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395 Cards in this Set
- Front
- Back
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3 MAIN COMPONENTS - JOB ANALYSIS |
1. JOB DESCRIPTIONS: DETAILED BREAKDOWN OF TASKS, SKILLS AND KNOWLEDGE 2. JOB COMPETENCIES: DETAILED LIST OF BROAD SKILLS AND TRAITS 3. JOB SPECIFICATIONS: DETAILED DESCRIPTIONS OF ALL SPECIFIC QUALIFICATIONS (I.E. EXPERIENCE/EDUCATION) |
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3 MAIN WAYS - RECRUITING |
1. EXTERNAL: RECRUIT INDIVIDUALS FROM OUTSIDE THE ORGANIZATION 2. INTERNAL: RECRUIT FROM WITHIN THE ORG TO SEEK PROMOTIONS/TRANSFERS 3. ALTERNATIVE: INTERNS, TELECOMMUTERS, OR TEMPS |
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3 MAIN TYPES - EMPLOYMENT APPLICATIONS |
1. GENERAL: INFO RELATED TO EMPLOYMENT HISTORY, EDUCATION, AND OVERALL BACKGROUND 2. JOB-SPECIFIC: INFO DIRECTLY RELATED TO JOB QUALIFICATIONS 3. WEIGHTED: QUESTIONS OR INFO RELATED TO SPECIFIC REQUIREMENTS ASSOCIATED WITH THE JOB - EACH REQUIREMENT IS ASSIGNED WEIGHT BASED ON IMPORTANCE TO POSITION |
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2 TYPES - GENERAL EMPLOYMENT APPLICATIONS |
1. SHORT-FORM: GENERAL INFO. MADE FOR POSITIONS NOT REQUIRING LARGE NUMBER OF SPECIALIZED SKILLS OR FOR INTERNAL TRANSFERS 2. LONG-FORM: GATHER IN-DEPTH IDEA OF INDIVIDUAL'S SKILLS OR KNOWLEDGE - MOST COMMONLY USED |
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MOST COMMONLY USED SCREENING TOOLS |
1. EMPLOYMENT APPLICATIONS 2. RESUMES 3. INTERVIEWS |
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IMPORTANCE OF SCREENING TOOLS |
1. UNLAWFUL DISCRIMINATION 2. ENSURE THE RIGHT EMPLOYEES ARE BEING HIRED |
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QUALITIES OF VALID SCREENING TOOL |
1. WELL-DEFINED 2. RELEVANT 3. JOB-RELATED |
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MOST COMMONLY USED SELECTION TOOLS |
1. INTERVIEWS: MEETING WITH THE APPLICANT 2. PRE-EMPLOYMENT TESTS: WRITTEN EXAMINATION 3. REALISTIC JOB PREVIEWS: IDEA OF THE SPECIFIC DAY-TO-DAY TASKS (I.E. WATCHING VIDEOS, SHADOWING, OR PRESENTATIONS) |
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GOAL OF SELECTION TOOLS |
FIND GROUPS OF ACCEPTABLE EMPLOYEES THEN CHOOSE THE BEST CANDIDATE FROM THAT GROUP |
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TWO MAIN STYLES OF INTERVIEWING USED DURING A SELECTION INTERVIEW |
1. DIRECTIVE: DIRECTED OR CONTROLLED BY INTERVIEWER - ASKING A SET OF QUESTIONS W/OUT BEING DISTRACTED BY CANDIDATE 2. NONDIRECTIVE: MORE INTEREST IN INTERACTION VERSUS SPECIFIC SET OF QUESTIONS |
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TWO COMMON TYPES OF SELECTION INTERVIEWS |
1. BEHAVIORAL INTERVIEWS: CANDIDATE IS ASKED QUESTIONS ABOUT HOW THEY HANDLED SITUATIONS IN THE PAST 2. PANEL INTERVIEWS: SINGLE APPLICANT IS INTERVIEWED BY GROUP - SEVERAL MANAGERS, TEAM MEMBERS OR HR |
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MAIN ADVANTAGE OF INTERVIEW VS. APPLICATION |
A PERSONAL INTERVIEW (ONE-TO-ONE OR GROUP-TO-ONE) ALLOWS FOR MORE DEMONSTRATION OF THE INDIVIDUAL'S ACTUAL ABILITIES VS. WRITTEN RESUME OR APPLICATION (WHICH DO NOT INDICATE PERFORMANCE OR ABILITY). |
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TWO MAIN DISADVANTAGES - SELECTION INTERVIEW |
1. HEAVILY AFFECTED BY INTERVIEWER'S OWN BIASES 2. INTERVIEWER ASKS THE WRONG QUESTIONS - APPLICANT MAY INTERVIEW WELL, BUT MAY NOT POSSESS THE NECESSARY SKILLS TO PERFORM THE JOB |
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TWO MOST COMMON TYPES - PRE-EMPLOYMENT TESTS |
1. APTITUDE TESTS: TEST TO DETERMINE BASIC SKILLS FOR SPECIFIC JOB (I.E. BANK TELLER IS TESTED FOR BASIC MATH SKILLS) 2. IN-BOX TESTS: TEST TO DETERMINE HOW APPLICANT WOULD HANDLE PARTICULAR SITUATION (I.E. BANK TELLER IS ASKED TO IDENTIFY APPROPRIATE MANNER TO HANDLE CHECK DEPOSITED INTO THE WRONG ACCOUNT) |
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TWO MAIN ADVANTAGES - PRE-EMPLOYMENT TESTS |
1. ALLOW ORGANIZATION TO HAVE MORE CONTROL OVER THE INFO GATHERED - ORG CREATES THE QUESTIONS 2. GATHER INFO IN A CONSISTENT WAY - ALL APPLICANTS TAKE THE SAME TEST |
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DISADVANTAGES - PRE-EMPLOYMENT TESTS |
1. UNINTENTIONAL DISCRIMINATION: IF QUESTIONS ARE POORLY CONSTRUCTED, THIS MAY MAKE IT DIFFICULT FOR A PARTICULAR GROUP OF PEOPLE TO GET THE JOB - ORG CAN BE LEGALLY LIABLE 2. NO FLEXIBILITY: SAME QUESTIONS FOR ALL APPLICATIONS (VS. INTERVIEW - QUESTIONS CAN BE CUSTOMIZED TO CONVERSATION) |
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3 MAIN TYPES - VALIDITY (EVALUATE IF SCREENING OR SELECTION TOOL IS VALID) |
1. CONSTRUCT: TEST FOR SPECIFIC CHARACTERISTICS SHOWN TO BE INDICATORS OR JOB PERFORMANCE 2. CONTENT: ASSESS SKILLS/KNOWLEDGE NECESSARY TO PERFORM THE TASKS ASSOCIATED WITH PARTICULAR POSITION 3. CRITERION: PREDICT HOW INDIVIDUAL WILL BEHAVE IN THE WORK PLACE BASED ON WRITTEN OR VERBAL TEST SCORES |
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2 TYPES OF CRITERION VALIDITY (TO EVALUATE SCREENING OR SELECTION TOOL) |
1. CONCURRENT: INDICATES THAT THE INDIVIDUAL CURRENTLY POSSESSES THE DESIRED TRAIT 2. PREDICTIVE: INDICATES THAT THE INDIVIDUAL WILL POSSESS THE DESIRED TRAIT IN THE FUTURE |
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IMPORTANCE OF REFERENCE CHECKS |
1. VERIFY INDIVIDUALS HAVE THE SKILLS AND KNOWLEDGE NECESSARY TO PERFORM THE POSITION FOR WHICH THEY ARE HIRED 2. ALLOW AN ORGANIZATION TO PROTECT ITSELF FROM LAWSUITS OR DAMAGE TO OPERATIONS - REFERENCES MAY IDENTIFY PAST PROBLEMS (INFO NOT INCLUDED ON RESUME/APPLICATION) |
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2 MAIN TYPES - REFERENCES |
1. EDUCATIONAL 2. EMPLOYMENT |
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2 LESS COMMON TYPES - REFERENCE CHECKS |
1. FINANCIAL 2. DRIVING HISTORY |
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IMPORTANCE OF CHECKING CRIMINAL RECORDS |
A HISTORY OF VIOLENT CRIMES, THEFT OR SUBSTANCE ABUSE MAY MAKE HIRING THE INDIVIDUAL PROHIBITIVE CRIMINAL RECORDS CAN DETERMINE IF PAST OFFENSES ARE RELATED TO THE JOB |
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EMPLOYEE POLYGRAPH PROTECTION ACT OF 1988 |
THIS ACT FORBIDS EMPLOYERS FROM BASING HIRING DECISIONS ON POLYGRAPH TESTS. EMPLOYERS CAN BE FINED UP TO $10K IF THIS LAW IS BROKEN THIS ACT DOES NOT APPLY TO POSITIONS THAT INVOLVE PHARMACEUTICALS, WORKING IN AN ARMORED CAR, SECURITY OFFICER, GOVERNMENT AGENCY, FEDERAL CONTRACTOR, SUBCONTRACTOR WITH FBI, NATIONAL DEFENSE, AND NATIONAL SECURITY CONTRACTS. |
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MEDICAL EXAMINATION |
ONLY USED FOR POSITIONS WITH SPECIFIC PHYSICAL REQUIREMENTS AND ARE ADMINISTERED TO EVERYONE IN A SIMILAR POSITION EQUALLY TO AVOID CAUSING DISPARATE IMPACT |
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DRUG TESTING |
CAN BE LEGALLY ADMINISTERED FOR ANY POSITION BECAUSE OF THE INCREASED RISK OF ACCIDENTS AMONG INDIVIDUALS ABUSING A SUBSTANCE |
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"EMPLOYMENT-AT-WILL" LAW |
ALLOW BOTH THE ORGANIZATION AND EMPLOYEE TO TERMINATE EMPLOYMENT AGREEMENT AT ANY TIME FOR ANY REASON |
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EMPLOYMENT CONTRACTS SHOULD INCLUDE THE FOLLOWING |
1. SPECIFIC TASKS/RESPONSIBILITIES 2. START DATE 3. DURATION OF CONTRACT 4. COMPENSATION AND BENEFITS 5. VOIDED CONTRACT TERMINATION CONDITIONS |
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HELPFUL TO INCLUDE IN EMPLOYMENT CONTRACTS |
1. CONTACT INFORMATION 2. NONDISCLOSURE AGREEMENTS 3. NON-SOLICITATION AGREEMENTS |
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EMPLOYEE ORIENTATION/ON-BOARDING |
1. ENSURE RESOURCES ARE AVAILABLE NECESSARY TO JOB PERFORMANCE 2. TOOLS/WORK SPACE SET UP BEFORE FIRST DAY 3. FORMAL EXPLANATION REGARDING DEPARTMENT 4. INTRODUCTIONS TO COWORKERS AND SUPERVISORS 5. SHOWING THE FACILITIES 6. EXPLAINING DEPARTMENT'S RULES 7. GUIDELINES 8. GOALS 9. IDENTIFYING PLACES TO FIND HELP |
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EMPLOYEE RETENTION PROGRAM |
SET OF POLICIES, PROCEDURES, AND PRACTICES DESIGNED TO ENCOURAGE EMPLOYEES TO STAY WITH ORGANIZATION. I.E. EXTRA BENEFITS, COMPENSATION, EXTRA PTO, AND BONUSES |
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TWO TYPES OF EMPLOYMENT TERMINATION |
1. VOLUNTARY 2. INVOLUNTARY |
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VOLUNTARY TERMINATION |
EMPLOYMENT THAT IS TERMINATED BY THE CHOICE OF EMPLOYEE |
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INVOLUNTARY TERMINATION |
EMPLOYMENT THE ORGANIZATION ENDS REGARDLESS OF WHETHER THE EMPLOYEE WISHES TO STAY OR NOT |
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TWO MAIN TYPES OF INVOLUNTARY TERMINATIONS |
1. LAYOFFS 2. PERFORMANCE-RELATED TERMINATIONS |
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EXIT INTERVIEW |
WRITTEN OR VERBAL SURVEY USED TO GAUGE AN INDIVIDUAL'S OPINION OF THE OVERALL EFFECTIVENESS OF EACH PART OF THE STAFFING STRATEGY |
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WARNA |
THE WORKER ADJUSTMENT AND RETRAINING ACT (1988) |
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THE WORKER ADJUSTMENT AND RETRAINING ACT |
REQUIRES EMPLOYERS WITH 100 OR MORE FULL-TIME OR PART-TIME EMPLOYEES TO NOTIFY EACH EMPLOYEE OR THEIR UNION REPS IN WRITING OF A PENDING MASS LAYOFF OR PLANT CLOSING AT LEAST 60 DAYS PRIOR TO THE ACTUAL EVENT. DOES NOT APPLY TO LAYOFFS DUE TO NATIONAL DISASTER OR UNFORESEEABLE BUSINESS CIRCUMSTANCES. |
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MASS LAYOFF IDENTIFIED BY WARNA |
DURING 90-DAY PERIOD 500 OR MORE EMPLOYEES, OR 50 OR MORE EMPLOYEES IF THOSE EMPLOYEES MAKE UP 33% OR MORE OF THE ORGANIZATION'S WORKFORCE, LOSE THEIR JOBS PERMANENTLY - LOSE THEIR JOBS FOR MORE THAN 6 MONTHS OR RECEIVE AT LEAST 51% REDUCTION IN NUMBER OF HOURS ALLOWED TO WORK PER MONTH FOR SIX MONTHS OR MORE. NEW EMPLOYEES (LESS THAN 6 MONTHS) AND EMPLOYEES THAT WORK LESS THAN 20 HOURS A WEEK ARE NOT INCLUDED IN DETERMINING 'MASS LAYOFF' |
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PLANT CLOSING IDENTIFIED BY WARNA |
ORGANIZATION CLOSES A SINGLE OR GROUP OF FACILITIES AND LARGE NUMBER OF EMPLOYEES LOSE THEIR JOB |
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ORGANIZATIONAL CLIMATE |
