schedule

Back 78

a pattern of reinforcement at specified periods of time, regardless of behavior

Front 79

fixed ratio schedule

Back 79

a pattern offering reinforcement after a specified number of desired performance behaviors, regardless of the time elapsed between them

Front 80

social learning theory

Back 80

theory stating that employees learn not only through direct experience but also through observation and personal qualities; vicarious learning is an important aspect of learning in organizations

vicarious learning is the ability to learn from others, you don't have to make the mistakes yourself