Strategic Hr Exam 1

Front 1

4 stages in organizational/business perspective life cycle

-name
-adjectives for each one

Back 1

ECFE

1.entrepreneurial
-acquire employees, develop HR plans
2.communal
-clear communication, building loyalty
3.formalization
-standardized practiced, continual improvement
4.elaboration
-adaptation of practices, trying new methods

Front 2

4 key organizational/stakeholder's perspective

-name 4
-point of this

Back 2

ECOS
1.employees
2.customers
3.owners
4.society

-point is the enrich the lives of all of these

Front 3

the 4 chains to success

Back 3

1. HR mgmt =>
2. happy employees =>
3. happy customers =>
4. financial success =>
more resources to put back into HR mgmt (1.)

Front 4

core functions of HR dept (6)

-name and ex of each
-what is the emphasis on?

Back 4

WDCLSH (What Does Core Strengths Handle?)

1.workforce planning-recruiting
2.development-training
3.compensation/benefits
4.labor relations-unions
5.strategic planning-coordination with other functions
6.health and safety-violence

-move towards STRATEGIC planning vs. labor relations

Front 5

4 expert HR roles

-draw box w axes
-name and define
-ex of jobs

Back 5

FEHS (Functional Experts Hurt Some)

1. Functional expert- ST/process
-job interviewing
2.Employee Advocate-ST/people
-grievances, harrassments
-look at the interests of employees when making decisions
3. Human Capital Developer-LT/people
-productivity improvement: employees build and maintain cutting-edge skills
4.Strategic partner-LT/process
-managing change
-working with top-level managers to make employees are organized in a way that supports company objectives

Front 6

3 HR competencies

-name
-what type of diagram relates to this concept?

Back 6

1.knowledge of business
2.HR practices
3.Change management

-venn diagram

Front 7

4 trends on HR

-name category
-give specifics

Back 7

1. Age: labor force getting OLDER
2. Education: required COLLEGE DEGREES
3. employment opp.: shift to SERVICE vs. products
4. labor force trends: WOMEN and HISPANICS increase

Front 8

what is the analysis that is critical to the INFO GATHERING of the strategy formulation process?

-name
-example of each
-draw box with axes

Back 8

SWOT analysis

for a company:
threat- economic downturn, legal changes to int'l trade
opportunity- technological advances, twitter
weakness-lack of effective HR resources
strength-effective management of ppl


external T O
internal W S
bad good

Front 9

3 steps in strategy formulation process

Back 9

1. info gathering
-SWOT analysis
2.analyze info and make decision
3. implement the decision
-take action, make steps to complete task
-assign responsibility

Front 10

4 steps to making effective decisions

Back 10

BC PP

1.build collective intuition
2. stimulate Conflict
3. Maintain appropriate Pace
4. diffuse Politics

Front 11

state 2 business strategies

-name
-ex
-basic idea
-problem

Back 11

1. cost leadership strategy
-deliver basic good LESS expensive
-ex./ SouthWest airlines
-have control of expenses, to be able to set low prices
-problem is few companies can be successful/have the lowest price in an industry; must have large amount of market share

2. differentiation strategy
-unique products create value, so ppl are willing to pay higher price
-ex./ Target
-shop for value, not cost.
-hard to find balance/not get much distance between price and value.

Front 12

universalistic approach

Back 12

find the 'one best' way

goal is to identify methods of managing ppl that are effective for all organizations

Front 13

contingency approach

Back 13

find the way that works best for your company, not necessarily every company

-is a certain competitive strategy

Front 14

2 strategies within the universalistic approach

-name
-define
-which is more effective

Back 14

-control strategy: focus of practices is standardization and efficiency

-commitment strategy: focus of practices is to empower workers and build loyalty
**more effective

Front 15

2 strategies within the contingency approach

Back 15

1. cost strategy-efficiency culture with clear tasks

2.differentiation-innovative culture with flexible tasks

Front 16

internal and external labor orientation

-focus of each
-basic concept
-ex. of each

Back 16

1. internal-hire for LT, invest in training, commitment encouraged (ex./ sales position)
2.external-hire for ST, require skills prior to hire, commitment avoided, no feeling of attachment to company (ex./ computer software company)

Front 17

4 common HR strategies

-name
-draw graph with axes
-ex.

