Final Flashcards
(130 cards)
1
Q
Prior to World War II, human resources (also known as personnel) had been a strictly __________ function responsible for hiring and firing, compensation, payroll, and benefits.
A
Administrative
2
Q
Until the emergence of strategic HR, most companies treated employees as expenses and leadership as a _____________.
A
Found attribute
3
Q
The second wave of strategic HR was accompanied by the advent of
A
Increasingly sophisticated enterprise resource planning (ERP) technologies
4
Q
HR actions and outcomes that help execute the firm strategy, demonstrate alignment with that strategy, motivate strategically behavior by employees, and directly serve the implementation of a firm’s strategy
A
Strategic deliverables
5
Q
To consolidate the__________side of HR, businesses have shifted traditional HR functions to intranet driven self-service platforms or call centers, or outsource them altogether, with the goal of streamlining the remaining HR department.
A
Tactical
6
Q
In contrast to temporary or contract employees, regular employees tend to _______________ that require long periods on the job with the firm.
A
“ soak up” the sort of firm capital, for example, networks of contacts within the firm
7
Q
The development of strategic human resources management was significantly enhanced by the emergence of information technologies allowing for the creation of _______________ to display key performance measures in real time.
A
The online HR dashboard
8
Q
With implementation of ERP systems, top management meetings are frequently driven by _______________.
A
Real-time business numbers
9
Q
Information technology has helped address a significant barrier to of strategic human resource management, namely __________.
A
Measuring and communicating the business impact of HR decisions
10
Q
As a rule of human resource professionals has evolved beyond a purely administrative function, it has become increasingly necessary for HR professionals to acquire skills similar to _________________.
A
those of general managers
11
Q
Most HR professionals in general managers tend to agree that one of the most important skills they need to develop is _______________.
A
How to think strategically
12
Q
T/F Organizations have typically viewed HR is a low risk return function whose contribution could easily be measured by quantifiable benchmarks like total compensation, employee turnover, cost per hire, and employee attitudes.
A
True
13
Q
T/F In the mid-1990s, the General Electric Company launched the first corporate University
A
False (1950’s)
14
Q
T/F HR cannot be strategic without first providing high-quality administrative delivery of employment related transactions.
A
True
15
Q
T/F The good news about strategic HR present there is “one – size – fits – all – solution” using EAP technologies
A
False
16
Q
Conventional selection practices are geared toward hiring employees whose ____________ provide the greatest fit was clearly defined requirements of specific jobs.
A
Knowledge, skills, and abilities (KSAs)
17
Q
The basics assumptions of _______________ organizations are that individuals cannot be trusted to manage their own behavior.
A
Bureaucratic
18
Q
Whereas personality tests provide organizations with information about applicants, _______________ provide applicants with information about organizations
A
Realistic job previews (RJPs)
19
Q
A _______________________ outlines the job responsibilities, reporting relationships, hours, compensation, and credentials needed.
A
Job description
20
Q
___________________ validity is the extent to which the selection procedure predicts on-the-job success.
A
Criterion related
21
Q
_________________ refers to situations in which the employee fails to use reasonable care in hiring an employee who then commits a crime while in his or her position in the organization.
A
Negligent hiring
22
Q
The ______________________ provides a listing of the minimum acceptable qualifications that an employee must possess to perform the job adequately. It is used during the recruiting process.
A
Job specification
23
Q
T/F The use of multiple screening methods, raters, and criteria have long been recommended by researchers as the best approach to hiring.
A
True
24
Q
T/F If you never hire from within, you won’t be able to develop an organizational culture that attracts talented people seeking a promising future within your organization.
A
True
25
T/F Structured interviews are more appropriate for positions but do not require much judgment or creative thinking.
True
26
T/F Or cognitive ability tests have high criterion related validity; they also are highly vulnerable to claims of adverse impact.
True
27
Under title VII of the Civil Rights Act, organizations are required to _____________accommodate employees’ religious obligations.
make a reasonable effort to
28
The Age Discrimination Act prohibits discrimination against people _____years of age and older.
40
29
Under the Americans with Disabilities Act employers are required to accommodate all employees _________________.
who have a physical or mental impairment that substantially limits one or more major life activity
30
_______________ occurs when members of a protected group or are evaluated by different standards
Disparate treatment
31
Once a ____________ case of discrimination has been established, it becomes the employer's responsibility to demonstrate that the organization did not violate the law.
prima facie
32
Generally speaking, a human resource procedure becomes discriminatory when the selection rate of one group is less than _____________ per cent of the selection rate of the group with the highest selection rate.
80
33
The Pregnancy Discrimination Act recognizes pregnancy, as a ____________and requires that pregnant women not be treated differently than other employees in a similar circumstance.
temporary disability
34
T/F As long an organization's practices do not violate EEO law, is left up to the organizations management to decide how best to recruit and just generally manage employees.
