Midterm Flashcards
(123 cards)
1
Q
Illegal Discrimination
A
making distinctions that harm based on protected class
2
Q
types of discrimination:
Disparate Treatment
A
Intentionally treating a person or group unfairly
3
Q
If a man is giving time off to contest a traffic ticket but a woman is not because woman are bad drivers anyways this is an example of:
A
Disparate Treatment
4
Q
types of discrimination:
Disparate Impact
A
Unintentionally creating policy or taking action that impacts a group of people negatively.
5
Q
The Baltimore police officer written test was conducted such that black applicants were must less likely to be hired. This is an example of:
A
Disparate Impact.
6
Q
types of discrimination:
Patterns or Practice
A
Intentionally keeping actions or policies in place that have shown to have been discriminatory over a period of time.
7
Q
OUCH TEST
A
Objective
Uniform
Consistant
Job relatedness
8
Q
Use the ouch test when
A
whenever an action or decision is made regarding an employee or applicant
9
Q
OUCH
Objective
A
Based on facts, evidence and data.
Not emotion, opinion or feelings
10
Q
OUCH
Uniform
A
The same actions must be applied to similar cases.
ex:If a man is allowed time off to contest a ticket a woman must be allowed time off to contest a ticket.
11
Q
OUCH
Consistant
A
The action does not significantly effect one protected class over another- use 4/5th rule
12
Q
OUCH
Has Job Relatedness
A
Discussions about a person must be based on the job-relatedness
Ex: if your job isn’t making coffee for the office, then you can be disciplined for refusing to make coffee
13
Q
4/5th rule (FORMULA)
A
.8 * X = Y
where x is % of majority class
Y must be less than or equal to impacted class
14
Q
KSAO
A
Knowledge
Skills
Abilities
Other Attributes
15
Q
Case law emphasizes that Organizations should made decisions based on
A
KSAO
16
Q
Equal Pay At:
A
It is illegal to pay women less then men for the same job
17
Q
currently women earn _____ as men for the same job, black women earn ________
A
currently women earn .8/$1 as men for the same job, black women earn .7/$1
18
Q
Title VII of the CRA
A
It is illegal to discriminate based on the 6 protected classes
19
Q
6 protected classes of CRA
A
Race
Religion
National Origin
Sex
Family Status
Color
20
Q
Age Discrimination Act
A
It is illegal to discriminate against persons aged 40+. No mandatory retirement.
21
Q
Pregnancy Discrimination Act
A
Employers must treat pregnant employees the same as anyone else with a disability.
22
Q
Americans with disabilities act
A
requires responsible accommodation to allow an employee who can otherwise preform the essential functions of the job.
23
Q
CRA amended 1991
1.
2.
3.
4.
A
-provides compensation/damages
-protect employees in other countries
-protects against racial harassment
-prohibits race norming
24
Q
Race Norming
A
when different groups require different scores to “pass” a test.
25
Equal Employment Opportunity is determined by_______ and enforced by _______
Case Law
EEOC
26
EEOC
Equal Employment Opportunity Commission
27
EEOC Functions
1
2
3
1. Investigate and resolve discrimination case
2. compile statistical information on complaints
3. provide education and outreach programs.
28
Hostile Work Environment
hanging naked pics in your cubicle, work parties at strip clubs.
29
o Quid Pro Quo
you will only be promoted if you sleep with me.
30
Advantages of Diversity:
1.
2.
3.
4.
5.
1. creativity
2. performance
3. employee / customer benefits
4. innovation
5. divergent thinking
31
Disadvantages of Diversity:
1. Conflicts
2. Dysfunction
3. Lower group cohesion
32
Promoting Diversity:
Culture + Strategy
Organizations should have a mission statement and values that support inclusion.
There should be diversity / inclusion metrics and objectives
33
Promoting Diversity:
Benefits and Policies
HR strategy should consider each person individually and offer a wide variety of work opportunities and benefits to promote inclusion and diversity.
34
Examples of benefits the promote diversity and inclusion
1.
2.
3.
4.