Back 17

labor orientation
External BL FA
Internal LS CE
cost leadership / differentiation
strategic direction


1.loyal soldier: UPS
2.commited expert: Merck
3.free lance: movie producer
4.bargain laborer: mcdonalds

Front 18

commitment strategy examples

-practice area connected with example

Back 18

TETTCCS

1.tasks-meaningful, variety
2.empowerment-ask for opinion,strong self-confidence
3.teams-self-mgmt within teams
4.training-formal training programs, multiple job skills
5.communication- 2 way channels, satisfaction surveys
6.compensation-performance-based
7.staffing-LT relationships

Front 19

Contingency approach
1.competitive link (2 strategies)
2.labor orientation (2 strategies)

Back 19

1.competitive link
A.COST strategy-think generalistic, efficiency, rules and procedures
B.DIFFERENTIATION-think innovation, flexibility, specific skills, individual contribution
2.labor orientation (2 strategies)
A.INTERNAL-hire early,ongoing training, loyalty encouraged
B. EXTERNAL-hire experience,little training, motivated by $$

Front 20

LOYAL SOLDIER

-labor orientation
-strategic direction
-ST/LT
-fit culture/performance
-training
-compensation
-retention

Back 20

-labor orientation:internal/make talent
-strategic direction: cost efficiency HR strategy
-ST/LT: LT
-fit culture/performance: fit culture
-training: extensive, on-going, in multiple areas
-compensation: benefits, LT incentives
-retention encouraged

Front 21

COMMITTED EXPERT

-labor orientation
-strategic direction
-ST/LT
-fit culture/performance
-training
-compensation
-retention

Back 21

-labor orientation: internal/make talent
-strategic direction: differentiation HR strategy
-ST/LT: LT
-fit culture/performance: both culture fit and specifics skills
-training: LT that develops expertise
-compensation: LT high salary with benefits
-retention: very encouraged

Front 22

FREE AGENT

-labor orientation
-strategic direction
-ST/LT
-fit culture/performance
-training
-compensation
-retention

Back 22

-labor orientation: external/buy talent
-strategic direction: differentiation HR strategy
-ST/LT: ST
-fit culture/performance: hire based on specific skills, culture is not important here
-training: little to none
-compensation: no benefits, ST incentives
-retention: discouraged

Front 23

BARGAIN LABORER

-labor orientation
-strategic direction
-ST/LT
-fit culture/performance
-training
-compensation
-retention

Back 23

-labor orientation: external/buy talent
-strategic direction: cost efficiency
-ST/LT: ST
-fit culture/performance: performance of simple small tasks
-training: on-the-job training of basic procedures
-compensation: low hourly, hire those who do not require high wages
-retention: doesn't matter.

Front 24

title 7 of the CRA of 1964

-what 5 classes does it protect?
-company # of minimum employees

Back 24

NGCRR

national origin
gender
color
race
religion

->15 employees

Front 25

3 defense to Title VII
-what type of legal cases are these used for/who uses them
-name
-example

Back 25

-ADVERSE IMPACT/ burden on company defendant

1.business necessity
ex./ woman not hired as a sex offender guard, because it puts her and others at risk.
2.validity
ex./employer requires math test. some races will do better than others-not discrimination.
3.bona fide occupational qualification (BFOQ)
ex./ men cannot work as a hooter's waitress, but that is a part of their entertainment culture.

Front 26

2 types of legal cases

-name
-define
-who has burden

Back 26

1. disparate treatment
-ouright, people are not treated the same.
-burden on plaintiff
2. adverse impact
-people are treated the same, but end result is biased.
-burden to prove NOT biased on company/defendant.

Front 27

disparate treatment case

-burden on?
-4 things ______ must prove

Back 27

disparate treatment

-burden on PLAINTIFF
-plaintiff proves
1.belongs to protected class
2. applied & was qualified for job
3.was rejected
4.job remains open

Front 28

4/5ths rule

-what is it
-who does it apply to
-# example

Back 28

-part of adverse impact saying that company must not have too many of one class
-applies to race, sex, or ethnic group
- If 50 of 100 are white => 40 of same 100 are NOT (bc 40 is 4/5ths of 50)

Front 29

civil right act of '91

-added what 2 things

Back 29

1.punitive damages: punish companies financially
ex./ court awards woman 2.2m bc company failed to train and discipline their employees on sexual harassment

2. made 'subgroup norming tests' illegal

Front 30

quid pro quo

Back 30

'something for something'

-most common in sexual harassment

ex./ do sexual favors, get a promotion

Front 31

are COMPANIES liable for the actions of their employees in regards to hostile work environment cases?