True
35
T/F In the US, many states and localities have passed EEO legislation that offers employees lesser protection than federal law.
False
36
T/F US companies with offices or plants in foreign locations must comply with both US and host country EEO requirements in their overseas locations.
True
37
T/F Employers find compliance was equal employment opportunity law difficult because the law was written to be intentionally general.
True
38
Under the family medical leave act, employers may require that employees use up all of their accrued vacation time or personal or sick leave before taking unpaid leave.
True
39
Performance appraisals are conducted for a variety of administrative and _______________purposes.
developmental
40
______________ error occurs when the reader signs ratings on the basis of the global impression of the employee as either good or poor performer.
Halo
41
In _____________ rating methods, raters evaluate performers on underlying characteristics such as dependability, ability to work with others, and leadership.
trait
42
When designing a ____________ performance appraisal system, an organization will ask supervisors and other organizational experts to reach a shared consensus on what constitutes good, average, and poor performance on a particular job.
BARS
43
___________ are the wide array of organizational characteristics that can positively or negatively influence performance. They include quality materials, quality of supervisor, and other factors.
System factors
44
A realistic discussion of performance appraisal must recognize that organizations are ____________entities.
political
45
The article entitled “Big Data, Trying to Build Better Workers" introduced you to the emerging discipline of ______________
workforce science
46
T/F In performance appraisal, a contrast occurs when the raters evaluation of an average employee is boosted after rating a poor employee, or lowered after rating an excellent employee.
True
47
T/F MBO type appraisal systems are not easily used for many administrative decisions, because employees are not evaluated on a common scale.
True
48
T/F General Electric Company became widely recognized under the reign of Jack Welch for its commitment to trait-based performance appraisal.
False
49
Because salary and benefits are generally based on _______________ and not job performance, they play a limited role in employee motivation.
organizational membership
50
In an Employee Stock Ownership Plan (ESOP), the company contributes shares of its stock to a _____________.
trust
51
Many studies strongly suggest that __________________undermines teamwork, encourages a short-term focus, and leads people to believe that pay is unrelated to performance.
individual incentive pay
52
____________________, derived from work with laboratory animals, is indirectly responsible for such programs as piece-work pay for factory workers, stock options for top executives, special privileges accorded to Employees of the Month and commissions for salespeople.
Behaviorist theory
53
Behaviorist theory
derived from work with laboratory animals, is indirectly responsible for such programs as piece-work pay for factory workers, stock options for top executives, special privileges accorded to Employees of the Month and commissions for salespeople.
54
__________________ are job attributes that provide the basis for evaluating the relative worth of jobs inside an organization. They must be work related, business related, and acceptable to the parties involved.
Compensable factors
55
Compensable factors
are job attributes that provide the basis for evaluating the relative worth of jobs inside an organization. They must be work related, business related, and acceptable to the parties involved.
56
T/F Under the FLSA Non-exempt jobs include most executives, administrators, professionals, and outside sales representatives.
False
57
T/F Technology is now available that monitors employee performance in non-manufacturing jobs on an ongoing basis-and ties that performance to an incentive pay system.
True
58
T/F Labor rates and labor costs are the same thing.
False
59
T/F Deferred compensation programs include stock option plans and pension plans.
True
60
T/F The most effective way to motivate people to work productively is through individual incentive compensation.
False
61
T/F _____________________is the determination of terms and conditions of employment through negotiation between an employer and a representative of the employer’s employees acting collectively as a group.
Collective bargaining
62
Collective bargaining
is the determination of terms and conditions of employment through negotiation between an employer and a representative of the employer’s employees acting collectively as a group.
63
In economic terms, the value of the employment relationship will be sufficient for the employer to maintain it when the employee’s __________________, the additional revenue produced from an additional unit (hour) of that employee’s labor is at least sufficient to cover the employee’s compensation.
marginal revenue product
64
The __________, an arrangement between an employer and a union under which only members of the union may be hired was made illegal by the Taft-Harley Act of 1947.
closed shop
65
closed shop
an arrangement between an employer and a union under which only members of the union may be hired was made illegal by the Taft-Harley Act of 1947.
66
A ___________ is allegation by an employee that collective bargaining contract has been violated.
grievance
67
Right-to-work is used to describe state laws which ban _______________ by forbidding the negotiation of collective bargaining agreements making employment conditional on membership or non-membership in a labor union authorized by a majority of employees in a secret ballot election.
union security agreements
68
T/F To be effective, collective representation requires, at times, a willingness to subordinate the interests of the individual worker to the interests of the collectivity of workers.
True
69
T/F In the US, corporations have generally been viewed as legal individuals, with, for the most part, the same panoply of individual rights possessed by persons.
