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Staffing MGT 422 > Exam 1 > Flashcards

Exam 1 Flashcards

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1
Q

Seeks to align characteristics of individuals with jobs in ways that will result in desired HR outcomes.

A

Person-job match

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2
Q

Four points to consider in a person-job match?

A

Jobs are characterized by their requirements and embedded rewards

Individuals are characterized by their level of qualifications and motivations (KSAOs)

Degree of fit between the characteristic of the job and the person

There are implied consequences for each match

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3
Q
  • staffing strategy that would have an organization concentrated on acquiring new employees who can “hit the ground running” and be at peak performance the moment they arrive
  • bring their talents with them to the job, little or no need for training/development
A

Pure acquisition staffing strategy

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4
Q
  • would lead to acquisition of anyone who is willing and able to learn the KSAOs required by the job
  • make your talent
A

Pure development staffing strategy

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5
Q

organizations use outside organizations to recruit and select employees

A

Outsourcing

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6
Q

What are the advantages of outsourcing?

A

may believe that the vendor has a better ability to identify candidates

or in a labor shortage, companies may not be able to recruit enough employees on their own

legal compliance - some vendors maintain their own procedures for tracking compliance with equal opportunity laws

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7
Q

law guarantees that no person can be compelled, as a condition of employment, to join or not to join, nor to pay dues to a labor union.

A

Right to work

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8
Q

States that are right to work?

A

ID, NV, UT, AZ, WY, ND, SD, NE, IA, KS, OK, TX, MI, IN, AR, LA, MS, AL, GA, TN, SC, NC, VA, FL (24/50 states)

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9
Q

Either party can terminate relationship at any time for any reason with or without notice.

Unless contractual employment

A

At-will employment

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10
Q

Lawful use of independent contractors

Why do companies use independent contractors

A

Difficult to Meet Criteria

Company does not provide the tools or equipment for the IC

Company does not focus on coaching/developing the IC

Focus is on task completion, not methodology

Compensation is for task completion, not time spent (generally)

Sources are a notable exception

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11
Q

A civil wrong that occurs when the employer violates a duty owed to its employees or customers that leads to harm or damages suffered by them

A

Tort

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12
Q

Prohibit Discrimination: Race; Color; National origin; Sex (including pregnancy); Religious beliefs; Citizenship status; Military status; Genetic information; Sexual orientation

A

Civil Rights Act

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13
Q

Unlawful employement practices

A

“to fail or refuse to hire or to discharge any individual, or otherwise discriminate against any individual with respect to its compensation, terms, conditionals, or privileges of employment because of such individual’s race, color, religion, sex, or national origin”; or

‘to limit, segregate, or classify his employees or applicants for employment in any way which would deprive or tend to deprive any individual of employment opportunities or otherwise adversely affect his status as an employees because of such individual’s race, color, religion, sex, or national origin”

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14
Q

The disproportionate limitation or denial of employment opportunity for some protected class group that results from the use of a neutral requirement or practice that cannot be adequately justified.

A

Disparate Impact

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15
Q

The unequal treatment based on one or more protected class characteristics that result in the limitation or denial of employment opportunity.

A

Disparate Treatment

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16
Q

An employer that attempts to justify use of a protected characteristic, such as national origin, as being a _____. The law only permits such claims, but only for sex, religion, and national origin - not race or color.

A

Bona Fide Occupational Qualification (BFOQ

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17
Q

Prohibits Harassment and Discrimination Based on Age

Protects employees and applicants age 40 and older

A

Age Discrimination in Employment (ADEA

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18
Q

Americans with Disabilities Act as Amended (ADAAA)

For an Employee/Candidate to Be Protected

A

A physical or mental impairment (1. have an impairment
; 2. have a record of an impairment;

  1. regarded as having an impairment): Sleeping, walking, talking, learning, reading, normal cell growth, etc.

No significant effort can be made to determine if the impairment qualifies

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19
Q

Adjustment to application method or type of assessment used

Employer does not need to change the essential functions of the job, but may need to adjust the application and interview process

A

Reasonable Accommodation

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20
Q

Too costly or burdensome for the employer

Difficult standard to meet

A

Undue Hardship

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21
Q

Examples of Accommodation Request

A

Alternative form of application (i.e. paper)

Extension on a timed assignment

To forgo an assessment

To interview on the ground floor of the building

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22
Q

employer may refuse to hire an individual who poses a direct threat to himself or herself or to the health and safety of others.”