REFERS TO HOW EMPLOYEES FEEL ABOUT WORK ENVIRONMENT AND ORGANIZATION AS A WHOLE. DIFFICULT FOR ORGANIZATION TO CONTROL CLIMATE AS THERE ARE MANY FACTORS TO MOTIVATE INDIVIDUAL'S FEELINGS ABOUT WORKPLACE. |
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ORGANIZATIONAL CULTURE |
REFERS TO BELIEFS AND VALUES EMPLOYEES AND MANAGERS OF AN ORGANIZATION HAVE ESTABLISHED |
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EMPLOYEE COMMUNICATION STRATEGY |
METHOD TO ENCOURAGE EMPLOYEES TO COMMUNICATE WITH EACHOTHER AND MANAGEMENT. THIS STRATEGY DEPENDS ON SIZE OF ORGANIZATION, IMPORTANCE OF INFORMATION, ETC. |
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EMPLOYEE INVOLVEMENT STRATEGY |
METHOD USED TO ENCOURAGE EMPLOYEES TO BECOME INVOLVED IN OPERATIONS OF ORGANIZATION. REFERS TO SPECIFIC PROGRAM OR ACTION TAKEN TO ALLOW AN INDIVIDUAL MORE CONTROL OVER DECISION-MAKING. |
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DELEGATING AUTHORITY (EMPLOYEE INVOLVEMENT STRATEGY) |
ORGANIZATION GRANTS INDIVIDUAL THE POWER TO MAKE DECISIONS RELATED TO POSITION. INDIVIDUAL BECOMES MORE INVOLVED IN ORGANIZATION BY ALLOWING CERTAIN DECISIONS TO BE MADE WITHOUT RECEIVING PERMISSION. |
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EMPLOYEE SURVEY OR CLIMATE SURVEY |
EMPLOYEE INVOLVEMENT STRATEGY - ORGANIZATION GATHERS INFO ABOUT PRIORITIES AND CONCERNS OF EMPLOYEES BY HAVING THEM FILL OUT/SUBMIT A FORM. |
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SUGGESTION PROGRAM |
EMPLOYEE INVOLVEMENT STRATEGY - ORGANIZATION GATHERS IDEAS ABOUT HOW TO CONTROL OR ELIMINATE PROBLEMS BY ALLOWING EMPLOYEES TO SUBMIT ANONYMOUS IDEAS. |
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COMMITTEE |
GROUP OF EMPLOYEES WITHIN ORGANIZATION WHO WORK TOGETHER TO MAKE DECISIONS REATED TO PARTICULAR CONCERN OF ORGANIZATION (I.E. SAFETY COMMITTEE) |
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EMPLOYMENT-MANAGEMENT COMMITTEE AKA EMPLOYEE PARTICIPATION GROUP |
GROUP OF EMPLOYEES WHO WORK WITH SUPERVISORS AND MANAGERS TO MAKE DECISIONS RELATED TO PARTICULAR CONCERN. |
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TASK FORCE |
GROUP OF EMPLOYEES THAT WORK TOGETHER TO DETERMINE THE CAUSE OF PARTICULAR PROBLEM AD IDENTIFY SOLUTION. |
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BROWN-BAG LUNCH PROGRAM |
EMPLOYEE INVOLVEMENT STRATEGY - INFORMAL MEETING (RELAXED SETTING) TO DISCUSS VARIOUS CONCERNS/ISSUES. |
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DEPARTMENT MEETING |
FORMAL GATHERING WITH EMPLOYEES, SUPERVISORS AND MANAGERS OF PARTICULAR DEPARTMENT DISCUSS VARIOUS CONCERNS/ISSUES. THESE MEETINGS USUALLY TAKE PLACE ON REGULAR BASIS. |
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TOWN HALL MEETINGS AKA ALL-HANDS STAFF MEETINGS |
FORMAL MEETINGS THAT ALL EMPLOYEES, SUPERVISORS AND MANAGERS ATTEND TO DISTRIBUTE IMPORTANT INFORMATION. MAY INCLUDE LARGE LECTURE AND OR TWO-WAY COMMUNICATION. |
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OPEN-DOOR POLICY |
EMPLOYEES ARE ENCOURAGED TO SHARE INFO OR SUGGESTIONS WITH MANAGERS/SUPERVISORS BY ASSURING THEM THEY WILL NOT BE ADVERSELY AFFECTED BY WHAT THEY SAY. |
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PRIMARY ADVANTAGE OF OPEN-DOOR POLICY |
ALLOWS ORG TO IDENTIFY PROBLEMS AND SOLUTIONS THAT MAY HAVE GONE UNNOTICED WITHOUT INFO FROM EMPLOYEES |
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ONE DISADVANTAGE OF OPEN-DOOR POLICY |
MANAGER OR SUPERVISOR MAY NEED TO RELEASE INFO THAT WILL ADVERSELY AFFECT AN EMPLOYEE TO HANDLE AN ISSUE THAT HAS BEEN REPORTED. |
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MBWA |
MANAGEMENT BY WALKING AROUND (STRATEGY) |
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MANAGEMENT BY WALKING AROUND STRATEGY (MBWA) |
ENCOURAGES EMPLOYEE COMMUNICATION AND INVOLVEMENT BY MAKING MANAGERS/SUPERVISORS READILY AVAILABLE BY WALKING AROUND TO CHECK ON PROGRESS OF EACH EMPLOYEE, DISCUSS QUESTIONS/CONCERNS, OR HANDLE PROBLEMS. |
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COMPRESSED WORK WEEK |
FLEXIBLE SCHEDULING METHOD IN WHICH EMPLOYEES ARE ALLOWED TO WORK SEVERAL LONG SHIFTS IN A ROW TO RECEIVE ADDITIONAL TIME OFF |
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FLEXTIME |
FLEXIBLE SCHEDULING METHOD WHICH ALLOWS EMPLOYEES TO SET THEIR OWN HOURS AS LONG AS THEY WORK FOR CERTAIN NUMBER OF HOURS PER WEEK AND OR REPORT DURING REQUIRED TIME PERIODS |
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PART-TIME SCHEDULING |
EMPLOYEES ARE ALLOWED TO WORK SHORTER HOURS AND OR FEWER HOURS A WEEK |
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PROGRESSIVE DISCIPLINE (PROCESS) |
1. IDENTIFIES BEHAVIORAL PROBLEM 2. ASSESES SEVERITY OF PROBLEM 3. DETERMINES IF PROBLEM IS REOCCURING 4. TAKES DISCIPLINARY ACTION BASED ON ORG'S ASSESSMENT |
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PROGRESSIVE DISCIPLINE (OBJECTIVE) |
VARYING DISCIPLINARY RESPONSES TO MAKE SURE THAT A RESPONSE IS NOT OVERLY SEVERE AND THAT REPEAT OFFENDERS ARE PUNISHED MORE SEVERELY THAN FIRST-TIME OFFENDERS |
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FIVE-STAGE DISCIPLINARY PROCESS |
1. COACHING STAGE - BEHAVIOR ISSUE IS DISCUSSED 2. FIRST WARNING STAGE OR COUNSELING STAGE - ISSUE VERBAL WARNING 3. 2ND WARNING STAGE OR FORMAL WARNING STAGE - ORG WILL ISSUE WRITTEN WARNING 4. SUSPENSION 5. TERMINATION |
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COMMON BEHAVIORAL ISSUES |
1. ABSENTEEISM 2. INSUBORDINATION |
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INVESTIGATION PROCESS |
1. IDENTIFY WHAT IS BEING INVESTIGATED
2. WHAT EVIDENCE IS NEEDED 3. WHO SHOULD BE INTERVIEWED 4. WHICH QUESTIONS TO ASK 5. INTERVIEW EMPLOYEE/OTHERS INVOLVED 6. MAKE DECISION ON APPROPRIATE ACTION |
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MANAGEMENT DEVELOPMENT |
DESIGNED TO TEACH INDIVIDUAL HOW TO ENSURE EACH FUNCTION IS CARRIED OUT AS EXPECTED |
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LEADERSHIP DEVELOPMENT |
1. DESIGNED TO TEACH AN INDIVIDUAL HOW TO PREDICT CHANGE WITHIN BUSINESS ENVIRONMENT 2. IDENTIFY THE WAY THE ORG NEEDS TO CHANGE TO MEET THOSE NEEDS 3. ENCOURAGE OTHER INDIVIDUALS TO MEET CHANGING NEEDS |
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PERFORMANCE MANAGEMENT |
ANY ACTIVITY RELATING TO EVALUATING AND IMPROVING THE PERFORMANCE OF EACH INDIVIDUAL, TEAM AND DEPARTMENT DESIGNED TO EVALUATE WHETHER EMPLOYEES ARE HELPING ORG |
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HUMAN RESOURCE DEVELOPMENT |
DESIGNED TO PROVIDE THE ORG WITH INDIVIDUALS THAT HAVE THE SKILLS AND KNOWLEDGE NECESSARY FOR THE ORG TO ACHIEVE ITS GOALS |
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PERFORMANCE MANAGEMENT & HUMAN RESOURCE DEVELOPMENT |
WORK TOGETHER TO IDENTIFY AND ELIMINATE PERFORMANCE PROBLEMS TO MAKE PROGRESS TOWARDS GOALS |
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PERFORMANCE MANAGEMENT PROCESS |
1. ESTABLISHING GOALS 2. IDENTIFYING TASKS AND SKILLS 3. INFORMING EMPLOYEES OF APPROPRIATE WAYS TO CARRY OUT TASKS AND RESPONSIBILITIES IN ORDER TO ACHIEVE GOALS |
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PERFORMANCE APPRAISAL |
MUST OFFER ACCURATE VIEW OF EMPLOYEE'S PERFORMANCE SO ORG CAN IDENTIFY PROBLEM AREAS OR PERFORMANCE ISSUES - THEN IMPROVE THESE AREAS. ORG SHOULD TRAIN MANAGERS TO USE APPROPRIATE SET OF APPRAISAL METHODS SO IT IS FAIR AND ACCURATE. |
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4 MAIN TYPES OF PERFORMANCE APPRAISALS |
1. BEHAVIORAL APPRAISAL METHODS 2. COMPARISON APPRAISAL METHODS 3. ESSAY/NARRATIVE APPRAISAL METHODS 4. RATING APPRAISAL METHODS |
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BEHAVIORAL APPRAISAL METHODS |
IDENTIFY MOST IMPORTANT TASKS RELATED TO POSITION, SPECIFIC WAY EMPLOYEE IS EXPECTED TO BEHAVE TO PERFORM THAT TASK AND ESTABLISHES SYSTEM OF DESCRIPTIONS DESCRIBING HOW EFFECTIVELY THE EMPLOYEE BEHAVED. |
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COMPARISON APPRAISAL METHODS |
COMPARE THE PERFORMANCE OF EMPLOYEE WITH OTHER EMPLOYEES |
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ESSAY/NARRATIVE APPRAISAL METHODS |
USED BY MANAGERS TO DESCRIBE EMPLOYEES PERFORMANCE IN WRITING |
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RATING APPRAISAL METHODS |
USE CHECKLIST OR SCALE TO RATE EMPLOYEE'S PERFORMANCE |
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BARS |
BEHAVIORLY ANCHORED RATING SCALES |
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BEHAVIORALLY ANCHORED RATING SCALES (BARS) |
1. ANALYZES JOB DESCRIPTION FOR PARTICULAR POSITION 2. IDENTIFIES TASKS 3. SPECIFIC WAY INDIVIDUAL SHOULD BEHAVE TO PERFORM EACH TASK 4. RANKED STATEMENTS ARE DESIGNED TO DESCRIBE HOW EFFECTIVELY THE INDIVIDUAL BEHAVED 5. PERFORMANCE EVALUATORS CHOOSE THE STATEMENT THAT BEST DESCRIBES EMPLOYEE'S BEHAVIOR |
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3 MOST COMMON COMPARISON APPRAISAL METHODS |
1. FORCED DISTRIBUTION METHOD 2. PAIRED-COMPARISON METHOD 3. RANKING METHOD |
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FORCED-DISTRIBUTION METHOD AKA FORCED RANKING |
USES BELL CURVE IN WHICH MAJORITY OF EMPLOYEES WILL RECEIVE AN AVERAGE SCORE AND A SMALL GROUP WILL RECEIVE EXTREMELY HIGH OR LOW PERFORMANCE SCORES |
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PAIRED-COMPARISON METHOD |
COMPARES PERFORMANCE OF EACH MEMBER OF SPECIFIC GROUP WITH ANOTHER GROUP |
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RANKING METHOD |
RANKS EACH EMPLOYEE BASED ON PERFORMANCE FROM THE MOST TO LEAST EFFECTIVE |
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3 MOST COMMON ESSAY/NARRATIVE APPRAISAL METHODS |
1. CRITICAL INCIDENT METHOD 2. ESSAY METHOD 3. FIELD REVIEW METHOD |
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CRITICAL INCIDENT METHOD |
DOCUMENTS EACH PERFORMANCE PROBLEM OCCURRING DURING A SET PERIOD SO THE EVALUATOR CAN DISCUSS PROBLEMS WITH THE EMPLOYEE AT THE END |
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ESSAY METHOD |
PERFORMANCE EVALUATORS WRITE A SHORT ESSAY FOR EACH EMPLOYEE DESCRIBING PERFORMANCE DURING THE PERFORMANCE PERIOD |
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FIELD REVIEW METHOD |
INDIVIDUAL OTHER THAN EMPLOYEE'S DIRECT MANAGER PERFORMS APPRAISAL AND WRITES DOWN SERIES OF ASSESSMENTS AND OBSERVATIONS ABOUT EMPLOYEE'S PERFORMANCE |