Back 31

YES!!

Front 32

guidelines to avoid sexual harassment (3)

Back 32

1. clearly define and communicate rules of what is sexual harassment; widespread.
2. inform employees how to make an EEOC claim
3. implement grievance policies sensitive to interests of employees

Front 33

ADEA

-name
-define
-covers which legal case(s)
-exceptions?

Back 33

ADEA: age discrimination employment act

-protects persons over 40, from companies with over 20 employees
-protects both legal cases, AND hostile work environment
-exception to require early retirement to police officers, fire fighters

Front 34

Americans with Disabilities Act

-3 levels of impairment
-companies must provide _____
...unless ____ ______.

Back 34

1.people with impairment-i have a back injury
2. records of impairment-i had a back injury
3. regarded as impaired-looks like i have a back injury

-companies provide REASONABLE ACCOMODATION unless UNDUE HARDSHIP

Front 35

Executive Order 11246

-what is it
-whats it entail (3 steps)
-"implies __ not ___"

Back 35

NOT A LAW (signed by P)

1.utilization analysis
2.goals and timetables
3.good faith effort

implies PREFERENCE not protection.

Front 36

4 areas of occupational safety

name

Back 36

CEWM (could every workout matter?)

1. hazardous chemicals
2.emergency plans
3. workspace layout
4.medical 1st aid

Front 37

workers comp

-does every company need to buy it?
-3 benefits
-no fault means?
-exclusive means?

Back 37

-EVERY company, YES!
-1.pays injured doctor's bills
2.replacement income
3. if death, supports family with $
-no fault means will be used regardless of fault (even if own worker's fault)
-exclusive means worker can't sue company for more money

Front 38

3 type of work tasks interdependences

-name
-define
-ex

Back 38

PRS
1.pooled-L
-track relay team (hand completed job off to another, not much team performance needed)
2.sequential-M
-assembly line of parts (cannot complete next part w/o previous one)
3.reciprocal-H (working side by side, high levels of team cooperation)

Front 39

autonomy and interdependence links to HR strategy

-define
-draw parabola

Back 39

LOYAL SOLDIER/BARGAIN LABORER:
-differentiation
-focus on efficiency
-low autonomy
-sequential processing

COMMITTED EXPERT/FREE AGENT:
-differentiation
-focus on innovation
-high autonomy
-reciprocal processing


Think of 2 parabola graph: performance on Y/ L M H interdepdence on X
... routine on bottom, creative on top

Front 40

difference between JOB DESCRIPTION and JOB SPECIFICATIONS

Back 40

description-focuses on job duties (ex./ grade math papers)

specification-characteristics of person needed (ex./ attention to detail) KSAs

KSA=knowledge skills abilities

Front 41

4 approaches to job design

-name approach
-one main word
-describe
-HR strategy

Back 41

1.mechanistic (taylorism)
-EFFICIENCY, simple task
-LS, BL
2.motivational
-MEANINGFULNESS, creativity
-CE, FA
3.perceptual DECREASE ERROR
-LS, BL
4.biologic-ERGONOMICS
-balance btwn LS and BS with physical effort needs

Front 42

recruitment sourcing

-2 types
-2 pros of each

Back 42

1.INTERNAL-hire inside firm
-motivation increases
-stability of culture/company

2.EXTERNAL-hire outside firm
-generate new perspectives
-allows for rapid change

Front 43

recruitment messaging

-2 types
-internal or external source of applicants
-pro/con of each
-HR strategy link

Back 43

1. REALISTIC
-internal
+employee retention, bc develops expectations that CAN be met
-say good and BAD, which can turn good ppl away
-LOYAL SOLDIER, COMMITTED EXPERT

2. IDEALISTIC
-external
+attract more people
-CANNOT meet expectations usually
-BARGAIN LABORER, FREE AGENT

Front 44

recruitment centralization/decentralization

-define each
-pro/con of each

Back 44

CENTRALIZED
def: HR dept. does all hiring for company
+cost savings
-distance between recruits and ppl they actually work with

DECENTRALIZED
def: each dept. hires their own employees
+ sense of ownership of new employees
-$$$