A

Direct Threats Concerns

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23
Q

Reasons for a labor shortage in staffing

A

Generally have less qualified applicants

KSAOs sought vs. Those available

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24
Q

Effect of technology on employment demand:

A

Elimination and Creation of Jobs

Changes in Skill requirements

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25
process and set of activities undertaken to forecast an organization's labor demand requirements and internal labor supply availabilities
Plan-based HRP
26
To determine employment gaps and to develop action plans for these gaps:
1. Determine future HR requirements 2. Determine future HR availabilities 3. Reconcile requirements and availabilities that is determine gaps (shortages and surpluses) between the 2 4. Develop action plans to close the projected gaps.
27
used to predict availabilities on basis of historical patterns of job stability and movement among employees.
Markov analysis
28
How to conduct a Trend analysis
1. Gather data on staffing levels over time and arrange in a spreadsheet with one column for employment levels and another column for time 2. Predict trend in employee demand by fitting a line to trends in historical staffing levels over time 3. Calculate period demand index by dividing each period's demand by the average annual demand     Example: January demand index= Avg. January FTE/avg. annual FTE 4. Multiply the previous year’s FTEs by the trend figure, then multiply this figure by the period's demand index
29
How to conduct a Ratio analysis
1. Examine historical ratios involving workforce size     Example: $ sales/1.0 FTE=?     No. of new customers/1.0 FTE=? 2. Assume ratio will be true in future 3. Use ratio to predict future requirements     Example: 40,000$ sales/1.0 FTE= is past ratio     Sales forecast is 4,000,000     HR requirements = 100 FTEs
30
Staffing smaller organizations
Individual managers may use judgment to make availability forecasts in work units Create an availability forecast Managers must be very knowledgeable about organizational business plans and individual employee plans
31
Improving succession planning effectiveness
Require managers time and expertise to conduct, both of which the organization must be willing to provide to those managers Must be effective performance appraisal and training development systems in place
32
As regular full-time and part-time employees of the organization, forms the bulk of most organizations workforces.
Core workforce
33
Advantages of core workforce
Stability, continuity and predictability
34
Disadvantaves of core workforce
loss of flexibility to increase, reduce, or redeploy of workforce and higher wages  
35
Temporary Employees provided by a staffing firm and independent contractors
Flex workforce
36
Advantages of flex workforce
Staffing flexibility with new technologies or demands staff new areas or projects fill in for core employees due to illness or vacations labor cost advantages
37
Disadvantages on flex workforce
legal loss of control over flexible workers (loss of supervision) Friction between Core and Flexible workers Quality of workers
38
Products or services are provided by an external source outside of the country where the organization's core operations take place  
Offshoring
39
Services of staffing firms:
Conducts recruitment, selection training, compensation, performance appraisal, retention activities for flexible workers on site supervision and management payrolling and payment of legally required insurance premiums
40
attempts to identify and describe job requirements in the form of general KSAOs required across a range of jobs; task and work context requirements are of little concern. Focus on how jobs relate to organizational strategy. Method Process Staffing implications
Competency-based job analysis:
41
Competency-based job analysis | METHOD
collect information on company strategy and use this information to determine KSAOs and behavioral capabilities needed across the organization.
42
Competency-based job analysis: | PROCESS
discuss strategy with executives to determine overall goals, then meet with division or department leaders to review how each job fits with the overall goals.
43
Competency-based job analysis: | Staffing Implications
links organizational strategy with planning process and determines broad KSAOs for selection.
44
used to assess what types of positive outcomes employees receive from performing a job. Knowing the rewards of a job can be very useful in attracting individuals to apply for, and ultimately accept, jobs in the organization.
Job rewards job analysis
45
Job rewards job analysis | METHOD
collect information from employees on preferences and outcomes of jobs and combine with preferences identified in the labor market as a whole.
46
Job rewards job analysis: | Process
develop a list of potential rewards for a job and survey job incumbents and leaders.
47
Job rewards job analysis | Staffing Implications:
provides guidance for how to develop recruiting materials and retention strategies.
48
seeks to identify and describe the specific tasks, KSAOs, and job context for a particular job. Aims to be objective and has a very well-developed body of techniques to support its implementation. Mostly rooted in documenting what employees currently do.
Job requirements job analysis
49
Job requirements job analysis | METHOD
collect information on activities performed on the job and use this information to assess needed KSAOs for each job.
50
Job requirements job analysis | PROCESS
review occupational requirements; collect data on tasks, duties, and responsibilities from incumbents and supervisors; develop job requirements matrix.