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2 MOST COMMON RATING APPRAISAL METHODS |
1. CHECKLIST METHOD 2. RATING SCALE METHOD |
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CHECKLIST METHOD |
SERIES OF STATEMENTS DESCRIBING CERTAIN LEVEL OF PERFORMANCE - BOX IS CHECKED IF STATEMENT BEST DESCRIBES PERFORMANCE |
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RATING SCALE METHOD
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1-10 SCALE TO RATE EMPLOYEE'S PERFORMANCE - LOW NUMBERS = POOR PERFORMANCE; HIGH NUMBERS = SUPERIOR PERFORMANCE |
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HUMAN RESOURCES DEVELOPMENT AKA TALENT DEVELOPMENT |
PROCESS WITHIN AN ORG TO MODIFY THE BEHAVIOR, SKILLS AND KNOWLEDGE OF EMPLOYEES TO ACHIEVE GOALS. DESCRIBES PRACTICES, PROCEDURES AND POLICIES USED TO ENSURE EMPLOYEES ARE ABLE TO PERFORM DUTIES AND RESPONSIBILITIES EFFECTIVELY. |
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ADDIE MODEL |
ANALYSIS DESIGN DEVELOPMENT IMPLEMENTATION EVALUATION |
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ADDIE MODEL (DEFINED) |
GUIDELINES TO DESIGN TRAINING PROGRAMS |
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ADDIE - ANALYSIS |
ANALYZE PROBLEM - IDENTIFY GOALS/OBJECTIVES |
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ADDIE - DESIGN |
DESIGN STRATEGIES TO SOLVE PROBLEM |
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ADDIE - DEVELOPMENT |
TOOLS ARE DEVELOPED TO CARRY OUT STRATEGIES - I.E. CREATE INSTRUCTIONAL GUIDES |
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ADDIE - IMPLEMENTATION |
TEST TOOLS DESIGNED IN DEVELOPMENT PHASE - PROGRAM IS PUT ITO ACTION |
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ADDIE - EVALUATION |
ONGOING EVALUATION OF THE RESULTS OF PROGRAM |
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TWO REASONS TO PERFORM NEEDS ANALYSIS BEFORE TRAINING PROGRAM |
1. IDENTIFY PROBLEMS 2. IDENTIFY CAUSE OF THE PROBLEM 3. IDENTIFY SPECIFIC KNOWLEDGE, SKILLS, AND ABILITIES REQUIRED TO ACHIEVE GOALS |
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NEEDS ANALYSIS - STEPS |
1. COLLECTING DATA RELATED TO PERFORMANCE OF EACH DEPT OF ORG (SURVEYS, INTERVIEWS, OBSERVATIONS, ETC) 2. PROBLEMS IDENTIFIED - SOLUTIONS PROPOSED 3. ADVANTAGES/DISADVANTAGES OF EACH SOLUTION ARE IDENTIFIED - PLAN CHOSEN=GREATEST BENEFIT/LOWEST COST |
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MOST COMMON TRAINING METHODS |
1. CASE STUDIES 2. DEMONSTRATIONS 3. GROUP DISCUSSIONS 4. LECTURES |
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TRAINING METHOD: CASE STUDY |
EMPLOYEE CAN APPLY SKILLS, INFO OR ABILITIES TO REAL-LIFE SITUATIONS - LEARN THROUGH PRACTICE |
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TRAINING METHOD: DEMONSTRATION |
INSTRUCTOR SHOWS HOW TO PERFORM PARTICULAR TASK |
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TRAINING METHOD: GROUP DISCUSSION |
GROUP LEARNS PARTICULAR SKILL, ABILITY OR PIECE OF INFO BY DISCUSSING SKILL OR APPLICATION OF THAT SKILL |
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TRAINING METHOD: LECTURE |
INSTRUCTOR VERBALLY EXPLAINS HOW TO PERFORM PARTICULAR TASK |
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MOST COMMON WAY TO IMPLEMENT PILOT PROGRAM |
IDENTIFY TEST GROUP AS SUITABLE REPRESENTATION OF THE ORG AS A WHOLE - SHOULD INCLUDE 1. EMPLOYEES THAT NEED TO LEARN SKILLS AND 2. INCLUDE MANAGERS. PROGRAM CAN BE TESTED AND RESULTS EVALUATED |
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CHOOSING A TRAINING INSTRUCTOR |
1. ABILITY TO TEACH - ASSESS ABILITY TO PRESENT AND COMMUNICATE INFO CLEARLY - INVOLVE TRAINEES 2. KNOWLEDGE - EXPERIENCE WITH SUBJECT, ABILITY TO DEMONSTRATE |
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3 COMMON TYPES OF METRICS TO MEASURE EFFECTIVENESS OF TRAINING PROGRAM |
1. COST-BENEFIT MEASURES 2. FINANCIAL MEASURES 3. PRODUCTION MEASURES |
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MEASURING TRAINING PROGRAM: COST-BENEFIT MEASURES |
COMPARING ADVANTAGES OF PROGRAM WITH DISADVANTAGES OF COSTS ASSOCIATED WITH THE PROGRAM |
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MEASURING TRAINING PROGRAM: FINANCIAL MEASURES |
MEASURE EFFECT TRAINING PROGRAM HAS AFFECTED ORG'S FINANCIAL RESOURCES |
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MEASURING TRAINING PROGRAM: PRODUCTION MEASURES |
MEASURE EFFECT TRAINING PROGRAM HAS AFFECTED AMOUNT OR QUALITY OF PRODUCTION |
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ROBERT BINKERHOFF'S SIX STAGES OF EVALUATION (DEFINED) |
ENSURE PROGRAM IS EFFECTIVE |
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ROBERT BINKERHOFF'S SIX STAGES OF EVALUATION |
1. GOAL SETTING 2. PROGRAM DESIGN 3. PROGRAM IMPLEMENTATION 4. IMMEDIATE OUTCOME - TEST EMPLOYEES 5. INTERMEDIATE OUTCOME - MONITOR EMPLOYEES 6. IMPACT AND WORTH - MEASURE ORG'S PROGRESS TOWARD GOALS/MEASURE COSTS OF TRAINING PROGRAM W/SUCCESS RATE |
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KIRKPATRICK'S FOUR LEVELS OF EVALUATION (DEFINED) |
EVALUATE EFFECTIVENESS OF TRAINING PROGRAM OR OTHER SIMILAR TYPE OF PROGRAM
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KIRKPATRICK'S FOUR LEVELS OF EVALUATION |
1. REACTION - MEASURE EMPLOYEE'S REACTION 2. LEARNING - TEST EMPLOYEES 3. BEHAVIOR - MONITOR EACH EMPLOYEE 4. RESULTS - MEASURE ORG'S PROGRESS |
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LEARNING ORGANIZATION |
ORG WILL REMAIN COMPETITIVE AND PROFITABLE THROUGH INITIATIVES PROMOTING NEW IDEAS/NEW WAYS TO SOLVE PROBLEMS |
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KNOWLEDGE MANAGEMENT |
ENSURE ALL EMPLOYEES HAVE SAME BASIC TRAINING AND ACCESS TO INFORMATION |
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ANDRAGOGY & PEDAGOGY (DEFINED) |
SCIENCES OF HOW INDIVIDUALS LEARN - STUDIES SHOW CHILDREN AND ADULTS LEARN DIFFERENTLY
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ANDRAGOGY |
STUDY OF HOW ADULTS LEARN FROM OTHER ADULTS |
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PEDAGOGY |
STUDY OF HOW CHILDREN LEARN |
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ASSUMPTIONS - ADULT LEARNERS |
1. NEED TO UNDERSTAND WHY THEY NEED TO LEARN 2. APPLY WHAT THEY ALREADY KNOW 3. APPLY KNOWLEDGE TO CURRENT RATHER THAN FUTURE PROBLEMS |
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5 ASSUMPTIONS - CHILD LEARNERS |
1. EXTERNALLY MOTIVATED 2. THEY WANT ADULTS/TEACHERS TO GUIDE LEARNING 3. LEARN MORE EFFECTIVELY BY BEING TAUGHT 4. WILLING TO LEARN BECAUSE SOCIETY 5. APPLY INFO TO FUTURE |
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3 MAIN LEARNING STYLES |
1. AUDITORY 2. TACTILE 3. VISUAL |
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AUDITORY LEARNER |
LEARNING THROUGH HEARING INFORMATION |
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TACTILE LEARNER |
TOUCH OR MOVE AN OBJECT - PHYSICALLY APPLYING INFO IN A CONTROLLED SITUATION |
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HANDS-ON APPROACH (LEARNING STYLE) |
TACTILE LEARNING |
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VISUAL LEARNER |
LEARNING THROUGH SEEING INFORMATION |
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LEARNING CURVE |
REPRESENTATION OF THE RATE OF INDIVIDUAL LEARNERS - CURVE BECAUSE RATE CHANGES OVER TIME |
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LEARNING CURVE - TYPICAL PATTERNS |
1. NEGATIVELY ACCELERATING LEARNING CURVES 2. PLATEAU LEARNING CURVES 3. POSITIVELY ACCELERATING LEARNING CURVES 4. S-SHAPED LEARNING CURVES |
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NEGATIVELY ACCELERATING LEARNING CURVE |
CURVE STARTS INCREASING QUICKLY, BUT BEGINS TO INCREASE MORE SLOWLY OVER TIME |
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PLATEAU LEARNING CURVE |
INCREASING QUICKLY, BUT THEN STOPS |
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POSITIVELY ACCELERATING LEARNING CURVE |
STARTS INCREASING SLOWLY THEN INCREASES RAPIDLY OVER TIME |
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S-SHAPED LEARNING CURVE |
INCREASING SLOWLY, OVER TIME INCREASES MORE QUICKLY THEN SLOWS DOWN AGAIN - "S" SHAPE |
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ENVIRONMENTAL FACTORS - EFFECTIVENESS OF TRAINING PROGRAMS |
MOST IMPORTANT FACTORS RELATE TO THE TRAINING FACILITY |
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SEATING STYLES |
1. BANQUET STYLE 2. CHEVRON STYLE 3. BOARDROOM-STYLE 4. U-SHAPED 5. CLASSROOM STYLE 6. THEATRE - STYLE |
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BANQUET STYLE SEATING |
ARRANGEMENT OF ROUND TABLES - ENCOURAGE TEAMWORK OR GROUP DISCUSSIONS |
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CHEVRON STYLE SEATING |
DESKS, SMALL TABLES ARRANGED IN SMALL LINE AT EITHER SIDE OF ROOM - USED IN NARROW ROOMS, FOR LARGE GROUPS, OR FOR PROGRAMS/MEETINGS WITH LECTURE AND DISCUSSION |
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BOARDROOM STYLE SEATING |
LARGE TABLE - CENTER OF THE ROOM LARGE DISCUSSIONS, MEETINGS OR MANAGEMENT TRAINING PROGRAMS |
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U-SHAPED SEATING |
THREE LONG, NARROW TABLES PLACED AT 3 SIDES OF THE ROOM TO CREATE U SHAPE PROGRAMS WITH COMBO OF PRESENTATIONS, LECTURES, DISCUSSIONS, ETC |
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CLASSROOM - STYLE SEATING |
LONG, NARROW TABLES OR LINES OF DESKS, ALL FACING INSTRUCTOR LARGE GROUPS, PRESENTATIONS, LECTURES |
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THEATRE-STYLE SEATING |
CHAIRS IN LINES ACROSS THE ROOM LARGE DEMONSTRATIONS, LECTURES, FILMS, PRESENTATIONS INVOLVING LARGE GROUPS |
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SIX STAGES OF CAREER DEVELOPMENT |
1. ASSESSMENT 2. INVESTIGATION 3. PREPARATION 4. COMMITMENT 5. RETENTION 6. TRANSITION |
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CAREER DEVELOPMENT - ASSESSMENT |
PERSON ASSESSES STRENGTHS AND WEAKNESSES |
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CAREER DEVELOPMENT - INVESTIGATION |
PERSON INVESTIGATES THE WORLD TO FIND CAREERS TO PURSUE |
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CAREER DEVELOPMENT - PREPARATION |
PERSON PREPARES BY SETTING GOALS AND LEARNING NEW INFO, SKILLS AND ABILITIES |
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CAREER DEVELOPMENT - COMMITMENT |
