Managing & Developing Human Resources Flashcards by Unknown Unknown

principles of conduct governing an individual or group of individuals that a person or an organization feels are important.

Ethics

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what are the six steps to ethical decision making

Stop and think
Review long term goals Determine the facts
Consider the options
Consider the Consequences
Choose

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T or F Public employees can accept directly, indirectly, whether by themselves or through their spouse or a member of their family gift, favor or service.

False

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code of ethics for local government officers or employees under jurisdiction of local finance board.

40A:9-22.5

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integrity, honesty, professionalism, and mutual respect are.

Ethical values for Public Works Managers

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Live with dignity at all times in all places
Do not accept favors, gifts, loans, contributions, services or other things of value in exchange for concessions

Integrity

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Do not claim credit for work that is not your own
Do not make false accusations or charges against an employee
Transact all official business through proper channels

Honesty

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Hold unaltered and intact all confidential information
The manager must exercise the highest professional discretion to avoid scandal

Professionalism

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Show professional courtesy towards all personnel

Mutual Respect

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Occurs when a private interest may benefit from your actions, or when a private interest could interfere with your official duties.

Conflict of interest

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T or F Most conflicts result from the exercise of discretionary authority

True

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mental conflict between moral necessities and self-control whereby obeying one would violate the other.

Ethical Dilemma

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when a personal interest comes in conflict with a public interest

Conflict of interest

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The planned and continuous effort by management to recognize and develop opportunities to improve employee competency levels and organizational performance

Human Resource Development (HRD)

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Improve competency
Increase productivity
Improve profit/Lower costs

Advantages of an HRD

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Support
Involvement
Understanding

Factors that influence an HRD

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how many types of analyses are required for a HRD

three

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> Determines where training is needed the most
Assess strategic goals

Organizational Analysis

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> Review job descriptions
Set performance standards
Manager/Employee interviews or suggestions

Task Analysis

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> Who needs to be trained
What kind of training is needed
Determine the best method of training

People Analysis

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Convincing employees of the merits of the program
Finding qualified trainers
Obtaining feedback
Monitoring effectiveness

Difficulties implementing HRD programs

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Define effectiveness

Is a result

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Define efficiency

Is a concept

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How many types of HRD programs are there

three

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>For new employees >Most prevalent type of training in the workplace >Guide new employees through adjustments to company, job and work group >Explain policies, rules, benefits, infractions, goals >Reduces employee anxiety

Orientation

>For current employees >Opportunity to implement changes that occur within organization >Refresh and promote employer expectation >Introduce new policies and procedures >Update equipment changes >Fulfill government mandated educational training

Reorientation

>For personal and professional advancement >Assists employees in developing oneself as a resource through training subjects >Writing skills >speaking skills >management skills >Encourages advancement >promote within department

Leadership development

Prevents discrimination and harassment on account of a person's gender/sex in the payment of wages. >Job content not Job title determined equality

Equal Pay Act of 1963

T or F equal pay act required employers to pay substantially equal with certain exceptions when it came to >seniority system >merit system >system based upon quantity and quality of production by employee.

True

T or F If there was inequality in wages between men and women employers can reduce the wage of either sex in order to equalize their pay

False

Prohibits discrimination and harassment based on religion, sex, color, or national origin. > covers all private, state, and local governments, and education institution with 15 or more employees

Title VII Civil Rights Act of 1964 and 1991

Title VII forbids discrimination in any aspect including.

>Hiring and firing >Compensation >Transfer >Recruitment > RICE Notice

__prohibits wage discrimination based on sex. __bars all employment discrimination in more categories, including race, color, religion, sex, and national origin.

Difference between Equal Pay Act and Title VII

Protects applicants and employees 40 years of age or older from discrimination and harassment in the workplace due to age. It does not protect employees under the age of 40 from discrimination. Applies to employers with 20 or more employees

Age discrimination act of 1967

Established an Equal Employment Opportunity Commission (EEOC) with the authority and power to investigate and if appropriate, file civil suits against employers in federal court when it found reasonable cause there had been employment discrimination based on race, sex, religion, national origin

Equal Employment Opportunity Act of 1972

Prohibits employers from discriminating and harassment against qualified individuals with dissabilities

Rehabilitation Act of 1973

Prohibits employer from discrimination and harassment against an employee based on pregnancy, childbirth, or pregnancy related conditions.

Pregnancy discrimination act of 1978

Prohibits discrimination and harassment based on a disability or a perceived disability. >provide reasonable accommodation >does not have to be severe or permanent condition >employers with 15 or more

Americans with disabilities act of 1990

>forbids discrimination based on genetic information >Family medical history is included >Any aspect of employment >Prohibits employers from buying, requesting, and requiring genetic information.