51
Job requirements job analysis | Staffing implications
documents task requirements for legal purposes and determines specific KSAOs for selection.
52
Identify and define a job’s elements and tasks precisely and then incorporate them into a job description.
Traditional job design
53
Challenges to a Traditional Job design
Jobs are constantly evolving. These changes are not so radical that a job ceases to exist, and they are often due to technological or workload changes. Need for flexibility. Flexible jobs have frequently changing task and KSAO requirements. Team-based work enhances the need for flexibility and further complicates the process of job analysis. The more open and flexible nature of work has suggested a need to identify factors that make people go beyond what is simply written in a job description. Job analyses need to take motivational factors into account.
54
the degree to which an employee identifies with and has enthusiasm for his/her work. One way to incorporate ________ is to consider it a general competency in competency-based job analysis coupled with job rewards analysis.
Measuring employee engagement
55
a grouping of jobs according to function. For example, within the community and social service job family there are categories of jobs like health workers, counselors, and social workers.
Job family
56
Differences between Competencies vs. KSAOs:
Competencies may be job spanning, meaning that they contribute to success in multiple jobs. Competencies can contribute not only to job performance but also to organizational success. :
57
an underlying characteristic of an individual that contributes to job or role performance and to organizational success.
Competency
58
inferred or derived from knowledge of the tasks and task dimensions themselves.
``` KSAO Knowledge Skills Abilities Other ```
59
a body of information (conceptual, factual, procedural) that can be applied directly to the performance of tasks.
Knowledge
60
refers to an observable competence for working with or applying knowledge to perform a particular task or a closely related set of tasks.
Skills
61
an underlying, enduring trait of the person that is useful for learning about and performing a range of tasks.
Abilities
62
catchfall category for factors that do not fit neatly into the knowledge, skill, and ability categories. They are very important for having the right personality to perform job tasks well, values and interests that are consistent with social and organizational priorities, and the specific training and experience requirements to take a job.
Other Characteristics
63
Advantages of external recruiting agencies:
Wide variety of applicants, Databases acquired over time of applicants that have been collected, Rapid access to interested individuals.
64
Disadvantages of external recruiting agencies:
Do not know as much about organization culture and can convey to possible recruits, Employees perceive that does its own recruiting is more interested in applicants and who fits with the company. 
65
Ways to improving applicant diversity:
Advertise in publications targeted at women and minorities. Endorse diversity through policy statements and recruiting materials.   Targeting older workers with flexible schedules, health and pension benefits, part time opportunities 
66
are devices used in the early stages of personnel selection to provide potential applicants with information on both positive and negative aspects of the job. 
Realistic job preview
67
advertising themes that are designed to attract a specific set of employees.
Targeted method of recruiting:
68
description is based on marketing principle, emphasizing unique features of the organization.
Branded method of recruiting:
69
Legally compliant recruiting process
Job postings- not publish job postings or advertisements that give preference to: Race, Color, Ancestry, Place of origin, Political belief, Religion, Marital status, Family status, Physical, Mental disability, Sex, Sexual orientation, Age, Check references, Ensure that no discriminatory questions are asked during the interview.
70
QuickTrip’s business model?
Added the kitchen inside the store to attract more customers.
71
Types of exempt positions
- Executive - Administrative - Learned proffesional - Creative proffessional - Computer proffessional - outside sales Annual compensation of $100,000 or more including commissions and non-discretionary bonuses
72
primary duty of management; hiring, firing, reviewing performance, directing, etc.
Executive
73
exercise independent judgment over matters of significance, including the ability to bind the organization
Administrative
74
advanced knowledge including advanced technical degree; engineering, law, medicine, education, theology, etc.
Learned Professional:
75
spends a majority of time performing work requiring imagination, invention, or originality
Creative Professional
76
Not Protected by FLSA, employees who qualify under the executive, administrative, or professional exemptions are often paid on a salaried basis and are not required to receive overtime pay
Exempt
77
Protected by FLSA, must be paid at least the current federal minimum wage rate for the first 40 hours worked in a workweek (seven consecutive 24-hour periods) and must receive an overtime rate of at least time and one-half their regular rate of pay for all hours worked over 40 in a workweek.
Nonexempt
78
Unequal treatment based on one or more protected class – Intentional
Disparate Treatment
79
seemingly neutral policy or procedure that was unintentional. Facially neutral
Disparate Impact

Staffing MGT 422 (2 decks)

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