Front 45

batch vs flow recruiting

-define each
-when should you use each

Back 45

FLOW RECRUITING
def: on-going hiring process, even in position isn't available yet
+forecasting approach
+recruit top employees

BATCH RECRUITING
def: hire in groups (ex./ college graduates only available at end of semester
-use when training or processes require groups

Front 46

HR planning process

-define
-4 actions
-2 resources to implement actions

Back 46

process of forecasting employment needs

1.assess current
2.predict future needs
3.plan internal movement
4.predict external hiring needs

-look at statistical models
-use past trends
-assess employee skills

Front 47

3 types of ppl looking for work

-what 3 things so you needs to undesrstand about these ppl?

Back 47

1. ppl entering workforce 1st time
2. ppl layed off, looking for work
3. ppl that have a job, but are looking for another one.

-needs, goals, behaviors

Front 48

1. ppl entering workforce for the 1st time
-2 steps in this type of job search
-broad or targeted hiring?
-what does this mean?

Back 48

1. applicants see what opening exist, qualifications necessary..
2. finding out specific details about particular job.

-broad hiring externally
-so companies need to set positives messages to influence **behaviors**

Front 49

2. currently unemployed workers

-whats typical of these ppl
-how should companies approach these ppl

Back 49

1. depressed, increased stress of marital and family life

2. company action plan should be SOCIAL SUPPORT. go out and seek these employees; re-instill self-worth and confidence

Front 50

3. workers currently employed, but searching for new job.

-whats typical of these ppl
-how should companies approach these ppl

Back 50

1. dissatisfied with job salary and/or company direction.
2.minimize hassle of changing jobs, talent wars (steal employees from other companies- think promotion here!)

Front 51

4 main traits that make an org. attractive

Back 51

GENERAL CHARACTERISTICS
(F,C,T,R-fire crotch to rescue)
-familiarity/reputation
-compensation
-traits
-recruiting:organizational traits

FIT
(ASC-american sluts club)
-achievement: pay based on performance
-self-confidence
-conscientious:outcome-oriented

Front 52

broad vs. targeted skill scope

-define each
-application acceptance quantity?
-link to HR strategy

Back 52

broad=desire many KSAs, accept large # applications
target=desire few, certain KSA, accept few application

BL=broad
LS=broad
CE=target
FA=target

Front 53

recruiting sources

-list 6
-define
-name pros/cons

Back 53

R,E,P,P,E,C

1.EMPLOYEE REFERRAL
*very common!
+inexpensive
+quick
+retention higher
2.ELECTRONIC ADVERTISING
+cheap
+wide audience
www.monster.com
3.PRINT ADVERTISING
-decreasing due to web use trends
+specialize in trade journals
4.JOB POSTING
*internal recruiting method (i.e. email, bulletin board)
*includes duties and qualifications
+good for Committed Expert
5.EMPLOYMENT AGENCY
*2 types, public and private
6.CAMPUS RECRUIT
*good for loyal soldier and bargain laborer
*good for batch recruit
+relationships establishment

Front 54

4 pros of employee referrals

Back 54

1.inexpensive
2. quick
3. better employees=> less likely to leave
4. more committed bc their friend referred them, sense of obligation.

Front 55

job posting is common for (internal , external) hiring

Back 55

INTERNAL HIRING

via emails, company's private website, bulletin board

Front 56

4 measures to evaluate recruiting effectiveness

-name
-describe each
-which is best way?

Back 56

1.cost- expenses i.e. travel
*BEST WAY
2.time-length of open position
3.quality-turnover, performance
*also GOOD WAY
4.quantity (yield)-# of applicants
(not important measure)

Front 57

combining measures to evaluate recruit effectivesness

2 equations

Back 57

TC/#of qualified applications recieved

TC/#hired

Front 58

job-based fit VS org. based fit

Back 58

job-based fit
-focus on skills
-how abilities/interests align with job tasks
*free agent
*bargain laborer


org. based fit
-focus on personality
-fit with company culture
*loyal soldier

*committed expert=both

Front 59

potential VS achievement

Back 59

potential
-based on future/development
-HR strategies: BL, LS, CE


achievement
-based on past track record
-HR strategies: FA

Front 60

5 concepts to evaluate selection method

-name
-adjective to define

Back 60

1.acceptability- REACTION
2.reliability-CONSISTENT
3.validity-JOB-BASED PERFORMANCE
4.utility-COST-EFFECTIVE
5.legal/fairness

Front 61

4 ways to judge reliability

-name
-good correlation

Back 61

consistency....

