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Managing Human Capital > Managing Human Capital > Flashcards

Managing Human Capital Flashcards

(82 cards)

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1
Q

Strategic Risk

A

Affect business strategy

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2
Q

Operations Risk

A

Impact orgs ability to execute business strategy

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3
Q

Financial Risk

A

Affects org workforce costs and productivity

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4
Q

Compliance Risk

A

Government regs (legal - not necessarily ethical)

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5
Q

Virtue Standard

A

Consistent with certain ideal virtues including civility, compassion and benevolence

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6
Q

Fairness Standard

A

Treats all people equally or at least fairly

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7
Q

Utilitarian Standard

A

Good or evil

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8
Q

Rights Standard

A

Protects the moral rights of everyone involved

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9
Q

Common Good Standard

A

Shows respect and compassion for everyone

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10
Q

Entrepreneurial Culture

A

Emphasizes creativity, innovation and risk taking

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11
Q

Beureaucratic Culture

A

emphasizes formal structures and the correct implementation of organization procedures, norms and rules. Commonly asociated with consistency and high ethical standards

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12
Q

Consensual Culture

A

emphasizes loyalty and tradition and encourages employees to stay with the organization for a long time

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13
Q

Competitive Culture

A

emphasizes competitive advantage and market superiority

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14
Q

National Labor Relations Act of 1935

A

Right to unionizeFai

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15
Q

Fair Labor Standardds Act (FLSA) of 1938

A

Minimum wage and overtime rules

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16
Q

Equal Pay Act of 1963

A

Prohibits wage discrimination on the basis of sex

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17
Q

Title VII of the Civil Rights Act of 1964

A

Prohibits discrimination based on race, color, religion, sex or national origin

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18
Q

Age Discrimination in Employment Ace (ADEA) of 1967

A

Potects people over 40

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19
Q

Rehabilitation Act of 1973

A

Prohibits discrimination against disability

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20
Q

Vietnam Era Veterans’ Readjustment Assistance Act of 1974 (VEVRAA)

A

Prohibits discrimination and requires affirmative action for disabled and other categories of veterans

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21
Q

Pregnancy Discrimination Act of 1978

A

Prohibits discrimination on the basis of pregnancy, childbirth or related medical conditionsCo

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22
Q

Consolidate Omnibus Budget Reconciliation Act (COBRA) of 1986

A

At least 4 employees must verify employment eligibility

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23
Q

Worker Adjustment and Retraining Notification Act (WARN) of 1988

A

Prohibits discrimination of osmeone having a disability; fair treatment and reasonable accomodation

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24
Q

The Uniformed Services Employment and Reemployment Rights Act (USERRA) of 1994

A

Military are entitled to return to civilian employment

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25
Family Medical Leave Act of 1993
Requires leave and job-return; must have 50 employees
26
Genetic Information Nondiscrimination Act of 2008
Prohibits discrimination based on resutls of genetic testing
27
Quid Pro Quo
unwanted verbal or physical conduct as a condition of employment
28
Hostile Environment
unwanted verbal or physical conduct that creates a bad environment
29
Stereotyping
believing that everyone in a particular group shares certain characteristics or abilities or will behave in the same way
30
Prejudice
outright bigotry
31
Ignorance
being unaware of all requirements of employment law
32
Perception of loss
Believing one will "lose out" on future employment opportunities by hiring more diverse people
33
Policy
guiding principle used to set direction
34
Procedure
way of accomplishing something
35
Sourcing
Identifying qualified individuals in a labor market; uses analytical skills to generate leads
36
Recruiting
Affect number or type of people willing to apply for and accept jobs; identified by sourcing
37
Person-organization fit
fit between individual's values, attitudes and personality and the organization's values, norms and culture
38
Person-group fit
the match between the person and his or her workgroup and supervisor
39
Person-job fit
fit between a person's abilities and the job's demands and the fit between a person's needs and motivations and the job's attributes and rewards
40
Case Interview Question
business situation, challenge or problems and asked to present a solution
41
Situation Interview Question
hypothetical situation; not about past behavior
42
Behavioral Interviewe Question
Gain insight from past behavior
43
Procedural Fairness
Perceived fairness of the policies and procedures used to determine outcomes
44
Distributive Fairness
Fairness in the outcomes
45
Interaction Fairness
Fairness of interpersonal treatment
46
Needs assessment in training development
1st Step: creates foundation for effective training
47
Learning objectives in training development
Identify desired learning outcomes
48
Design in training development
develop content, learning methods, materials and setting and instructors trained
49
Implementation in training development
training program implemented
50
Evaluation in training development
collecting information to make decisions around adopting or improving a set of activities
51
Kirkpatrick - Reaction
How participatns felt; feedback forms and surveys
52
Kirkpatrick - Learning
Change in participants' knowledge, skills, behiavior or attitude; pre and post test or assessments; observation, simulation, interviews
53
Kirkpatrick - Behavior
Extent to which what is learned in training is used; long-term observation; sustainability of behaviors
54
Kirkpatrick - Results
business impact; performance appraisal & ROI analysis
55
Personal Standard Bias
What you beleive should be the standard
56
Contract effect bias
determination is made by comparing the target employee with someone else
57
First Impression Bias
Initial judgements influrence later assessments
58
Recency Effect Bias
recent events are given a disproportionately large influence on the rating
59
High potential error bias
When potential is confused with performance
60
Halo effect bias
When one positive factor influences other areas of performance
61
Horns effect bias
When one negative factor influences other areas of performance
62
Similar to me effect bias
when high ratings are given to someone perceived as similar to the rater
63
Leniency Error Bias
high rating given to all employees regardless of performance
64
Central Tendancy Bias
Rating all employees in the middle of the scale
65
Stereotyping bias
Everyone in a group shares certain characteristics or will behave in the same way
66
Opportunity bias
Ignoring of factors beyond the employee's control that influence their performance
67
NLRA of 1935: Wagner Act
Right of nonmanagerial employees to join unions nad bargain colelctively
68
Railway Labor Act
For airlines and railroads; keeps airlines and railroads moving
69
NLRA of 1947: Taft-Hartley Act: Extended Wagner Act
Prohibited secondary boycotts; prohibited union shops and closed shopes that forced union membership; enabled employees to choose not to join a union
70
Labor Management Reporting and Disclosure Act of 1959: Landrum-Griffin Act
Outlined bill of rights for union members and established procedure of elections etc
71
Closed Union Shop
Employs only poeple who are already union members (Taft-Hartley Labor act made illeggal)A
72
Agency Union Shop
Requires nonunion workers to pay a fee to the union
73
Open Union Shop
Does not discriminate based on union membership
74
Strike
Members refuse to work
75
Boycott
Members don't buy firm's products
76
Lockout
Management keeps employees away and uses management staff or replacements instead
77
Drivers of Attraction
Competitve base pay, job security, career advancement opportunities
78
Drivers of Retention
base pay/salary. career advancement, trust in senior leadership
79
Drivers of Engagement
Intereste in employee well-being, understanding org goals and objectives, reasonable workload and healthy work/life balance
80
Affective Commitment
Employees stay because they want to
81
Normative Commitment
Employees stay becuase they feel they should
82
Continuance Commitment
Employees stay because they feel they have to

Managing Human Capital (1 decks)

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