True
70
T/F Like unions in the United Stats, labor unions across Europe must win elections in order to exist and negotiate with management.
False
71
T/F Walmart is the world’s largest unionized employer.
False
72
T/F Despite concerns raised by skeptics of unionism and collective bargaining, all developed, industrialized, democratic countries have created collective bargaining systems.
True
73
Adverse Impact
The enforcement agencies will generally regard a selection rate for any group which is less than four fifths (4/5), or eighty percent of the rate for other groups, as constituting evidence of adverse impact.
74
Applicant flow record
records completed voluntarily by a job applicant and used by an employer to obtain information and data which might be viewed as being discriminatory if it is included on an application form.
75
records completed voluntarily by a job applicant and used by an employer to obtain information and data which might be viewed as being discriminatory if it is included on an application form.
Applicant flow record
76
Affirmative Action
the estimated effectiveness of proposed affirmative action is generally projected in "goals and time tables.
77
Bona Fide Occupational Qualification (BFOQ)
A defense provided for in Section 703(e) of Title VII which an employer can raise to justify an employment practice which would otherwise be unlawful because of its discriminatory impact. Examples are the requirement that an actress playing the part of a woman be a woman or that a minister of a particular religion be a member of that particular religion. Age may be a BFOQ. Race may not.
78
Business Necessity
A major judicial defense for an employment practice which operates to exclude individuals on the basis of sex or minority status. The test is whether there exists an overriding legitimate business purpose such that the practice is necessary to the safe and sufficiently compelling to override any racial impact; the challenged practice must effectively carry out the business purpose it is alleged to serve; and there must be available no acceptable alternative policies or practices which could better accomplish the business purpose
79
Conciliation
process by which EEOC attempts to settle a complaint of discrimination through agreement with the respondent after a finding of reasonable cause and before bringing a civil action. The normal result of a successful conciliation is that the charging party is hired, reinstated, and given back pay and/or other compensation, while the respondent receives the charging party's and EEOC's undertaking not to pursue the matter any further. The conciliation agreement also ordinarily contains a clause indicating that signature of it constitutes no admission nor finding by any party that unlawful discrimination did or did not occur.
80
Effective Labor Market
The labor market, measured geographically and by characteristics of the qualified potential applicants, from which an employer actually draws applicants and employees, as distinct from the labor market from which an employer hopes or attempts to draw applicants. The distinction is important where the representation of minorities or women varies between the two labor markets.
81
Employment Practice
as used by compliance agency personnel, an employment practice is any test, educational requirement, job qualification, application or other form, interviewing system, applicant processing procedure, recruitment program, or any other function of the employer's entire employment system which operates as a screening device
82
Goals and Timetable
Numerical projections and employer makes of the representation minorities and women are likely to achieve i positions in which they have been underutilized, if the employer applies good-faith effort to assure that all aspects of the employer's affirmative action plan are made to work. Not quotas.
83
Guidelines
Documents published by various compliance agencies for the purpose of clarifying provisions of a law or regulation and indication how an agency will interpret its law or regulation. Sometimes guidelines have the effect of a regulation, sometimes not
84
Skills inventory
a profile describing the skills and talents of each employee and important component of the HRIS.
85
a profile describing the skills and talents of each employee and important component of the HRIS.
Skills inventory or Replacement Chart
86
Trend projections
a method of long-range forecasting in which employment levels are associated with projected levels of business activity. Techniques extend from simple linear extrapolations to sophisticated regression analysis.
87
Work-load analysis
a method of short-term forecasting in which the number of employees is identified by computing how many employee hours will be needed to produce the output the organizations requires.
88
Unit demand
a long range forecasting method based upon the pooled estimates of each unit manager.
89
Assessment center
An appraisal approach that requires employees to participate in a series of activities similar to those they might encounter in an actual job.
90
Attrition
a reduction in the number of employees resulting from turnover.
91
Availability forecast
A process of determining whether a firm will be able to secure employees with the necessary skills from within the company, from outside the organization, or from a combination of the two sources.
92
A process of determining whether a firm will be able to secure employees with the necessary skills from within the company, from outside the organization, or from a combination of the two sources.
Availability forecast
93
Behavior description interview
A structured interview that uses questions designed to probe an applicant's past behavior in specific situations.
94
Behavior modeling
A training method that utilizes live demonstrations or videotapes to illustrate how managers function in various situations for the purpose of developing interpersonal skills.
95
Behaviorally anchored rating scale (BARS) method
A performance appraisal method that combines elements of the traditional rating scale and critical incidents methods.
96
Concurrent validity
A validation method in which test scores and criterion data are obtained at essentially the same time.
97
Construct validity
A test validation method to determine whether a selection test measures certain traits or qualities that have been identified as important in performing a particular job.
98
A test validation method to determine whether a selection test measures certain traits or qualities that have been identified as important in performing a particular job.