Genetic Information and Non-Discrimination Act

Entitles eligible employees of covered employers to take unpaid, job-protected leave for specified family and medical reasons with continuation of group health insurance coverage under the same terms and conditions as if the employee had not taken leave.

Family medical leave act

to be an eligible employee for FMLA you need.

1,250 hours worked previous year worked at least 12 months works for covered employer

Maximum number of weeks leave for FMLA

12 weeks

>1,000 hours previous year > No provision relating to certification of fitness to return to work. >No provision requiring spouses to share leave

NJFMLA

>Qualifying exigency leave- most common issues with military member such as deployment to sponsored functions. >Military caregiver leave- 26 weeks in 12 month period, medical treatment, therapy etc..

FMLA Military Leave

Conduct that has the purpose or effect of unreasonably interfering with an individual's work performance or creating an intimidating hostile or offensive work environment.

Harassment

When someone, or a group of people subjects you yo unwanted or unwelcome sexual conduct. >can refer to hostile environment

Sexual Harassment

>Sexually suggestive behavior >Sexual comments >Racial slurs >Derogatory comments

Examples of Harassment and Sexual Harassment

Latin term for "this for that"

Quid Pro Quo

A supervisor offer employment benefit or detriment in exchange for sexual favors or other relation ship obligations.

Quid Pro Quo Sexual Harassment

example of third party harassment

harassment by an employee toward a non-employee

negative action taken in response to an actual or perceived injury or offense.

Retaliation

Has been proven to be the most universal tool in the hiring process.

Interviewing

>interviewers often favor those who share his/her attitude >Remain unbiased and fair >prior knowledge about the applicant

Preparation for successful interview

How many ways are there to improve an interview

>Do not prejudge >Focused on the candidate and the organization >fixed set of questions

Structure the interview

>Remain positive >Trained to follow similar patterns in evaluating responses

Train the interviewers

>elaborate on job details and expectations >Provide information to the candidate

Provide candidate with detailed job information

Item by item form during the interview process.

Standardize interview evaluation form

Provides accuracy during interview evaluation process

Take Notes

Formal process in an organization whereby each employee is evaluated to determine how he/she is performing

Performance Appraisals

>Achieve goals >Enhance employee productivity >Two way feedback from employee/manager >One on one discussions

Examples of Performance Appraisals

T or F if completed correctly appraisals lead to >salary increases >terminations >promotions

True

How many basic appraisal categories are there.

three

Performance is consistent with stated requirements for the job.

Normal performance

Classification for behavior you feel is not satisfactory based on stated requirements. target for improvement

Need to improve

Classification for above average performance based on the requirements of the job.

Above expectations

how many factors distort appraisals

six

Evaluating employees against one's own values or standards and not the department standards

Leniency error

The tendencies to let the assessment of one individual trait influence the overall assessment of every trait.

Halo error

Evaluating employees based on the way the evaluator concludes them to be and not by the standards that are set.

Similarity error

The tendencies of the evaluator to give all employees an average rating, or in some cases when pressured, give all employees above average ratings.

Central tendency

The evaluator allows the employee to fill out his own appraisal sheet.

Management by objector

Keep personal feelings and views out of the evaluation process.

Implicit bias

Content and format negotiated

performance appraisal

>not negotiable >Established by employer >Reasonable according to industry standard

Performance standard

What factors are performance levels affected by

Skill, Effort, External Conditions

What are the two factors that affect employees

personal and organizational problems

What are some organizational problems that affect employees

Poor lack of equipment, limited support of employees and staff , and harassment

What are some personal problems that affect employees

alcohol, substance, illiteracy, financial/gambling, domestic abuse, stress, identify behaviors.

what are ways a manager can address performance issues.

be alert, provide time, ask broad questions, employee verbalize, explain impact, make employee aware of resources

comprehensive approach that many organizations have taken to deal with all forms of personal problems, including substance abuse, medical and financial counseling.

Employee assistance program

What is the intent of EAP

to catch a problem early and intervene before it affects employee performance

>Retention of valuable employees >Improve staff morale >Reduce absenteeism >Employee cost savings

Major benefits of EAP

Practice of training employees or imposing penalties to conduct themselves in accordance with organizational rules or standards of behavior.

Discipline

What are the four categories of disciplinary action

Attendance, on the job behavior, honesty, outside activities

Management's actions taken to correct employee behavior on the job.

Corrective action

>Seriousness of offense >Duration of the problem >Extenuating factors >Degree of socialization >History/Past Practice >Management support

Factors when using discipline

>consistent >progressive >Proper guidelines and established rules >fair and unbiased

Disciplinary action

What is the steps to a progressive discipline model.

Oral, written, suspension, dismissal

For investigating employee complaints when do you conduct an investigation.

Whenever there is a formal complaint or report of suspected misconduct or harassment.

What are the steps to conducting an employee investigation

Setting the right tone, process, interview the witness, draw conclusions and report to hr