1. Cafeteria style benefits
2. Flexible or alternative work benefits
3. Flex time (for parents)
4.Work sharing
35
Inclusion is voluntary and is designed to
ensure employees feel they belong
36
Diversity is voluntary, and is controlled by
organizational policy designed to get a diverse group of workers who work well and better serve a more diverse customer base.
37
EEO is federal and state law that is
narrow, with specific requirements and prohibitions
38
Affirmative Action is voluntary unless court ordered and broadly defines situations in which actions should be taken to
balance a workforce with its surroundings.
39
Promoting Diversity: Selection and Recruitment
1
2
3
4
5
6
7
1. watch for bias
2. set diversity goals
3.standardize interviews
4. control for likability
5. valid predictors
6.blind resume review
7. re-work job descriptions
40
Strategic workforce planning is a process where you
identify workforce needs and make a plan for hiring or firing based on organizational needs
41
Internal Analysis
1
2
3
1. Organizational structure
2. Organizational Culture
3. Employer Branding
42
External Analysis
1
2
3
4
1. Labor Market Trends
2. Workforce Regulations
3. Employment trends
4. Employment competition
43
Job Analysis:
A systematic analysis of jobs within an organization, work performed and working conditions
44
2 Outcomes of Job Analysis:
Job description and Job specification
45
Job description:
1
2
1. Job tasks, responsibilities working conditions
2. Tools, materials, and equipment used
46
Job Specification:
1
2
1. Listing of KSAO needed to do the job
2. Specifying WHO would be effective
47
Competency Modeling :
1.
2.
3.
4.
1.How or why does one do the job (values or purpose of the org.)
2. Top down in process- start with the why to find the who
3. Bundles of KSAO
4. Applies across multiple job titles
48
Task-Based Analysis :
1.
2.
3.
4.
1. What does one do in the job
2. Bottom-up process
3. Link to specific KSAO
4. Needed for a job description
49
Competency modeling is combined with task-based analysis when preforming a work analysis. The different between the two is that
task-based analysis decides what the person will be doing while competency modeling determines who is the best fit to do the job
50
What are the five common job analysis methods?
1. Questionnaire
2. Observation
3. Diaries
4. Interview
5. Subject matter expert
51
Job Analysis methods:
Questionnaire
asking questions to identify the functions that are a part of
a particular job using a survey
52
Job Analysis methods:
Observation
shadowing workers and logging tasks that are performed
over a period of time
53
Job Analysis Methods:
Diaries
using workers’ work logs or diaries
54
Job Analysis
methods: Interview
asking questions verbally to incumbents
55
Job Analysis methods:
Subject Matter Expert (SME)
technical conference method, using SME
panels, chosen for their knowledge of a set of jobs
56
HR Forecasting uses 2 methods in workforce planning :
Quantitative and Qualitative
57
Forecasting:
The quantitative method utilizes mathematics to
forecast future events based on historical data
58
the three types of quantitative methods are:
Trend analysis
ratio analysis
regression analysis
59
HR forecasting
trend analysis:
the process of reviewing historical items such as revenues and relating changes in those items to some business factor to form a predictive chart.
60
HR forecasting
Ratio analysis:
the process of reviewing historical data and calculating specific proportions between a business factor (such as production) and the number of employees needed
61
HR forecasting
Regression analysis:
a statistical technique that identifies the relationship between a series of variable data points for use in forecasting future variables
62
This is an example of what
Trend Analysis-
you may need to hire 230 workers to achieve 10,000 in sales
63
how to perform a ratio analysis on this data
o Average production/worker is around 301, if we expect to make 20.2 in 2021 we divide that by the average production per worker to get the number of workers needed to achieve that sales
64
This is an example of
HR forecasting regression analysis
65
How to calculate absenteeism?