PERSON FINDS A JOB AND COMMITS TO CAREER |
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CAREER DEVELOPMENT - RETENTION |
PERSON MAINTAINS CAREER THROUGH ADDITIONAL NETWORKING AND TRAINING |
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CAREER DEVELOPMENT - TRANSITION |
PERSON TRANSITIONS FROM ONE CAREER TO ANOTHER |
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METHODS TO FURTHER CAREER DEVELOPMENT |
1. COACHING PROGRAMS 2. EMPLOYEE COUNSELING 3. SUPPORT PROGRAMS 4. TRAINING WORKSHOPS |
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CAREER DEVELOPMENT - COACHING PROGRAMS |
PROVIDE EMPLOYEE WITH SPECIALIST TO HELP LEARN NEW SKILLS OR UNDERSTAND HOW TO HANDLE WORK RELATED PROBLEMS |
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CAREER DEVELOPMENT - EMPLOYEE COUNSELING |
PROVIDE HELP IF EMPLOYEE IS EXPERIENCING PROBLEMS THAT AFFECT PERFORMANCE OR ABILITY TO SEEK OTHER OPPORTUNITIES |
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CAREER DEVELOPMENT - TRAINING WORKSHOPS |
OFFER EMPLOYEES OPPORTUNITY TO LEARN KNOWLEDGE/SKILLS ASSOCIATED WITH OTHER POSITIONS |
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METHODS MANAGER CAN COACH EMPLOYEES |
1. COACHING 2. COUNSELING 3. MENTORING 4. EVALUATING |
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METHODS INDIVIDUALS CAN USE FOR CAREER DEVELOPMENT |
1. TRAINING WORKSHOPS 2. NETWORKING 3. ADDITIONAL EDUCATION |
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TOTAL REWARDS |
ALL COMPENSATION AND BENEFITS RECEIVED FOR PERFORMING TASKS RELATED TO POSITION |
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2 IMPORTANT REASON TO HAVE EFFECTIVE TOTAL REWARDS PROGRAM |
1. ENCOURAGES EMPLOYEES TO JOIN AND STAY WITH ORG 2. LEGAL CONCERNS ASSOCIATED WITH MINIMUM COMPENSATION |
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TOTAL REWARDS PHILOSOPHY |
CLEARLY STATE REWARD GOALS AND HOW GOALS WILL BE ACHIEVED |
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2 TYPES OF TOTAL REWARDS PHILOSOPHIES |
1. ENTITLEMENT PHILOSOPHIES 2. PERFORMANCE BASED PHILOSOPHIES |
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ENTITLEMENT PHILOSOPHY |
ISSUES REWARDS BASED ON SENIORITY |
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PERFORMANCE-BASED PHILOSOPHY |
ISSUES REWARDS FOR GOOD PERFORMANCE |
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TOTAL REWARDS STRATEGY |
PLAN USED TO DESIGN TOTAL REWARDS PROGRAM. STAY WITHIN FINANCIAL LIMITS WHILE RETAINING EMPLOYEES |
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4 MAIN FACTORS TO CONSIDER WHEN DESIGNING TOTAL REWARDS STRATEGY |
1. COMPETITIVE ENVIRONMENT 2. ECONOMIC ENVIRONMENT 3. LABOR MARKET 4. LEGAL ENVIRONMENT |
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TOTAL REWARDS STRATEGY - COMPETITIVE ENVIRONMENT |
EFFECT COMPETITION HAS ON ABILITY TO ALLOCATE RESOURCES TO TOTAL REWARDS PROGRAM |
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TOTAL REWARDS STRATEGY - ECONOMIC ENVIRONMENT |
EFFECT ECONOMY HAS ON THE COST OF LABOR |
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TOTAL REWARDS STRATEGY - LABOR MARKET |
AVAILABILITY OF SKILLED EMPLOYEES |
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TOTAL REWARDS STRATEGY - LEGAL ENVIRONMENT |
TAXES AND REGULATIONS |
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2 MAIN TYPES OF REWARDS USED TO COMPENSATE EMPLOYEES |
1. MONETARY 2. NON-MONETARY |
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MONETARY COMPENSATION |
PAYMENT FOR WORK, SALARY, WAGES, PTO, RETIREMENT PLANS, STOCK OPTIONS |
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NON-MONETARY COMPESATION |
BETTER ASSIGNMENTS, EMPLOYEE OF THE MONTH AWARDS, FLEXIBLE SCHEDULING, SPECIAL PRIVILEGES |
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DIRECT COMPENSATION |
MONETARY COMPENSATION PAID DIRECTLY TO EMPLOYEE IN THE FORM OF SALARY, WAGES, BONUSES, OVERTIME OR SPECIAL PAY |
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INDIRECT COMPENSATION |
MONTARY COMPENSATION PAID TO A THIRD PARTY ON EMPLOYEE'S BEHALF OR PAID WITHOUT EMPLOYEE HAVING TO PERFORM WORK: HEALTH INSURANCE, PTO, RETIREMENT PLANS, STOCK OPTIONS |
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2 REASONS TO PERFORM JOB EVALUATION DURING TOTAL REWARDS PLANNING PROCESS |
1. IDENTIFY WHICH POSITIONS ARE MOST IMPORTANT TO SUCCESS SO REWARDS CAN BE ASSIGNED APPROPRIATELY 2. DETERMINE WHETHER THERE SHOULD BE DIFFERENCE IN PAY BETWEEN TWO POSITIONS |
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EMPLOYEE VS. INDEPENDENT CONTRACTOR |
1. ORG IS REQUIRED TO PAY HALF OF EMPLOYEE'S SOCIAL SECURITY TAX, WITHHOLD FEDERAL AND STATE TAXES FROM EMPLOYEE'S PAY 2. ORG IS REQUIRED TO PAY OVERTIME, ON-CALL PAY, SPECIAL PAY TO EMPLOYEE UNDER CERTAIN CONDITIONS 3. LEGAL PROTECTIONS ONLY GRANTED TO EMPLOYEES |
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3 FACTORS TO DETERMINE EMPLOYEE VS. INDEPENDENT CONTRACTOR |
1. BEHAVIORAL CONTROL 2. FINANCIAL CONTROL 3. TYPE OF RELATIONSHIP BETWEEN ORG AND INDIVIDUAL |
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INDEPENDENT CONTRACTOR - BEHAVIORAL CONTROL |
ABILITY TO CONTROL HOW INDIVIDUAL CONDUCTS WORK |
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INDEPENDENT CONTRACTOR - FINANCIAL CONTROL |
ABILITY TO CONTROL HOW MUCH THE INDIVIDUAL WILL PROFIT FROM THE PERFORMANCE OF WORK |
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INDEPENDENT CONTRACTOR - TYPE OF RELATIONSHIP |
CONTRACT OR AGREEMENTS THAT MAKE IT DIFFICULT FOR INDIVIDUAL TO PERFORM WORK FOR OTHER ORGS |
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7 FACTORS FROM DEPARTMENT OF LABOR - ORG SHOULD CONSIDER WHEN DETERMINING EMPLOYEE VS. INDEPENDENT CONTRACTOR |
1. IS THE RELATIONSHIP TEMPORARY OR PERMANENT? 2. HOW IMPORTANT IS THE TASK AND TO WHAT EXTENT COULD THE ORG FUNCTION WITHOUT SOMEONE PERFORMING TASK? 3. HOW MUCH CONTROL IS NEEDED OVER INDIVIDUAL? 4. HOW MUCH HAS INDIVIDUAL INVESTED IN FACILITIES AND EQUIPMENT USED TO PERFORM WORK? 5. IS INDIVIDUAL REQUIRED TO MAKE DECISIONS RELATED TO COMPETING IN OPEN MARKET OR DOES ORG MAKE THESE DECISIONS? 6. DOES INDIVIDUAL OPERATE INDEPENDENTLY OF ORG? 7. WHAT IS THE INDIVIDUAL'S RISK OF PROFIT/LOSS? |
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DAVIS BACON ACT |
(1931) EMPLOYER IN CONSTRUCTION INDUSTRY WITH $2000 OR MORE IN FEDERAL CONTRACTS OR FUNDING MUST PAY EMPLOYEE A WAGE EQUAL OR GREATER THAN AVERAGE IN AREA FOR SIMILAR POSITIONS |
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WALSH-HEALY PUBLIC CONTRACTS ACT |
(1936) EMPLOYERS WITH $10,000 OR MORE IN FEDERAL CONTRACTS MUST: 1. PAY EMPLOYEE WAGE EQUAL TO OR GREATER THAN AVERAGE WAGE FOR AREA/SIMILAR POSITION 2. MUST PAY TIME AND 1/2 FOR OVERTIME (OVER 8 WORKING HOURS) 3. CANNOT HIRE ANYONE UNDER 18 YEARS OF AGE 4. CANNOT HIRE ANYONE CONVICTED OF A CRIME 5. REQUIRES WORKPLACE MEETS SAFETY/SANITATION STANDARDS |
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FLSA |
FAIR LABOR STANDARDS ACT (1938) |
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FLSA - APPLIES TO THESE EMPLOYERS |
APPLIES IF: 1. EMPLOYER HAS AT LEAST 2 EMPLOYEES 2. $500,000 OR MORE IN ANNUAL SALES 3. ANY EMPLOYER THAT ENGAGES IN INTERSTATE COMMERCE OF ANYKIND |
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FLSA - DOES NOT APPLY TO THESE EMPLOYERS |
EMPLOYERS COVERED BY ANOTHER LABOR STANDARD LAW SPECIFIC TO THEIR INDUSTRY |
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(FLSA) REGULATIONS |
MINIMUM WAGE IS SMALLEST AMOUNT THAT CAN BE PAID TO NON-EXEMPT EMPLOYEES |
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FLSA - TYPES OF EMPLOYEES THAT ARE EXEMPT |
1. RECEIVES WEEKLY SALARY OF $455 OR MORE 2. WORKS IN A PROFESSION NOT COVERED BY FLSA 3. PROFESSION IDENTIFIED AS EXEMPT FROM MIN. WAGE 4. EMPLOYER REC'D SPECIAL PERMISSION TO PAY LESS THAN MIN. WAGE AS PART OF THE DEPT OF LABOR PROGRAM |
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FLSA - SITUATIONS WHEN EMPLOYER MUST PAY MORE THAN MINIMUM WAGE (OVERTIME) |
1. EMPLOYEE WORKS MORE THAN 40 HOURS IN A WEEK AND POSITION IS COVERED BY FAIR LABOR STANDARDS ACT 2. STATE MINIMUM WAGE IS HIGHER THAN FEDERAL MINIMUM WAGE |
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OVERTIME PAY (DEFINED) |
-1 AND 1/2 TIMES REGULAR WAGE -MUST BE PAID TO NONEXEMPT EMPLOYEES -DOES NOT INCLUDE PTO/SICK LEAVE/PAID HOLIDAYS OR WHEN WORK IS NOT ACTUALLY PERFORMED |
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ON-CALL PAY |
IF EMPLOYEE IS WAITING TO WORK ON THE JOB SITE, EMPLOYER MUST PAY NORMAL WAGES |
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FLSA - EMPLOYEE'S PERSONAL INFO |
EMPLOYEE'S PERSONAL INFO: 1. NAME 2. ADDRESS 3. OCCUPATION 4. DOB - IF 18 OR YOUNGER |
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FLSA - PAYROLL RECORDING |
1. SPECIFIC DAY/TIME PAY PERIOD BEGINS 2. DATE PAYMENT IS ISSUED FOR THE PERIOD 3. TOTAL HOURS WORKED BY INDIVIDUAL EACH DAY/FOR THE PERIOD 4. SPECIFIC PAY INCLUDES TOTAL REGULAR PAY PER DAY 5. OVERTIME PAY REC'D FOR PERIOD 6. TOTAL PAY 7. DEDUCTIONS (TAX WITHHOLDINGS) 8. ADDITIONS (BONUSES) |
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FAIR LABOR STANDARDS ACT - CHILD LABOR REGULATIONS - 14 YEARS OLD |
PROHIBIT EMPLOYERS HIRING 14 YEARS OR YOUNGER UNLESS INDIVIDUAL IS WORKING FOR A PARENT OR FOR A FARM |
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FAIR LABOR STANDARDS ACT - CHILD LABOR REGULATIONS - 18 YEARS |
INDIVIDUALS UNDER 18 CANNOT PERFORM ANY WORK DEEMED AS HAZARDOUS BY LAW |
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FAIR LABOR STANDARDS ACT - CHILD LABOR REGULATIONS - 16 YEARS |
-CANNOT WORK IN ANY MANUFACTURING OR MINING RELATED JOBS -WORK DURING SCHOOL HOURS -WORK MORE THAN 3 HOURS A DAY -WORK MORE THAN 18 HOURS DURING SCHOOL WORK -WORK MORE THAN 8 HOURS A DAY/40 HOURS PER WEEK DURING A NONSCHOOL WEEK -WORK BEFORE 7AM OR PAST 7PM DURING SCHOOL YEAR -WORK BEFORE 7AM OR PAST 9PM DURING SUMMER |
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PORTAL-TO-PORTAL ACT |
-PASSED IN 1947 -AMENDMENT TO FLSA -WHEN EMPLOYEE NEEDS TO PAY VS DOES NOT NEED TO PAY -EMPLOYER NEEDS TO PAY EMPLOYEE IF TIME SPENT WORKING WHILE TRAVELING OR WAITING -EMPLOYER DOES NOT NEED TO PAY REGULAR COMMUTE TIME |
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EQUAL PAY ACT |
