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Human Resource Management > Test 2 > Flashcards

Test 2 Flashcards

1
Q

EEOC Time limits on filing

A

180 days:
- Must file withing 180 calendar days of the incident
- If there have been two incidents and only the most recent is within the 180-day window, then only this last incident will be included as part of the investigation
- Exception: Harassment if charge is ongoing the investigation will be go as far back as necessary
300 days:
- only if a state enforces law (discrimination)

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2
Q

Equal Pay Act of 1963

A
  • Requires that men and women in the same organization who are doing equal work must be paid equally
    -Defined equal in terms of skill effort responsibility and working conditions
  • Allows for differences in pay based on seniority, merit, quantity or quality of production
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3
Q

Lilly Ledbetter Fair Pay Act of 2009

A
  • 19 years of service with unequal pay
  • “no claim within 180 days”
  • decision reversed by congress
  • Amendment of title 7 to grant 180 day filing at last event of discrimination in case of unequal pay
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4
Q

Age Discrimination in Employment Act of 1967

A

-Prohibits discrimination against employees over the age of 40
- companies would lay off older employees
- typically higher earners and therefore more expensive

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5
Q

Employer Answer to Age discrimination in employment act

A

early retirement -> waive right to sue under ADEA

Courts honor these agreements if:
- Employees were not coerced
- Presented in a way employees could undertstand
- Given sufficient time to make a decision

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6
Q

Forecasting Labor Demand

A

Attempts to determine the supply of and demand for various types of human resources to predict areas within the organization where there will be future labor shortage and surplus:
Leading indicator, statistics (objective), intuition (subjective)

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7
Q

Leading indicator

A
  • objective measure that accurately predicts future labor demand
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8
Q

Intuition

A

Subjective assessment by those with expertise

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9
Q

Statistics

A
  • Requires quantitative data
  • Need a lengthy history to reliably detect patterns
  • Cannot account for black swans
  • normally complemented by intuition and common sense
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10
Q

Labor surplus: Downsizing

A

The planned elimination of large numbers of personnel designed to enhance organizational competitiveness
1. Reduce payroll cost
2. Replaced by machines
3. Mergers and acquisitions
4. Company relocation

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11
Q

Worker adjustment and retraining notification act of 1988

A
  • 100 or more employees
  • must provide workers with a 60 days notice of plant closing and mass layoffs
  • 50 or more employees in 30 day period; 50+ employees if 33% of workforce or 500 employees
  • No warning required if layoffs are for six months or less or hired for a temporary and completed project
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12
Q

Problems with layoffs

A
  • Loss of talent and disruption of social networks
  • Loss of morale

Lack of job security may lead to employees seek alternative employment

-oftentimes must re-hire individuals that were laid off

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13
Q

Reliability

A
  • The degree to which a measurement is free from random error
  • Can be thought of as consistency in measurement or outcomes
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14
Q

Inter item reliability

A

Asking the same thing different ways

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15
Q

Test retest reliability

A

Taking the same test or survey multiple times

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16
Q

Inter rater reliability

A

Multiple interviewers evaluate the same applicant

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17
Q

Validity

A

Defined as the extent to which a performance measure assesses all the relevant and only the relevant aspects of job performance

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18
Q

Predictive validation

A

Establish correlation between pre-employment test scores and job performance:
1. Test all applicants using some measure, instrument or scale
2. Hire some applicants and reject others
3. Measure new hire job performance at some later date
4. Correlate pre-employment test scores of each applicant with post-employment performance ratings

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19
Q

Concurrent validation

A

Establish correlation between current employees test scores and on the job performance

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20
Q

Content validation

A

Requires expert judgment to validate

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21
Q

Nondirective Interview

A
  • Applicant given maximum amount of freedom in determining the course of discussion
  • Interviewer refrains from influencing applicants’ responses
22
Q

Structured interview

A
  • Use of a structured set of questions (increases validity)
  • Same questions asked of all applicants
23
Q