1.over time
2.over test parts (test, re-test method)
3.over forms of tests
4.over ppl judgements (i.e. competitions) (correlation=>.5)


-good correlation is >.85

Front 62

1.acceptability- REACTION
2.reliability-CONSISTENT
3.validity-JOB-BASED PERFORMANCE
4.utility-COST-EFFECTIVE

^these rely on what statistical measure

-what is good/bad

Back 62

CORRELATION COEFFICIENT

.85-1.0=good alignment

0=no correlation

Front 63

2 ways to test validity

-name
-what is good correlation here

Back 63

1. test new hires, wait to see if performance correlates

2. test current employee, see if correlate with past performance

.25-.40 = moderate

Front 64

1. utility equation
2.complete phrase.

As validity increases, utility ________.

As cost of test increases, utility ______

As number of people hired increases, utility______

As the value of performance deviation increases, utility______.

Back 64

1.(Quantity*Quality) - cost

-As validity increases, utility increases
-As cost of test increases, utility decreases
-As number of people hired increases, utility increases
-As the value of performance deviation increases, utility increases

Front 65

3 reasons ppl react negatively to selection method

Back 65

1.Invades Privacy
2.Lack of Perceived Link Between Practice and Job Duties
3.Lack of Confidence that the Practice yields results that can be interpreted accurately

Front 66

7 types of selection methods

-name

Back 66

CPS PDIW

1.cognitive ability
*most consistent test
2.personality
3.situational judgement
4.physical ability test
5.drug
6.integrity
7.work sample (internship)

Front 67

personality test

-name 5 traits
-describe each

Back 67

ACEEE

1.agreeableness
-trusting, sympathetic
2.conscientiousness
-organized, goal-driven
3.extraversion
-not shy, sociable
4.emotional stability
-confident, content
5.openness to Experience
-imaginative, inventive

Front 68

common selection methods for each HR strategy

-loyal soldier (5)
-committed expert (4)
-free agent (4)
-bargain laborer (5)

Back 68

-loyal soldier (5)
1.drug test*
2.personality
3.resume/application
4.cognitive
5.interview

-committed expert (4)
1.personality
2.interview
3.references/assessment centers
4.resume

-free agent (3)
1.work sample
2.interview
3.reference

-bargain laborer (5)
1.resume/application
2.cognitive ability
3.integrity*
4.interview
5.work sample

Front 69

3 ways to combine assessment scores

Back 69

1.weighted total
2.multiple cutoffs
-pass each one with a minimum
3.multiple hurdles
-pass one to move on

Front 70

functional and dysfunctional retention and turnover

-draw graph

Back 70

X axis=employee contribution (high low perform)
Y axis=employee choice (quit stay)

Front 71

3 types of turnover

Back 71

1.voluntary
2.involuntary
3.dyfsunctional- this is the most disruptive for a company.

Front 72

practices that reduce turnover (5)

Back 72

SSSEE (some socialization shows excellent endings)

1. assess employee satisfaction
2.socializing new employees
3.showing care and concern
4.employee selection
5. embeddedness (at work, in community)

Front 73

are layoffs related to job performance?

what is downsizing?

Back 73

NO

-reducing workforce permantently

Front 74

4 steps to dismiss employees

-biggest problem
-reason behind due process

Back 74

1.verbal warning
2.written warning
3.suspension
4.discharge.

-problem is managers avoid conflict.
-reason behind due process is to give the employee a chance to correct misbehavior.

Front 75

2 legal issues with reference checking

-state 2, give ex.

-what are firm's doing today?

Back 75

1.defamation of character: when calling another company, tha company says sally was lazy. that's hard to prove.
2.negligent hiring: company bares responsible for NOT doing background check. common with sexual harassment cases.

TODAY: 3rd party reference companies

Front 76

alternatives to firing employees (5)

Back 76

PERRFS

1. Part time, job sharing
2. early retirement
3.reduction of OT
4.retention of contracted work
5.freezing new hires

Front 77

5 guidelines when dismissing employee

Back 77

1.Direct.
2.Brief.
3.Listen to employee.
4.Summarize meeting in writing.
5. Security nearby.