-1963 EQUAL PAY TO MEN AND WOMEN PERFORMING SIMILAR TASKS UNLESS EMPLOYER CAN PROVE THERE IS ACCEPTABLE REASON FOR THE DIFFERENCE IN PAY (I.E. MERIT, SENIORITY, QUALITY OF WORK, ETC) |
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COMPENSABLE FACTORS |
INDIVIDUALS ARE COMPENSATED BASED ON ABILITY TO MEET JOB REQUIREMENTS, SKILLS AND KNOWLEDGE |
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2 TYPES OF JOB EVALUATION TECHNIQUES TO DETERMINE VALUE (AKA WHOLE JOB METHODS) |
1. NONQUANTITATIVE TECHNIQUES AKA WHOLE JOB METHODS 2. QUANTITATIVE TECHNIQUES AKA NONTRADITIONAL TECHNIQUES OR FACTOR-BASED METHODS |
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NONQUANTITATIVE TECHNIQUES |
TECHNIQUES TO EVALUATE SKILLS AND ABILITIES ASSOCIATED WITH POSITION AND ASSIGNING VALUE BASED ON MORE OR LESS SKILL THAN OTHER JOBS WITHIN ORG |
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QUANTITATIVE TECHNIQUES |
TECHNIQUES OF ASSIGNING SPECIFIC VALUE TO EACH FACTOR IN A SERIES OF COMPENSABLE FACTORS IDENTIFIED AS IMPORTANT. APPLYING FORMULA TO DETERMINE VALUE OF POSITION. |
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3 MOST COMMON NONQUANTITATIVE JOB EVALUATION TECHNIQUES |
1. CLASSIFICATION METHOD 2. PRICING METHOD 3. RANKING METHOD |
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CLASSIFICATION METHOD |
SEPARATE POSITIONS INTO CATEGORIES BASED ON TASKS; EACH CATEGORY IS LISTED IN IMPORTANCE - ASSIGNED PAY BASED ON IMPORTANCE IN CATEGORY |
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PRICING METHOD AKA SLOTTING METHOD |
ASSIGNS VALUE TO POSITION EQUAL TO VALUE OF SIMILAR POSITION OR CATEGORY THAT ALREADY EXISTS |
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RANKING METHOD |
RANK EACH POSITION FROM LOWEST TO HIGHEST BASED ON SKILLS, ABILITIES REQUIRED TO PERFORM THE POSITION - COMPARED WITH OTHER ASSOCIATED POSITIONS |
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MOST COMMON QUANTITATIVE JOB TECHNIQUE |
1. FACTOR COMPARISON METHOD 2. POINT FACTOR METHOD |
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FACTOR COMPARISON METHOD |
IDENTIFIES A SERIES OF COMPENSABLE FACTORS AND RANKS HOW MUCH EACH FACTOR (I.E. EDUCATION) IS REQUIRED FOR THE POSITION. EACH FACTOR HAS DOLLAR AMOUNT ASSOCIATED, TOTAL IS ADDED UP TO DETERMINE ENTIRE VALUE |
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POINT FACTOR METHOD |
ASSIGNS A POINT VALUE TO EACH FACTOR RANK INSTEAD OF DOLLAR VALUE - PAY IS DETERMINED BY COMPARING THE TOTAL AMOUNT OF POINTS TO A CHART |
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BASE PAY |
REGULAR WAGE REC'D PER HOUR OR SALARY PER PAY PERIOD |
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3 FACTORS TO DETERMINE APPROPRIATE BASE PAY |
1. VALUE OF POSITION 2. EDUCATION AND EXPERIENCE OF INDIVIDUAL 3. DEMAND TO FILL POSITION |
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DETERMINING BASE PAY - VALUE OF POSITION |
VALUE IDENTIFIED DURING JOB EVALUATION PROCESS BASED ON IMPORTANCE OF POSITION IN THE ORG. |
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DETERMINING BASE PAY - EDUCATION AND EXPERIENCE |
KNOWLEDGE, SKILLS AND ABILITIES INDIVIDUAL HAS BEYOND THE MINIMUM REQUIREMENTS NECESSARY TO PERFORM POSITION |
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DETERMINING BASE PAY - DEMAND TO FILL THE POSITION |
ABILITY OF INDIVIDUAL TO SEEK EMPLOYMENT WITH ANOTHER ORG AND EASE/DIFFICULTY THE ORG WOULD HAVE REPLACING INDIVIDUAL |
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DIFFERENTIAL PAY |
SPECIAL PAY ADDED TO BASE PAY TO ENCOURAGE UNPLEASANT OR UNUSUAL WORK I.E. WORKING IN HAZARDOUS ENVIRONMENTS, WORKING MORE THAN 40 HOURS IN A WEEK, WORKING OVER NIGHT SHIFTS |
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COMMON TYPES OF DIFFERENTIAL PAY |
1. HAZARD PAY 2. ON-CALL PAY 3. SHIFT PAY |
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DIFFERENTIAL PAY - HAZARD PAY |
PERFORMING DANGEROUS OR EXTREMELY UNPLEASANT WORK I.E. HANDLING CHEMICALS, WORKING IN HARSH ENVIRONMENTS |
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DIFFERENTIAL PAY - ON-CALL PAY
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PAY TO WORK ON SHORT NOTICE |
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DIFFERENTIAL PAY - SHIFT PAY |
PAY FOR WORKING UNUSUAL HOURS I.E. EVENING OR OVERNIGHT SHIFTS |
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VARIABLE PAY AKA INCENTIVE PAY |
SPECIAL PAY ADDED TO BASE PAY TO ENCOURAGE MEETING PERFORMANCE GOALS I.E. COMMISSION |
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COMMON VARIABLE PAY PROGRAMS |
1. INCENTIVE PROGRAMS 2. GAINSHARING PROGRAMS 3. PROFIT SHARING PROGRAMS |
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VARIABLE PAY - INCENTIVE PROGRAMS |
PAYS SPECIFIC AMOUNT OR PERCENTAGE OF BASE PAY IF EMPLOYEE ACHIEVES GOAL SET BY ORG. |
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VARIABLE PAY - GAINSHARING PROGRAM |
ENCOURAGES ACHIEVEMENT OF CERTAIN FINANCIAL GOALS BY OFFERING PERCENTAGE OF MONEY THE ORG EARNS OR SAVES FROM ACHIEVING GOAL |
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VARIABLE PAY - PROFIT SHARING PROGRAM |
ENCOURAGES ACHIEVMENT OF GOALS BY OFFERING PERCENTAGE OF PROFIT WHEN GOALS ARE MET |
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DIFFERENTIAL PAY |
USED SPECIFICALLY TO ENCOURAGE INDIVIDUAL TO PERFORM WORK THAT IS UNCOMFORTABLE OR UNUSUAL |
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VARIABLE PAY |
USED TO PERSUADE EMPLOYEES TO PERFORM MORE EFFECTIVELY |
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SALARY SURVEY |
COLLECTION OF INFO RELATED TO HOW ORG ENCOURAGES EMPLOYEES TO WORK. ESSENTIAL PART OF TOTAL REWARDS PLANNING PROCESS BECAUSE IT IDENTIFIES CHANGES IN CURRENT LABOR MARKET |
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3 TYPES OF SALARY SURVEYS |
1. COMMISSIONED SURVEYS 2. GOVERNMENT SURVEYS 3. INDUSTRY SURVEYS |
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SALARY SURVEY - COMMISSIONED SURVEY |
PREPARED BY THIRD PARTY ORG - INFO COLLECTED IS VERY SPECIFIC TO ORG |
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SALARY SURVEY - GOVERNMENT SURVEY |
PREPARED BY GOV. ORG - THE INFO IS LESS SPECIFIC AND FREE OF COST TO ORGS. (BUREAU OF LABOR STATISTICS) |
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SALARY SURVEY - INDUSTRY SURVEY |
PREPARED BY MEMBERS OF PARTICULAR INDUSTRY. RELATIVELY INEXPENSIVE AND PROVIDE MORE SPECIFIC INFO THAN GOV. SURVEYS |
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PAY STRUCTURE |
ESSENTIAL PART OF TOTAL REWARDS PROGRAM. ESTABLISHES GUIDE FOR APPROPRIATE WAGES/SALARIES FOR EACH POSITION WITHIN ORG. |
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CREATING A PAY STRUCTURE |
1. CONDUCT JOB EVALUATION FOR EACH POSITION 2. CATEGORIZE BASED ON VALUE TO THE ORG 3. ORG WILL GATHER INFO FROM SALARY SURVEYS TO DETERMINE MARKET MEDIAN FOR EACH CATEGORY 4. DEVELOP PAY RANGE FOR EACH CATEGORY |
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TYPE OF PAY STRUCTURE - BROADBANDING |
ALL JOBS ARE SEPARATED INTO BROADLY-DEFINED PAY GRADES (I.E. GENERAL STAFF, MANAGEMENT, EXECUTIVES) |
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BROADBANDING - FOCUS |
ON PERFORMANCE RATHER THAN ACTIVITIES RELATED TO ACHIEVING PROMOTIONS |
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PAY GRADE AKA JOB GRADE OR A STEP |
PAY CATEGORY W/SERIES OF POSITIONS OF SIMILAR VALUE |
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PAY RANGE |
SET OF BASE PAYS WHICH RANGE FROM MINIMUM TO MAX BASE PAY INDIVIDUAL CAN EARN FOR PARTICULAR PAY GRADE |
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PAY RANGE SPREAD FORMULA |
PERCENTAGE USED TO DESCRIBE SIZE OF SPECIFIC PAY RANGE. FORMULA: (MAX-MIN)/MINIMUM=SPREAD |
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COMPA-RATIO |
-FORMULA TO COMPARE EMPLOYEE'S PAY WITH PAY AT MIDDLE OF PAY RANGE. -PERCENTAGE -FORMULA: EMPLOYEES SALARY/MIDPOINT SALARY=COMPA-RATIO PERCENTAGE -USED TO DETERMINE IF INDIVIDUAL IS RECEIVING FAIR PAY COMPARED TO SIMILAR POSITIONS CONSIDERING SENIORITY, PERFORMANCE, ETC |
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COMPA-RATIO FORMULA |
EMPLOYEES SALARY/MIDPOINT SALARY=COMPA-RATIO PERCENTAGE I.E. PAY RANGE 25K-45K EMPLOYEE SALARY 30K (25000/45000)/2=85.7% |
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WAGE COMPRESSION |
-ANY SITUATION WHERE NEW EMPLOYEE IS HIRED AT HIGHER WAGE THAN EXISTING EMPLOYEES WITH SIMILAR SKILLS ALREADY WORKING WITHIN ORG. -ORG SHOULD AVOID THIS AS IT LEADS TO STAFFING/PERFORMANCE PROBLEMS - PERCEIVED ARBITRARY NATURE OF PAY DECISIONS |
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ANNUAL REVIEW |
YEARLY EVALUATION OF INDIVIDUAL'S PAY - DECISIONS ARE MADE ON ADDITIONAL PAY FOR PERFORMANCE OR SENIORITY |
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COST OF LIVING ADJUSTMENT AKA COST OF LIVING INCREASE |
AUTOMATIC PAY INCREASE FOR CHANGES RELATED TO INFLATION OR INCREASES IN TOTAL COST |
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ERISA |
EMPLOYMENT RETIREMENT INCOME SECURITY ACT (1974) |
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EMPLOYMENT RETIREMENT INCOME SECURITY ACT (DEFINED) |
ACT TO PROTECT INDIVIDUALS FROM BENEFIT PLANS OPERATING WITH QUESTIONABLE METHODS. |
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ERISA - REQUIREMENTS |
-PROVIDE INFO ABOUT BENEFITS -SYSTEM FOR OBTAINING BENEFITS -FINANCIAL REPORTS ASSOCIATED WITH BENEFITS PLAN TO ANY EMPLOYEE PARTICIPATING -ALLOW ANY INDIVIDUAL OVER 21 THAT HAS PERFORMED AT LEAST 1,000 HOURS OF WORK TO PARTICIPATE IN PLAN -HOLDS BENEFIT PLAN ADMIN FOR DESIGNING AND OPERATING IN BEST INTEREST OF PLAN'S PARTICIPANTS |
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OWBPA |
OLDER WORKER BENEFIT PROTECTION ACT |
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OLDER WORKER BENEFIT PROTECTION ACT |
-1990 -AMENDMENT TO AGE DISCRIMINATION IN EMPLOYMENT ACT -PREVENTS EMPLOYERS FROM UNFAIRLY REFUSING BENEFITS TO INDIVIDUALS OVER CERTAIN AGE |
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OWBPA - EMPLOYER RIGHTS |
-EMPLOYER CAN SET MAX AGE ONLY IF IT CAN BE PROVEN TO SIGNIFICANTLY DECREASE PLAN COST -EMPLOYER CAN IMPLEMENT PLAN BASED ON SENIORITY AS LONG AS IT DOES NOT REQUIRE INDIVIDUAL TO LEAVE AFTER CERTAIN AGE |