number of people absent / # workers
66
how to caluclate turn over
number people leaving / # of workers
67
7 options for labor surplus
●Downsizing and layoffs
● Pay Reduction
● Work sharing
● Natural attrition
● Hiring freeze
● Retraining and transfers
● Early retirement
68
7 options for labor shortage
● Overtime
● Temporary or contract employees
● Retrain employees
● Outsourcing
● Turnover reduction
● Hire new employees
● Technological innovation
69
What are the five methods available for evaluating the recruiting process
1. Yield Ratio
2. Cost per Hire
3. Time to Hire
4. New Hire Turnover
5. New Hire Performance
70
Yield Ratio
qualified applicants / # total applicants
71
Cost per hire
total costs / # applicants hired
72
Time to hire
Time from when the position was open to when the position is filled
73
new hire turnover
Number recruits leaving / total number of new hires (usually within 3-6 months)
74
New hire performance
(average performance - new hire performance)/ average performance = % above or below average
75
Recruitment Step 1:
The target candidate pool are applicants who are ________________________________.
list 2 considerations
qualified and likely to accept the job
-Consider geography
-Consider ‘creative’ ideas (e.g., partial
retirement & part-time position)
76
Recruitment Step 1:
Job specifications drive the process. List 2 important considerations
-consider the difference between ‘qualified (minimum)’
and ‘preferred’ (don't exclude qualified candidates who do not match everything you prefer)
-Stick to KSAOs as driver
77
Recruitment Step 1:
Tools and techniques
What are 3 tools are techniques for getting the right applicants
1. Use infographics
2. Use social media- mention things about the company that make it worth working for (perks, 100 best places to work)
3. Use creative advertisement (videos)
78
Recruitment
Step 1
Step 2
Step 3
1. How we can attract the right people?
2. What is the right message to recruit the right people?
3. How can we connect messages with people?
79
Recruitment Step 2: How we can attract the right people?
Consider what messaging your applicants are receiving from your company about the job. Where are they getting this information?
Realistic Job Preview
a review of all the tasks and requirements of the job both good and bad.
80
Recruitment Step 2: How we can attract the right people?
Consider what messaging your applicants are receiving from your company about diversity and inclusion. What are 4 ways that you can do this?
1. Think like an applicant
2. Review the website- are the mission and brand clear?3. What is the genuine core message?
4. Are you linking candidate values and priorities with the job?
81
Recruitment Step 3: How can we connect messages with people?
External
social media
college campuses
job boards
head hunters
82
Recruitment Step 3: How can we connect messages with people?
Internal recruiting
Employee referrals
promotions
83
A SWOT analysis is a framework for identifying and analyzing an organizations:
Strengths
Weaknesses
Opportunities
Threats
84
When developing HR strategy, it is important to consider the internal environment
1. T__________________t
2. L__________________p
3. C__________________r
4. D___a & A________cs
5. R______ & D______
8. S__________________r
7. P_____ts & S_____e
8. P_________________s
9. T__________________y
Talent
Leadership
Culture
Data & Analytics
R&D
Structure
Products and services
Processes
Technology
85
When developing HR strategy, it is important to consider the intern external environment
1. G__________________t
2. E__________________y
3. T__________________y
4. S__________________y
5. C__________________s
6. S__________________s
7. L_______r F________E
8. S__________________s
9. C_________________n
Government
Economy
Technology
Society
Customers
Shareholders
Labor force
Suppliers
Competition
86
Business Strategy utilizes an analysis of the __________ and _____________ environment to inform ways of creating sustainable ___________________ _____________________.
Strategy: utilizes an analysis of the internal and external environment to inform ways of creating sustainable competitive advantage.
87
Strategy is captured in the
1
2
3
vision
mission statement
objectives
88
Vision
What the organization expect to become at a particular point in the future
89
Mission Statement
a statement laying out expectations of what the organization is going to do to become the organization that was envisioned.
90
Cost leadership Focuses on
lowering cost of goods and services
Walmart
McDonalds
91
Cost leadership implications for HRM
1
2
3
1. Maximize employee efficiency and effectiveness
2. Highly specialized jobs
3. Requires employees to repeat the same task
92
Differentiation focuses on creating an impression of difference in the minds of consumers
an impression of difference in the minds of consumers
Apple
Tesla
93
Differentiation Implications for HRM
1
2
3
1. Maximize employee flexibility and adaptability
2. Cross-functional teams
3. Innovate and try new processes in uncertain environments
94
Example of focus or Niche
Pepsi or coke
95
Identify the 3 major components of organizational structure.