Behavioral description interview

A
  • Questions about what the applicant actually did in his/her last job
24
Q

Sequential and Panel Interview

A
  • Sequential: interviewers meet one on one with each candidate
  • Interviewers compare notes
    -Panel: candidate meets with a group of interviewers (reliability +)
  • faster than sequential
25
Physical ability tests
Reliability : high Validity: Moderate criterion validity, high content validity for some jobs Generalizability: Low only physically demanding jobs Utility: Moderate, may prevent injuries or disability Legality: Must establish job relatedness; generally adverse impact on women and individuals with disabilities
26
Cognitive ability tests
Cognitive ability is positively associated with better performance across the vast majority of occcupations
27
Most common cognitive ability tests
Verbal: understand use verbal and written language Quantitative: speed and accuracy of mathematical solutions Reasoning: develop a workable solution for a complex problem
28
Five factor model of personality
- Openess to experience: curios, imaginative - Conscientiouness: dependable, organized, linked with performance - Extraversion: sociable, assertive, talkative - Agreeableness: courteous, trusting - Neuroticism: worried, anxious
29
Work samples
A test to determine whether the individual can perform the work required of the job
30
Honesty tests
- Polygraph Act 1988: banned use of lie detecting machines in most organizations
31
Drug tests
- Jobs that involve safety hazards - Administered systematically - Results reported to individual - Avenue for appeal - Rehabilitation or wellness counseling
32
Myers-Briggs type indicator
Extraversion <-> Introversion Sensing <-> Intuition (Fact vs Impression) Thinking <-> Feeling (Logical vs people oriented) Judging <-> Perceiving (Task oriented vs casual and loose)
33
Criticism of Myers Briggs type indicator
- scale is dichotomized - lacks reference to neuroticism - little retest reliability - Thinking and feeling are orthogonal
34
Macchiavellianism
- lack of morality and manipulativeness - strategic rather than impulsive
35
Psychopathy
Deficits in affect and self control
36
Narcissism
Defined by clash between a grandiose identity and underlying insecurity
37
Performance Evaluation
Most companies use an annual paper based performance review (less than 30% use an automated process) 72% of companies are somewhat satisfied to extremely dissatisfied with their performance appraisal process
38
Performance evaluation methods
Comparative approach: Compare an individual's performance to that of others in the same job Single ranking: Best to worst performer; does not stand up well in courts Forced distribution: Required percentage at the high and low ends; Bell curve Paired comparison: Comparison of each employee with all other employees in the same role
39
Performance Evaluation Methods: Attribute approach
Extent to which individuals have certain attributes believed to be desirable for the company's success
40
Performance Evaluation Methods: Behavioral approacch
-Behaviorally anchored rating scales and behavioral observation scales
41
Performance Evaluation Methods: Quality approach
- Customer orientation and prevention of errors - Customer satisfaction is the primary goal
42
Performance Evaluation Methods: 360 degree appraisals
Downward, lateral and upward Balanced scorecard Performance by objectives: - set targets and evaluate achievements - often percentage based
43
Individual biases in performance ratings
- Similarity attraction - Transient mood or affect - Distributional errors ( leniency, strictness) - Halo and horns biases - confirmation bias - Primacy-recency effects
44
SMART criteria/objectives
S-Specific M-Measurable A-Attainable R-Relevant T-Timely
45
National Labor Relations Act
Employees: - Forming or attempting to form a union in your workplace NLRA Union Membership Exclusions: - Supervisor - Independent contractor - Domestic service provider - Agricultural laborers - Federal, state or local government employee
46
Union Formation
More than 50% of the bargaining unit signs authorization cards: - Union asks management to voluntarily recognize union existence - Union is certified by NLRB if more than 50% of employees vote in favor of a union - If more than 1 union and neither obtains 50+% -> run off elections If at least 30% sign cards, and management refuses to recognize unions: - Group can the NLRB for an election - NLRB review votes - Management can challenge authenticity of votes or claim coercion
47
Union Survival: Union Shop
- New hires must join union within specified time - Must pay union dues
48
Union Survival: Agency shop
- Does not require union membership - Does require payment of union dues
49
Maintenance of membership
- No requirement of union membership - If you do join must remain a member for a certain period of time - Often the duration of the negotiated contract
50
Taft Hartley act 1947
Gave states rights to establish a Right to work -> Mandatory union membership and dues illegal Required 80 days notification of intent to strike Prohibited federal employees from striking Allowed employers to deliver some anti union messages
51

Human Resource Management (2 decks)

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