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REA |
RETIREMENT EQUITY ACT |
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RETIREMENT EQUITY ACT (DEFINED) |
-1984 -AMENDMENT TO ERISA -PROTECT SPOUSES FROM LOSING BENEFITS AFTER A PLAN PARTICIPANT'S DEATH OR AFTER DIVORCE |
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REA - RETIREMENT EQUITY ACT (PROTECTIONS) |
-PROHIBIT MATERNITY/PATERNITY LEAVE AS A BREAK IN SERVICE REGARDING PARTICIPATION/VEST IN PLAN -REGULATIONS THAT REQUIRE PENSION PLANS TO AUTOMATICALLY PROVIDE BENEFITS TO SPOUSE IN THE EVENT OF PLAN PARTICIPANT'S DEATH (UNLESS WAIVER HAS BEEN SIGNED) -REGULATIONS THAT LOWER AGE AN EMPLOYER HAD TO ALLOW INDIVIDUAL TO PARTICIPATE IN PENSION PLAN |
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PENSION PROTECTION ACT (DEFINED) |
-2006 -AMENDMENT TO ERISA -PROTECT INDIVIDUALS FROM PENSION PLANS THAT DO NOT HAVE ENOUGH FUNDING TO PAY OUT ALL RETIREMENT BENEFITS PROMISED TO EMPLOYEES |
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PENSION PROTECTION ACT (REQUIREMENTS) |
-EMPLOYER WITH PENSION PLAN MUST CONTRIBUTE ENOUGH SO PLAN IS NOT UNDERFUNDED -OFFER AT LEAST 3 INVESTMENT OPTIONS IN ADDITION TO EMPLOYER'S OWN STOCK IF IT IS OFFERED AS PART OF BENEFIT'S PLAN -INCLUDE EMPLOYEES IN 401K WITHOUT PERMISSION OF INDIVIDUAL AS LONG AS EMPLOYEE CAN OPT-OUT |
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COBRA |
CONSOLIDATED OMNIBUS BUDGET RECONCILIATION ACT |
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CONSOLIDATED OMNIBUS BUDGET RECONCILIATIN ACT |
-1985 -AMENDMENT TO ERISA -ENSURE EMPLOYEES LEAVING ORG/EMPLOYEES WITH REDUCED HOURS STILL HAVE ACCESS TO HEALTH INSURANCE OFFERED BY EMPLOYER |
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COBRA (REQUIREMENTS) |
-AFFECTS ANY EMPLOYER WITH AT LEAST 20 EMPLOYEES
-TO EMPLOYEES THAT ARE TERMINATED, HOURS REDUCED FROM MIN AMOUNT TO PARTICIPATE, UNLESS EMPLOYER TERMINATES FOR GROSS MISCONDUCT -EMPLOYER WITH AT LEAST 20 EMPLOYEES TO OFFER EMPLOYEE'S DEPENDENTS ACCESS TO PLAN IF SPECIFIC QUALIFYING EVENTS OCCUR -EMPLOYER CAN REQUIRE EMPLOYEE TO PAY COST OF FULL INSURANCE PREMIUM |
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COBRA (EMPLOYER REQUIREMENTS) |
-AFTER TERMINATION, EMPLOYEE CAN CLAIM COBRA FOR UP TO 18 MONTHS AFTER EXIT DATE -IF EMPLOYEE'S DEPENDENT(S) CLAIM COVERAGE BECAUSE ELIGIBLE FOR MEDICARE & COBRA, THEY CAN CLAIM UP TO 29 MONTHS -IF EMPLOYEE'S DEPENDENTS CLAIM COVERAGE DUE TO DIVORCE OR DEATH, CAN CLAIM UP TO 36 MONTHS |
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HIPAA |
HEALTH INSURANCE PORTABILITY AND ACCOUNTABILITY ACT |
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HEALTH INSURANCE PORTABILITY AND ACCOUNTABILITY ACT |
-1996 -AMENDMENT TO ERISA -PROHIBITS EMPLOYER FROM DENYING HEALTH COVERAGE DUE TO PREEXISTING MEDICAL CONDITIONS -EMPLOYER CAN REFUSE COSTS RELATED TO PREEXISTING CONDITION FOR 12 MONTHS AFTER NORMAL ENROLLMENT OR 18 MONTHS AFTER LATE ENROLLMENT IF EMPLOYEE DID NOT HAVE PREVIOUS COVERAGE |
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HIPAA (PRIVACY) |
PROTECTS PRIVACY OF HEALTH INFORMATION |
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HHS |
HEALTH AND HUMAN SERVICES |
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PHI |
PROTECTED HEALTH INFORMATION |
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MHPA |
MENTAL HEALTH PARITY ACT |
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MENTAL HEALTH PARITY ACT |
-1996 -APPLIES TO EMPLOYERS WITH AT LEAST 51 EMPLOYEES -EMPLOYER IS NOT REQUIRED TO PROVIDE MENTAL HEALTH BENEFITS -IF MENTAL HEALTH BENEFITS ARE OFFERED, EMPLOYER CANNOT PLACE A CAP ON BENEFITS LOWER THAN OTHER BENEFITS OFFERED -ALL ABOVE APPLIES ONLY IF THIS WILL NOT RESULT IN A 1% OR GREATER INCREASE IN COSTS TO EMPLOYER |
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FMLA |
FAMILY MEDICAL LEAVE ACT |
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FAMILY MEDICAL LEAVE ACT (DEFINED) |
-1993 -PROTECTS EMPLOYEE FROM LOSING HIS/HER JOB IF NEEDS TO LEAVE FOR SERIOUS HEALTH CONDITION -UP TO 12 WEEKS UNPAID WORK LEAVE DURING 12 MONTH PERIOD -EMPLOYEE CAN KEEP HEALTH BENEFITS DURING TIME OF LEAVE |
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FAMILY MEDICAL LEAVE ACT (QUALIFICATIONS) |
-SERIOUS HEALTH CONDITION -NEEDS TO CARE FOR NEWLY BORN CHILD -NEEDS TO CARE FOR NEWLY ADOPTED CHILD |
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FMLA (EMPLOYER REQUIREMENTS) |
-APPLIES TO EMPLOYERS WITH AT LEAST 50 EMPLOYEES WORKING WITHIN 75 MILES OF WORKSITE -DOES NOT APPLY TO EMPLOYEES WORKING IN PUBLIC AGENCY OR EDUCATIONAL AGENCY -EMPLOYEE MUST HAVE WORKED AT LEAST 1,250 HOURS DURING 12 MONTHS PRIOR TO LEAVE -EMPLOYEE MUST HAVE WORKED FOR THE EMPLOYER AT LEAST 12 MONTHS |
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FMLA - SERIOUS HEALTH CONDITION REQUIREMENTS |
-ILLNESS -INJURY -IMPAIRMENT -PHYSICAL CONDITION -MENTAL CONDITION -INDIVIDUAL MUST RECEIVE TREATMENT FOR AT LEAST 3 DAYS |
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OASDI |
OLD AGE, SURVIVORS, AND DISABILITY INSURANCE PROGRAM - 1935 (PART OF SSA) |
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SSA |
SOCIAL SECURITY ACT - 1935 |
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OLD AGE, SURVIVORS AND DISABILITY INSURANCE ACT (DEFINED) |
OFFERS BENEFITS TO EMPLOYEES THAT HAVE RETIRED OR BECOME DISABLED. EMPLOYEES MUST PAY PERCENTAGE OF THEIR INCOME TO THE FEDERAL GOV. AND REQUIRES EMPLOYERS TO MATCH CONTRIBUTIONS. |
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OASDI (REQUIREMENTS) |
-EMPLOYEES CAN RECEIVE UP TO 4 SOCIAL SECURITY CREDITS/YEAR BASED ON AMOUNT PAID INTO FUND. -IF EMPLOYEE BECOMES DISABLED FOR MORE THAN 5 MONTHS, OR RETIRES AT AGE 62 OR OLDER, THEY ARE ENTITLED TO RECEIVE PORTION OF PREVIOUS EARNINGS FROM SOCIAL SECURITY PROGRAM -EMPLOYEE MUST HAVE AT LEAST 40 CREDITS BEFORE RETIRING |
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FEDERAL-STATE UNEMPLOYMENT INSURANCE PROGRAM (PART OF SSA-1935) |
OFFERS BENEFITS TO EMPLOYEES WHO HAVE LOST EMPLOYMENT -EMPLOYERS MUST PAY STATE UNEMPLOYMENT INSURANCE (SUI) TAX TO HELP INDIVIDUALS SEEKING EMPLOYMENT -UNEMPLOYMENT LAWS VARY FROM STATE TO STATE |
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FEDERAL-STATE UNEMPLOYMENT INSURANCE PROGRAM (REQUIREMENTS) |
-INDIVIDUAL MUST WORK CERTAIN AMOUNT OF HOURS TO CLAIM UNEMPLOYMENT -ACTIVELY SEARCH FOR NEW EMPLOYMENT WHILE RECEIVING BENEFITS -IF ELIGIBLE, A PORTION OF INDIVIDUAL'S PREVIOUS PAY MAY BE REC'D UP TO 26 WEEKS -MOST STATES WILL NOT ALLOW BENEFITS IF EMPLOYEE LEFT JOB ON THEIR OWN ACTIONS |
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MEDICARE PROGRAM - (AMENDMENT TO SSA IN 1965) |
OFFERS HEALTH INSURANCE COVERAGE TO ELDERLY AND OR DISABLED |
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MEDICARE PROGRAM - PART A |
COVERS IMPATIENT CARE INCLUDING HOSPITAL STAYS AND HOME NURSING AS LONG AS THE NURSING CARE IS NOT PART OF REHABILITATION |
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MEDICARE PROGRAM - PART B |
COVER'S OUTPATIENT CARE INCLUDING PHYSICALS, VACCINATIONS, TESTS, CERTAIN MEDICAL EQUIPMENT LIKE WHEELCHAIRS |
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MEDICARE PROGRAM - PART C |
(ALTERNATIVE TO PART A) INDIVIDUAL CAN CHOOSE TO BE COVERED BY PRIVATE VS FEDERAL GOV. PLAN |
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MEDICARE PROGRAM - PART D |
OFFERS A VARIETY OF PRESCRIPTION DRUG PLANS AN INDIVIDUAL MAY CHOOSE |
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MEDICARE PROGRAM - COVERAGE REQUIREMENTS FOR PART A |
-AT LEAST 65 YEARS OLD -ELIGIBLE TO RECEIVE SOCIAL SECURITY OR RAILROAD RETIREMENT BENEFITS -(OR) DISABLED FOR 24 MONTHS OR HAS A QUALIFYING DISABILITY AND ELIGIBLE FOR SOCIAL SECURITY DISABILITY BENEFITS |
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MEDICARE PROGRAM - COVERAGE REQUIREMENTS FOR PART B |
-AT LEAST 65 YEARS OLD -ELIGIBLE FOR MEDICARE PART A UNDER DISABILITY PROVISION |
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MEDICARE PROGRAM - COVERAGE REQUIREMENTS FOR PART C OR D |
-ELIGIBLE FOR MEDICARE PART A -CURRENTLY COVERED BY PART B |
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USERRA |
UNIFORMED SERVICES EMPLOYMENT AND REEMPLOYMENT RIGHTS ACT - 1994 |
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UNIFORMED SERVICES EMPLOYMENT AND REEMPLOYMENT RIGHTS ACT - EMPLOYER REQUIREMENTS |
PROHIBITS EMPLOYER FROM: -REFUSING TO HIRE OR HIRE BECAUSE INDIVIDUAL IS ABOUT TO JOIN THE MILITARY -REFUSING TO LET INDIVIDUAL RETAKE PREVIOUS POSITION AFTER LEAVE OF ABSENCE TO SERVE IN MILITARY -REFUSING TO PROMOTE -REFUSE CERTAIN BENEFITS -EMPLOYER MUST INFORM ALL EMPLOYEES OF THESE REGULATIONS BY POSTING IN PUBLIC LOCATION |
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2 MAIN TYPES OF BENEFITS |
1. VOLUNTARY 2. INVOLUNTARY |
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VOLUNTARY BENEFITS |
OFFERED AS PERKS TO EMPLOYEES (EMPLOYER IS NOT LEGALLY REQUIRED TO OFFER): -401K -HEALTH, DENTAL -PROFIT SHARING -VACATION PAY |
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INVOLUNTARY BENEFITS |
ORG IS LEGALLY REQUIRED TO OFFER: -SOCIAL SECURITY -UNEMPLOYMENT INSURANCE -UNPAID FAMILY LEAVE -WORKER'S COMPENSATION |
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3 MAIN TYPES OF VOLUNTARY BENEFITS |
1. DEFERRED BENEFITS 2. HEALTH & WELFARE BENEFITS 3. WORK-LIFE BALANCE BENEFITS |
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VOLUNTARY BENEFITS - DEFERRED BENEFITS |
BENEFITS REC'D IN THE FUTURE (401K) |
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VOLUNTARY BENEFITS - HEALTH AND WELFARE BENEFITS |
-HELP PAY MEDICAL COSTS -USUALLY IN THE FORM OF INSURANCE |
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VOLUNTARY BENEFITS - WORK-LIFE BALANCE BENEFITS |
HELP EMPLOYEE BALANCE WORK RESPONSIBILITIES WITH OTHER RESPONSIBILITIES: -PTO -FLEXIBLE HOURS |
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DEFINED-BENEFIT PLAN |
RETIREMENT PLAN ORG PROMISES EMPLOYEE WILL RECEIVE SPECIFIC AMOUNT EACH MONTH. FORMULA: INDIVIDUAL'S MONTHLY PAY AND LENGTH OF TIME W/COMPANY'S INPUT |
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DEFINED CONTRIBUTION PLAN |