Complexity
Formalization
Centralization
96
3 major components of organizational structure.
Complexity is the degree to which three types of differentiation exist within an organization
1
2
3
Horizontal
Vertical
Spatial
97
Complexity is the degree to which three types of differentiation exist within an organization
Horizontal:
How many different departments
98
Complexity is the degree to which three types of differentiation exist within an organization
Vertical:
How many layers are there from the top to the bottom
99
Complexity is the degree to which three types of differentiation exist within an organization
Spatial
deal with the physical space between parts of an organization
100
3 major components of organizational structure
Formalization
The degree to which jobs are standardized within an organization
101
3 major components of organizational structure
The degree to which decision-making is centralized
102
Company culture:
Levels of culture
1
2
3
1. Behavior
2. Values / beliefs
3. Assumptions
103
Company culture:
Cultural Artifacts
H_____o
S_______y
S________n
C__________y
S___________l
Heros: Steve Jobs
Stories: Toms shoes
Slogans : Im Lovin it
Ceremonies: Bike trip with CEO
Symbols: Mary Kay Pink Car
104
Strategic Management Process Model:
The success of the strategic management process depends largely on the extent to which the HRM function is involved. The mission, goals, and strategic choice, along with an external and internal analysis, encompass the strategy formulation that precedes strategy implementation. HR needs shape the HR practices based on HR capabilities and actions that ultimately determine the firm’s performance.
105
HRMS are database management systems that manipulate data that influence organizational performance . They track
1
2
3
4
5
1. Attendance and leave tracking
2. Job pay and history
3. Job descriptions
4. Appraisal scores and review date tracking
5. Benefits enrollment and tracking
106
HR analytics: the process of accessing and analyzing data to gain insight into _______________________.
trends or patterns within an organization
107
Identify how HR can impact the company’s bottom line and stakeholders and how HR can evaluate the impact.
o Review the Patagonia case
For the past 5 years turnover among Patagonia employees who use its childcare program is 25% lower than its overall workforce.
108
Strategic management has two distinct phases:
Strategy formulation: Strategy implementation:
109
Strategy implementation:
The organization follows through on the strategy that has been chosen. This includes structuring the organization, allocating resources, ensuring that the firm has skilled employees in place, and developing reward systems that align employee behavior with the strategic goals. This process entails a constant cycling of information and decision-making.
110
Strategy formulation
Strategic planning groups decide on a strategic direction by defining the company’s mission and goals, its external opportunities and threats, and its internal strengths and weaknesses.
111
* Identify the HRM’s four critical dependent variables that managers must control
112
HR Management 4 critical dependent variables:
Productivity
Absenteeism
turnover
engagement
113
I’m fed up with management continuing to lay off employees and expecting the rest of us to do their work to maintain production quotas
Productivity
114
Most of us don’t really like management, so we only do enough work to stay out of any trouble with the boss
engagement
115
I got tired of the poor management, so I left for a better job
Turnover
116
Of course I take all my sick days, if I don’t I’ll lose them.
Absenteeism
117
4 major HRM skills
Technical
Interpersonal
Conceptual
business
118
4 major HRM skills:
Technical
The ability to use methods and techniques to perform a task
119
4 major HRM skills:
Conceptual
the ability to evaluate a situation, identify alternatives and make a decision
120
4 major HRM skills:
Interpersonal
the ability to understand, communicate, and work well by developing effective relationships
121
4 major HRM skills:
business skills
analytical and quantitative skills
122
What is evidenced based HR
Making decisions based on conscientious, explicit, judicious use of best available evidence from multiple sources.
123
What are the 6 steps to evidenced based HR
1. Ask: turn the problem into an answerable question
2. Acquire: search for evidence
3. Appraise: judge evidence
4. Aggregate: pull together evidence from other sources
5. Apply: incorporate evidence into decision making
6. Asses: evaluate the outcome of the decision