Construct validity
99
Criterion-related validity
A test validation method that compares the scores on selection tests to some aspect of job performance as determined, for example by performance appraisal.
100
A test validation method that compares the scores on selection tests to some aspect of job performance as determined, for example by performance appraisal.
Criterion-related validity
101
Critical incident method
A performance appraisal technique that requires a written record of highly favorable and highly unfavorable employee work behavior specifically associated with key or critical elements of the job.
102
Cutoff score
The test score below which an applicant will not be considered further for employment.
103
Dual career path
Creation of a alternative career path for technical specialists and professionals who can, and should be allowed too, continue to contribute significantly to a company without having to become managers.
104
Forced choice method
A performance appraisal technique in which the rater is given a series of statements about an individual and indicates which items are the most or least descriptive of the employee.
105
Forced distribution method
An appraisal approach in which the rater is required to assign individuals in a work group to a limited number of categories similar to a normal frequency distribution.
106
Halo error
The perception by an evaluator that one factor is of paramount importance
and as a consequence other performance indicators are biased in a positive direction.
107
Human resource planning
ncludes forecasting future needs for employees of various types; projecting human resource supplies; comparing needs with supplies and proposing actions either to fill the shortage or eliminate the surplus.
108
In-basket simulation
simulation in which the a participant is asked to establish priorities for handling a number of business papers, such as memoranda, reports, and telephone messages, that would typically cross a manager's desk.
109
Job analysis
systematic collection, evaluation, and organization of information about the content of a job. Used to produce a job description or a job specification.
110
Job design
A process of determining the specific tasks to be performed, the methods used in performing these tasks, and how the job relates to other work in an organization
111
Outplacement
a planned program by the organization to help terminated employees find suitable employment following a downsizing.
112
Management by objectives (MBO)
A philosophy of management that emphasizes the setting of agreed-on objectives by superior and subordinate managers and the use of these objectives as the primary basis of motivation, evaluation, and self control.
113
Paired comparison
A variation of the ranking method of performance appraisal in which the performance of each employee is compared with that of every other employee in the particular group.
114
Plateauing
A career condition that occurs when an employee's job functions and work content remain the same because of a lack of promotional opportunities within the company.
115
Predictive validity
A validation method that involves administering a selection test and later obtaining the criterion information.
116
Split-halves method
A means of determining the reliability of a selection test by dividing the results into two parts and then correlating the results of these two parts.
117
Strategic planning
a planning process at the strategic apex that includes defining the organization's purpose and overall direction.
118
Structured interview
A process in which an interviewer consistently asks each applicant for a particular job the same series of job-related questions.
119
Authorization cards
A key part of the unionization process under provisions of the National Labor Relations Act. Once a minimum of 30% of eligible employees have sighed authorization cards the NLRB will conduct a secret ballot election to determine if the employees have decided to form into a labor union for purposes of collective bargaining.
120
Business agent
Paid representative of a local union who handles its grievance actions negotiations with employers, enrolling of new members, and other membership and general business affairs. Sometimes called a walking delegate.
121
Concerted activities
Activities undertaken jointly by employees for the purpose of union organization, collective bargaining, or other mutual aid or protection. Such activities are "protected" under the NLRA.
122
Constructive discharge
A form of discrimination that occurs when intentional unfavorable treatment is conducted against an employee marked for discharge so that employee will "voluntarily" resign.
123
Economic strike
strike not caused by unfair labor practice of an employer.
124
Good-faith bargaining
The parties are required to meet at reasonable times and to confer in good faith with respect to wages, hours, and other terms and conditions of employment. But neither party is required to agree to a proposal or to make concession. Failure to reach agreement after good faith bargaining is likely to result in an economic strike.
125
Distributional errors
decrease in performance appraisal validity that results from a rater’s tendency to use only one part of the rating scale a) Leniency occurs when a rater assigns high ratings to all employees, b) Strictness occurs when a manager gives low ratings to all employees. c) Central tendency reflects that a manager rates all employees in the middle of the scale.
126
360 degree appraisals
a performance appraisal technique that consists of having multiple raters (boss, peers, subordinates, customers) provide input into a manager’s evaluation.
127
System factors
a wide array of organizational characteristics that can positively or negatively influence performance. System factors include quality materials, quality of supervisor, and other factors.
128
Strategic congruence
the extent to which the performance management system elicits job performance congruent with the organization's strategy, goals, and culture.
129
Performance management
the process through which managers ensure that employees’ activities and outputs are congruent with the organization's goals. The performance management system has three parts: defining performance, measuring performance, and feeding back performance information.
130
Objectives
the results of specific activities or outcomes to be achieved over a stated time. Well-formulated objectives are specific, measurable, attributable, realistic, time-limited statements of intention (a.k.a., SMART).