-RETIREMENT PLAN - ORG CONTRIBUTES MONEY IN AN ACCOUNT. -AMOUNT MAY BE IN ADDITION TO OR TAKEN OUT OF EMPLOYEE'S PAY. -MONEY IS INVESTED TO OFFER LARGER RETIREMENT BENEFIT TO INDIVIDUAL AT TIME HE/SHE RETIRES. -AMOUNT MAY VARY AT TIME OF RETIREMENT. |
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CASH BALANCE PLAN |
RETIREMENT PLAN - ORG PROMISES EMPLOYEE WILL RECEIVE SET AMOUNT OF $ AT RETIREMENT. NEEDED AMOUNT CAN BE DEPOSITED INTO EMPLOYEE'S CASH BALANCE PLAN ANNUALLY WITH INTEREST - TO ENSURE BALANCE AT RETIREMENT. |
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SIMPLIFIED EMPLOYEE PENSION PLAN |
RETIREMENT PLAN THAT EMPLOYER AND EMPLOYEE CONTRIBUTES INTO INDIVIDUAL RETIREMENT ACCOUNT (IRA). EMPLOYER CAN MATCH EMPLOYEE'S CONTRIBUTION OR SET CONTRIBUTION RATE |
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IRA |
INDIVIDUAL RETIREMENT ACCOUNT |
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HEALTH MAINTENANCE ORGANIZATION (HMO) |
HEALTH INSURANCE PROGRAM THAT CONTROLS ACCESS TO EXPENSIVE PROCEDURES AND EXAMS BY REQUIRING EMPLOYEE TO CHOOSE A PRIMARY CARE PHYSICIAN THAT MUST APPROVE OF ANY SPECIAL PROCEDURES/EXAMS. |
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PREFERRED PROVIDER ORGANIZATION (PPO) |
HEALTH CARE INSURANCE - EMPLOYEE IS REQUIRED TO SEEK CARE FROM SPECIFIC NETWORK OF HEALTH CARE FACILITIES AND PHYSICIANS. MOST PPO'S ALLOW OUTSIDE NETWORK, BUT EMPLOYEE IS RESPONSIBLE FOR LARGER PORTION OF COSTS. |
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DENTAL INSURANCE |
-HEALTH AND WELFARE BENEFIT -ONLY CERTAIN AMOUNT IS COVERED BY INSURANCE PROVIDER -SET AMOUNT PER YEAR |
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LIFE INSURANCE |
-HEALTH AND WELFARE BENEFIT -FAMILY WILL RECEIVE CERTAIN AMOUNT OF $ IN EVENT OF EMPLOYEE'S DEATH |
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VISION INSURANCE |
-HEALTH AND WELFARE BENEFIT -DISCOUNT FOR EYE CARE |
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SHORT-TERM DISABILITY INSURANCE |
-HEALTH AND WELFARE BENEFIT -EMPLOYEE IS GIVEN PERCENTAGE OF INCOME PER MONTH IF THEY CAN NOT WORK FOR A SHORT PERIOD OF TIME -USUALLY MAX. OF TIME IS 2 YEARS |
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LONG-TERM DISABILITY INSURANCE |
-HEALTH AND WELFARE BENEFIT -EMPLOYEE IS GIVEN PERCENTAGE OF INCOME EACH MONTH IF DISABLED FOR EXTENDED PERIOD OF TIME -DISABLED OR CANNOT WORK FOR 2 YEARS OR LONGER |
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STOCK OPTIONS (TYPES) |
-QUALIFIED STOCK OPTION AKA INCENTIVE STOCK OPTION -NONQUALIFIED STOCK OPTION -PHANTOM STOCK -RESTRICTED STOCK |
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QUALIFIED STOCK OPTION AKA INCENTIVE STOCK OPTION |
-ONLY EMPLOYEES (NO EXECUTIVES) ARE ALLOWED TO PURCHASE STOCK -EMPLOYEES DO NOT HAVE TO PAY TAX ON STOCKS PURCHASED UNTIL SOLD -EMPLOYERS CANNOT TAKE TAX DEDUCTION ON QUALIFIED STOCK OPTIONS |
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NON-QUALIFIED STOCK OPTION |
-EMPLOYEES AND EXECUTIVES CAN PURCHASE STOCK -REQUIRED TO PAY TAXES AT THE TIME STOCK IS PURCHASED AND MAY HAVE TO PAY ADDITIONAL TAX WHEN STOCK IS SOLD -EMPLOYERS CAN TAKE TAX DEDUCTION ON NON-QUALIFIED STOCK |
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PHANTOM STOCK |
-BENEFIT -DOES NOT GRANT ANY OFFICIAL OWNERSHIP OF ORG -WILL PAY DIVIDENDS AND MAY BE SOLD OR CONVERTED UNDER CERTAIN CONDITIONS |
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RESTRICTED STOCK |
-BENEFIT -ORG ISSUES SHARES TO EXECUTIVE W/OUT EXECUTIVE HAVING TO PAY -USUALLY ISSUED IF INDIVIDUAL MEETS PERFORMANCE GOALS OR BASED ON LENGTH OF TIME WITH COMPANY |
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EXECUTIVE COMPENSATION PROGRAM |
COMPANY MAY DECIDE TO INCLUDE EXECUTIVE COMPENSATION PROGRAM TO FILL EXECUTIVE POSITIONS AND STAY COMPETITIVE WITHIN JOB MARKET |
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EXECUTIVE BENEFIT - PERQUISITE AKA PERK |
CAN INCLUDE: -CLUB MEMBERSHIPS -COMPANY CARS -ENTERTAINMENT PACKAGES -PERSONAL SECURITY -TAX PREPARATION -COUNSELING SERVICES -VACATION TRIP OPPORTUNITIES |
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EXECUTIVE BENEFIT - SEVERANCE PACKAGE AKA GOLDEN PARACHUTE |
EXECUTIVE IS GUARANTEED CERTAIN AMOUNT OF MONEY OR STOCK IF HE/SHE IS TERMINATED. SEVERANCE CAN BE PAID IN ONE LUMP SUM OR PAID OVER A PERIOD OF TIME (PAYMENTS) |
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EXECUTIVE BENEFIT - STOCK OPTION |
EXECUTIVE RECEIVES STOCK AUTOMATICALLY UNDER CERTAIN CONDITIONS OR HAS THE ABILITY TO PURCHASE AT DISCOUNTED/SET RATE |
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3 MOST COMMON FACTORS - COMP AND BENEFITS FOR EMPLOYEES WORKING IN FOREIGN COUNTRY |
1. LOCAL COMPENSATION PACKAGES 2. LOCAL LAWS 3. LOCAL TAXES |
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HOST-COUNTRY NATIONALS |
I.E. UK CITIZEN WORKING IN THE UK FOR A JAPANESE COMPANY'S SUBSIDIARY MOST COMPANIES WILL PROVIDE: -COMPENSATION -BENEFITS |
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PARENT-COUNTRY NATIONALS |
I.E. JAPANESE MANAGER WORKING FOR A UK BASED SUBSIDIARY OF A JAPANESE COMPANY MOST COMPANIES WILL PROVIDE: -WEEKLY SALARY -BENEFITS -PAYMENTS OR REIMBURSEMENTS FOR HOUSING AND LIVING COSTS -BONUSES AND STIDPENDS FOR ISSUES OR ACHIEVEMENTS -TAX PAYMENTS |
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THIRD-COUNTRY NATIONALS |
INDIVIDUALS APPLYING FOR WORK VISAS IN OTHER COUNTRIES. MOST COMPANIES WILL PROVIDE: -SALARY -BENEFITS -PAYMENTS OR REIMBURSEMENTS FOR HOUSING AND LIVING COSTS -BONUSES AND STIPENDS FOR ISSUES ASSOCIATED WITH FOREIGN ASSIGNMENT -TAX PAYMENTS |
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3 MAIN TYPES OF HR DEVELOPMENT |
1. CAREER DEVELOPMENT 2. LEARNING AND DEVELOPMENT 3. ORGANIZATION DEVELOPMENT |
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HR DEVELOPMENT - CAREER DEVELOPMENT |
ENCOURAGING EMPLOYEES TO SEEK PROMO'S FOR WHICH THEY MAY BE WELL SUITED |
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HR DEVELOPMENT - LEARNING AND DEVELOPMENT AKA TRAINING |
TEACHING EMPLOYEES SPECIFIC SKILLS/KNOWLEDGE RELATED TO THEIR POSITION |
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HR DEVELOPMENT - ORG DEVELOPMENT |
I.E. INSTALLATION OF NEW COMPUTER SYSTEM ALLOWING EMPLOYEES TO COMPLETE CERTAIN TASKS MORE EFFICIENTLY |
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HR PROFESSIONAL - ROLES AND RESPONSIBILITIES |
-ESTABLISH ORG'S STRATEGIC PLAN -ANALYZES RISKS -HELPS ESTABLISH/ENFORCE POLICIES AND PRACTICES |
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FUNCTIONS OF ORG |
-ACCOUNTING -EMPLOYEE FUNCTIONS -FINANCIAL -IT -MARKETING/SALES -OPERATING -RESEARCH/DEVELOPMENT |
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FUNCTIONS OF ORG - ACCOUNTING |
KEEPS TRACK OF FINANCIAL RESOURCES OF THE ORG |
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FUNCTIONS OF ORG - EMPLOYEE FUNCTIONS |
RELATED TO ORG'S HUMAN RESOURCES |
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FUNCTIONS OF ORG - FINANCIAL |
TASKS RELATING TO EARNING, MANAGING OR SPENDING CAPITAL |
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FUNCTIONS OF ORG - IT |
TASKS RELATED TO COMPUTER SYSTEMS OR OTHER TECHNOLOGY |
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FUNCTIONS OF ORG - MARKETING/SALES |
-PROMOTING -DISTRIBUTING -SALE OF PRODUCT -PRICE OF PRODUCT -PLACEMENT/LOCATION WHERE PRODUCT IS SOLD -PROMOTION OF PRODUCT |
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FUNCTIONS OF ORG - OPERATIONS |
TASKS RELATED TO THE PRODUCT OR SERVICE THE ORG IS SELLING |
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FUNCTIONS OF ORG - RESEARCH/DEVELOPMENT |
TASKS RELATED TO DEVELOPING NEW PRODUCTS OR SERVICES |
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DEPARTMENTALIZING |
ORG SEPARATES RELATED POSITONS INTO GROUPS - DEPARTMENTS |
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3 WAYS TO FORM DEPARTMENTS |
1. DIVISION METHOD 2. FUNCTION METHOD 3. MATRIX METHOD |
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DEPARTMENTALIZING - DIVISION METHOD |
BASED ON: -GEOGRAPHICAL LOCATION OF POSITION -PRODUCT TO WHICH POSITION IS RELATED -TYPE OF TASKS RELATED TO POSITION -TYPE OF CUSTOMER THAT WILL BE USING PRODUCT |
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DEPARTMENTALIZING - FUNCTION METHOD |
ORG WIL PLACE POSITION WITHIN DEPT BASED ON OVERALL PURPOSE TO THE ORG I.E. ACCOUNTING, HUMAN RESOURCES, SALES, ETC |
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DEPARTMENTALIZING - MATRIX METHOD |
USES BOTH FUNCTION AND DIVISION METHODS TO PLACE POSITIONS WITHIN 2 DEPTS |
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JOB SPECIALIZATION |
ORG ASSIGNS SPECIFIC TASKS TO A PARTICULAR POSITION. I.E. ASSEMBLY LINE; EMPLOYEE PERFORMS ONE OR FEW SPECIALIZED TASKS |
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FORMALIZATION |
ORG ESTABLISHES RULES, POLICIES AND PROCEDURES FOR EACH POSITION AND PROCESS |
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CHAIN-OF-COMMAND |
SPECIFIC WAY ORG DISTRIBUTES AUTHORITY AND RESPONSIBILITY AMONGST EMPLOYEES |
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CENTRALIZATION |
TOP EXECUTIVES MAKE ALL OF THE ORG'S DECISIONS -MAKES IT EASIER TO CONTROL DAY-TO-DAY ACTIVES; BUT MORE DIFFICULT TO RESPOND TO ISSUES QUICKLY |
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DECENTRALIZATION |
SOME DECISIONS ARE MADE BY TOP EXECUTIVES AND EMPLOYEES HAVE SOME SAY IN DECISION MAKING AS WELL -ALLOWS ORG TO MAKE DECISIONS QUICKLY, BUT REDUCES CONTROL THAT UPPER MGMT HAS OVER DAY TO DAY DECISION MAKING |
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SPAN-OF-CONTROL |
NUMBER OF EMPLOYEES THAT REPORT TO MANAGER (I.E. SPAN OF CONTROL FOR SPECIFIC MGR IS 5 EMPLOYEES) |
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2 TYPES OF OPERATIONAL STRUCTURES |
1. ORGANIC 2. MECHANISTIC *ORG'S NEED A COMBO OF BOTH TO FUNCTION |
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OPERATIONAL STRUCTURE - MECHANISTIC (DEFINED) |
OPERATIONS OF ORG ARE EXTREMELY REGULATED AND DEFINED |
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OPERATIONAL STRUCTURE - MECHANISTIC (CHARACTERISTICS) |
-CENTRALIZED -LARGE NUMBER OF DEPTS -LARGE NUMBER OF MANAGERS W/LIMITED SPANS OF CONTROL -EXTENSIVE CHAIN-OF-COMMAND -EXTREMELY FORMALIZED -LARGE NUMBER OF POLICIES AND PROCEDURES -LARGE NUMBER OF SPECIALIZED TASKS |
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OPERATIONAL STRUCTURE - ORGANIC (DEFINED) |
LOOSELY REGULATED AND LESS DEFINED |
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OPERATIONAL STRUCTURE - ORGANIC (CHARACTERISTICS) |
-DECENTRALIZED -SMALL NUMBER OF DEPTS -SMALL NUMBER OF MGRS -LARGE SPANS OF CONTROL -SHORT CHAIN OF COMMAND -NO FORMALIZATION -BASIC POLICIES/PROCEDURES -FEW SPECIALIZED TASKS |
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KURT LEWIN'S CHANGE PROCESS THEORY (3 STAGES) |
1. UNFREEZING 2. MOVING 3. REFREEZING |
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KURT LEWIN'S CHANGE PROCESS: UNFREEZING |
REMOVE BARRIERS TO MAKE CHANGE HAPPEN QUICKLY |
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KURT LEWIN'S CHANGE PROCESS: MOVING |
IMPLEMENT CHANGE |
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KURT LEWIN'S CHANGE PROCESS: UNFREEZING |
CHANGE BECOMES NORMAL PART OF ORG'S FUNCTIONS; HAS CHANGE PRODUCED DESIRED RESULTS? IF NOT, THE PROCESS STARTS OVER AGAIN |
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2 SOURCES OF CHANGE ACCORDING TO KURT LEWIN'S CHANGE PROCESS THEORY |
1. ENVIRONMENT 2. INDIVIDUAL'S NEEDS |
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IMPLEMENTATION THEORY |
STUDY/APPLICATION OF METHODS AND STRATEGIES TO BRING CHANGE WITHIN ORG. PROCESS THAT IDENTIFIES SPECIFIC TOOLS TO BEGIN UNFREEZING, MOVING AND UNFREEZING STAGES OF CHANGE PROCESS WITHIN ORG |
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ORGANIZATION DEVELOPMENT INTERVENTION |
STRATEGY/PLAN TO BRING PARTICULAR CHANGE WITHIN ORG |
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ORG. DEVELOPMENT INTERVENTION (3 MOST COMMON TYPES) |
1. HUMAN PROCESS INTERVENTION 2. SOCIOTECHNICAL INTERVENTIONS 3. TECHNO-STRUCTURAL INTERVENTIONS |
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ORG. DEVELOPMENT INTERVENTION: HUMAN PROCESS INTERVENTIONS |
DEVELOPMENT STRATEGY THAT FOCUSES ON CHANGING THE WAY EMPLOYEES INTERACT. I.E. DIVERSITY PROGRAMS AND TEAM BUILDING |
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ORG. DEVELOPMENT INTERVENTION: SOCIOTECHNICAL INTERVENTIONS |
IMPROVE PERFORMANCE OF PARTICULAR GROUP WITHIN ORG. TO BECOME MORE SELF-SUFFICIENT |
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JOB ENRICHMENT |
MEETING NEW NEEDS BY INCREASING AUTHORITY AND RESPONSIBILITIES |
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JOB ROTATION |
PERIODICALLY CHANGING TASKS TO ENSURE EACH INDIVIDUAL OR GROUP IS CAPABLE OF PERFORMING VARIETY OF TASKS |
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PROCESS IMPROVEMENT |
ANALYZING/CHANGING THE WAY GROUP PERFORMS A TASK |
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ORG. DEVELOPMENT INTERVENTION: TECHNO-STRUCTURAL INTERVENTIONS |
ENSURE A SPECIFIC PROCESS OF PIECE OF TECHNOLOGY IS USED EFFICIENTLY |
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TOTAL QUALITY MANAGEMENT |
STRATEGY TO MAINTAIN HIGHEST LEVEL OF QUALITY FOR THE OUTPUT PRODUCED BY EACH TASK CARRIED OUT BY ORG. |
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TOTAL QUALITY MANAGEMENT (IMPLEMENTATION) |
IMPLEMENTED BY USING SERIES OF PROCEDURES DESIGNED TO ESTABLISH QUALITY ORIENTED ORG. CULTURE AND SYSTEM OF MONITORING/CONTROLLING QUALITY OF TASKS |
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QUALITY MANAGEMENT CONCEPTS INTRODUCED BY WILLIAM EDWARDS DEMING |
1. QUALITY OF PRODUCT/SERVICE CAN ONLY BE DECIDED BY CONSUMER 2. 14-POINT SYSTEM: GUIDELINES FOR QUALITY MANAGEMENT - TOP MANAGEMENT IS RESPONSIBLE FOR QUALITY CONTROL |
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QUALITY MANAGEMENT CONCEPTS INTRODUCED BY JOSEPH MOSES JURAN |
1. QUALITY IS DETERMINED BY CONSUMER, BUT NEEDS OF THE ORG MUST BE CONSIDERED AS WELL 2. JURAN TRILOGY - 3 STAGES OF QUALITY MANAGEMENT 3. PARETO PRINCIPLE: 80% OF QUALITY PROBLEMS ARE RELATED TO 20% POSSIBLE CAUSES |
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JURAN TRILOGY |
1. QUALITY PLANNING 2. QUALITY CONTROL 3. QUALITY IMPROVEMENT |
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JURAN TRILOGY - QUALITY PLANNING |
ORG IDENTIFIES CONSUMER NEEDS AND WORKS TO MEET THOSE NEEDS |
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JURAN TRILOGY - QUALITY CONTROL |
ORG MONITORS QUALITY TO MEET CONSUMER AND ORG'S NEEDS |
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JURAN TRILOGY - QUALITY IMPROVEMENT |
ORG TRIES TO SOLVE QUALITY PROBLEMS BY MAKING/CHANGING PROCESSES |
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QUALITY MANAGEMENT CONCEPTS INTRODUCED BY PHILIP B. CROSBY |
1. ZERO DEFECTS PHILOSOPHY 2. 14 STEP QUALITY IMPROVEMENT PROCESS 3. DRIFT - DOING IT RIGHT THE FIRST TIME |
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PHILIP B. CROSBY - ZERO DEFECTS PHILOSOPHY |
PRODUCT SHOULD HAVE NO DEFECTS VS. ACCEPTABLE LEVEL OF QUALITY |
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DRIFT PRINCIPLE - DOING IT RIGHT THE FIRST TIME |
4 PRINCIPLES FOR QUALITY MANAGEMENT: 1. CONFORMANCE TO REQUIREMENTS 2. DEFECT PREVENTION IS BEST FOR QUALITY CONTROL 3. GOAL IS NO DEFECTS 4. QUALITY IS MEASURED BY PRICE OF NONCONFORMANCE |
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CONFORMANCE |
HOW WELL PRODUCT MEETS STANDARD |
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QUALITY MANAGEMENT CONCEPTS INTRODUCED BY DR KAORU ISHIKAWA |
-PROCESS SHOULD CONTINUE AFTER PRODUCTION TO ENSURE CUSTOMER SATISFACTION. IF CUSTOMER IS UNHAPPY, IT IS THE ORG'S RESPONSIBILITY TO FIX PROBLEM. -WIDESPREAD USE OF CHARTS, DIAGRAMS, QUALITY ASSESSMENT -CAUSE AND EFFECT DIAGRAM FOR ASSESSING QUALITY |
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PARETO ANALYSIS SYSTEM |
DECISION MAKING MODEL: -80% OF BENEFITS ORG RECEIVES FROM TASK ARE THE RESULT OF 20% EFFORT FROM INDIVIDUALS -80% PROBLEMS WITHIN ORG ARE CAUSED BY 20% OF POTENTIAL CAUSES -PARETO CHART |
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PARETO CHART - IDENTIFY ISSUES IN QUALITY CONTROL |
BAR CHART THAT DISPLAYS FACTORS RELATED TO PROBLEM: -FREQUENCY OF PROBLEM -ARRANGED FROM MOST FREQUENT TO LEAST |
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CAUSE AND EFFECT DIAGRAM |
FACTORS CAUSING PROBLEM OR TO ACHIEVING PARTICULAR GOAL - AKA FISHBONE OR ISHIKAWA DIAGRAM. DIAGRAM CONSISTS OF CENTER LINE (PROBLEM OR GOAL) WITH SERIES OF LINES (SPECIFIC FACTORS) BRANCHING OFF TO FORM TREE OR FISHBONE LIKE FIGURE. |
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2 MOST COMMON CHARTS & DIAGRAMS USED TO ANALYZE QUALITY PROBLEMS |
1. HISTOGRAMS 2. STRATIFICATION CHARTS |
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HISTOGRAM |
-BAR CHART DISPLAYING EACH FACTOR RELATED TO PROBLEM AND NUMBER OF TIMES PROBLEM OCCURS -PRIORITIZE WHICH CAUSE TO ADDRESS |
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STRATIFICATION CHART
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BAR CHART - BREAKS EACH CAUSE INTO MORE SPECIFIC CAUSES THAT ARE RELATED TO THE PROBLEM -EACH CAUSE AND FREQUENCY FOR EACH CATEGORY ARE REPRESENTED WITH BARS |
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SIX SIGMA - APPROACH TO QUALITY CONTROL |
-CREATED BY MOTOROLA, INC DESIGNED TO ENSURE PRODUCTS MEET SPECIFICATIONS -REDUCE DEFECTS BY IDENTIFYING/ELIMINATING PROBLEMS RELATED TO QUALITY -DMAIC |
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SIX SIGMA - DMAIC |
DEFINE MEASURE ANALYZE IMPROVE CONTROL |
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SIX SIGMA - DMAIC (DEFINED) |
FIRST STAGE: END PRODUCT REQUIREMENTS AND PROCESS FOR MEETING REQUIREMENTS ARE DEFINED 2ND STAGE: EFFECTIVENESS OF PROCESS IS MEASURED BY GATHERING INFO ABOUT TYPE/NUMBER OF DEFECTS INFO IS ANALYZED AND SOLUTIONS ARE IDENTIFIED AND IMPLEMENTED |
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WORKFORCE PLANNING |
-CONDUCTING STAFFING FORECASTS -ESTABLISHING STAFFING GOALS/OBJECTIVES -CONDUCTING JOB ANALYSIS -ESTABLISHING PLANS TO MEET STAFFING GOALS/OBJECTIVES |
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FORECASTING METHODS TO EVALUATE CHANGING LABOR NEEDS (2 MAIN TYPES) |
1. QUALITATIVE FORECASTING METHODS 2. QUANTITATIVE FORECASTING METHODS |
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QUALITATIVE FORECASTING METHODS |
BASED ON OPINIONS OR ANALYSES OF MANAGERS OR EXPERTS IN THE INDUSTRY |
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QUANTITATIVE FORECASTING METHODS |
BASED ON ACTUAL DATA I.E. PAST TRENDS OR EMPLOYEE TO OUTPUT RATIOS |
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MOST COMMON QUALITATIVE FORECASTING METHODS |
1. MANAGEMENT FORECASTS 2. EXPERT FORECASTING |
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FORECASTING METHODS: MANAGEMENT FORECASTS |
DETERMINE FUTURE STAFFING NEEDS VIA DISCUSSION WITH MANAGERS |
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FORECASTING METHODS: EXPERT FORECASTING |
SEEK OPINIONS FROM OUTSIDE THE ORG. ALLOWS INFO TO BE OBTAINED FROM VARIETY OF SOURCES. |
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MOST COMMON QUANTITATIVE FORECASTING METHODS |
1. HISTORICAL RATIOS ANALYSES 2. TREND ANALYSES 3. TURNOVER ANALYSES 4. PROBABILITY MODELS |
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QUANTITATIVE FORECASTING METHODS: RATIO ANALYSES |
COMPARES CURRENT EMPLOYMENT RATIOS WITH PAST RATIOS TO DETERMINE HOW STAFFING NEEDS MIGHT CHANGE IN THE FUTURE |
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QUANTITATIVE FORECASTING METHODS: TREND ANALYSES |
COMPARE SINGLE CURRENT EMPLOYMENT VARIABLE WITH PAST EMPLOYMENT VARIABLE |
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QUANTITATIVE FORECASTING METHODS; TURNOVER ANALYSES |
RATE OF EMPLOYEES LEAVING ORG DURING PERIOD OF TIME COMPARED TO PREVIOUS TURNOVER RATES |
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QUANTITATIVE FORECASTING METHODS: PROBABILITY MODELS |
CHART/PREDICT DATA RELATED TO CHANGES IN THE ORG. |
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2 MOST IMPORTANT FACTORS - DETERMINE WHICH FORECASTING METHOD TO USE |
1. HOW FAR IN THE FUTURE ORG. IS ATTEMPTING TO PLAN 2. IF ORG NEEDS TO CHANGE AT STEADY RATE |
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SHORT-TERM FORECASTS |
QUALITATIVE METHODS |
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LONG-TERM FORECASTS |
QUANTITIATIVE METHODS |
