Master Collection2 - C202
interest arbitration
resolves disputes over the terms of a collective bargaining agreement currently being negotiated
extrinsic reward
reward with monetary value
nonfinancial compensation
rewards and incentives given to employees that are not financial in nature including intrinsic rewards received from the job itself or from the work environment
nonfinancial compensation
rewards and incentives given to employees that aren't financial in nature
pay for performance programs
rewards employees based on some specific measure of their performance
skill-based pay
rewards for employees based on the range and depth of their knowledge and skills. effort and coop w/supervisor limited ability, partial proficiency, full competence
wellness incentives
rewards for engaging in healthy behavior or participating in wellness programs
recognition awards
rewards for specific achievements like tenure with the organization, helping a coworker or attendence
Weingarten rights
rights that guarantee employees the right to union representation during investigatory interviews by the employer
OSHA standards
rules describing the methods employers must legally follow to protect their workers from hazards
job offer elements
salary, sign-on bonus, relocation exp, benefits, job specific elements
flextime
scheduling option that lets employees decide when to work within parameters
resume databases
searchable database of prescreened resumes
organizational design
selecting and managing aspects of organizational structure to facilitate organizational goal accomplishment
Kinesthetic:
sensory modality: learning by doing
Auditory
sensory modality: learning by hearing
Visual
sensory modality: learning by seeing
Tactile
sensory modality: learning by touching
open skills
sets of principles that can be applied in many different ways
open shop
shop that does not discriminate based on union membership in employing or keeping workers.
closed shop
shop that exclusively employs people who are already union members. Taft-Hartley Act made this illegal.
agency shop
shop that requires nonunion workers to pay a fee to the union for its services in negotiating their contracts
written standards of ethical conduct, ethics training, providing a way for seeking ethics related advice or info, providing a way to report misconduct anonymously, disciplining employees, evaluating ethical behavior
six elements of a complete ethics program
cumulative trauma disorders
skeletal and muscle injuries that occu when the same muscles are used to preform tasks repetitively
hackman & oldman 5 chars on which jobs differ
skill variety task identity task significance autonomy task feedback
competency-based pay
skill-based pay for professional jobs
closed skills
skills performed similarly or exactly like they are taught in training
applicant tracking system
software that helps manage the recruiting process
active job seeker
someone actively looking for information about job opportunities
semi-passive job seeker
someone at least somewhat interested in finding a new job but inconsistently looks for one
passive job seeker
someone not actively looking for a new job but who could be tempted by the right opportunity
codes of conduct
specifies expected and prohibited actions in the workplace and gives examples of appropriate behavior
Standards
specifies the level of results considered acceptable
what emp can do
staffing training
wage rate compression
starting salaries for new hires exceed the salaries paid to experienced employees
bottom-up judgmental forecasting
starts with lower-level managers' estimates of the firm's future talent needs.
right to work laws
state laws that prohibit union shops in which all workers in a unionized workplace must join the union and pay dues
continuance commitment
staying with an organization because of perceived high economic and/or social costs involved with leaving
avoidance strategy
strategy in which management engages in lawful or unlawful efforts to prevent a union from forming or seeks the decertification of an existing union
collaboration strategy
strategy that relies heavily on labor relations to pursue an interest-based approach to problem solving
compliance strategy
strategy that relies heavily on the application of labor law to enforce the rights and obligations created by statute and by contract
economic strikes
strike over disputes regarding wages or benefits
unfair labor practice strikes
strike protesting illegal employer activities
jurisdictional strikes
strikes affirming members' right to certain job assignments and protest the work assignments to another union or to unorganized employees
recognition strikes
strikes intended to force employers to recognize unions
formal socialization
structured socialization using specifically designed activities and materials awayfrom the work setting
job classification method
subjectively classifies jobs into an exiting hierarchy of grades and categories
ranking methos
subjectively compares jobs to each other based on their overall worth to the organization
person specification
summarizes the characteristics of someone able to perform the job
employer brands
summary of what an employer offers to employees
Disability insurance
supplements workers' compensation insurance to provide continued income in the event of an employee becoming disabled
Compensation surveys
surveys of other organizations conducted to learn what they are paying for specific jobs or job classes
brand
symbolic picture of all the information connected to a company or a product including its image
training evaluation
systematically collecting the information necessary to make effective decisions about adopting, improving, valuing, and continuing an instructional activity or set of activities
hard bargaining
taking a strong position on an issue
external recruiting source
targets people outside the organization
employee stock ownership plans
tax-exempt, employer-established employee trusts that hold company stock for employees
learning agility
the ability to learn from experiences and to apply that knowledge to new and different situations
Skill
the ability to use some sort of knowledge in performing a physical task; often refers to psychomotor activities
task aquaintance
the amount and type of work contact an evaluator has with the person being assessed
careers site
the area of an organization's website devoted to jobs and careers with the company
pay structure
the array of pay rates for different work or skills within a single organization
checklist method
the assessor uses a checklist of pre-scaled descriptions of behavior to evaluate the employee
essay appraisal method
the assessor writes a brief essay providing an assessment of the strengths, weaknesses and potential of the target employee
common law
the body of case by case court decisions that determine what is legal and what remedies are appropriate
case interview
the candidate is given a business situation, challenge or problem and asked to present a well thought out solution
total rewards
the combined intrinsic and extrinsic rewards of a job
aptitude-treatment interactino
the concept that some training strategies are more of less effective depending on a learner's particular abilities, personality traits and other characteristics
interactional fairness
the degree of respect and the quality of the interpersonal treatment received during the decision-making process
task feedback
the degree to which carrying out the job's required activities results in the individual's obtaining direct and clear information about the effectiveness for his or her performance
division of labor
the degree to which employees specialize
task significance
the degree to which job performance is important and affect the lives and work of others
formalization
the degree to which organizational rules, procedures and communications are documented
sequential socialization
the degree to which socialization follows a specific sequence of steps
hierarchy
the degree to which some employees have formal authority over others
autonomy
the degree to which the job gives the worker freedom, discretion and independence is scheduling the work and determining how to do the work
Skill variety
the degree to which the job requires a variety of activities enabling the worker to use different skills and talents
task identity
the degree to which the job requires the worker to complete a whole and identifiable piece of work
dysfunctional turnover
the departure of effective performers the company would have like to retain
functional turnover
the departure of poor performers
profit sharing
the distribution of organizational profits to all employees
core values
the enduring beliefs and principles that guide an organization's decisions and goals
utilitarian standard
the ethical action best balances good over harm
virtue standard
the ethical action is consistent with certain ideal virtues including civility, compassion, benevolence, etc.
common good standard
the ethical action shows respect and compassion for all others, especially the most vulnerable
fairness standard
the ethical action treats all people equally, or at least fairly, based on some defensible standard
organizational commitment
the extent to which an employee identifies with the organization and its goals and wants to stay with the organization affective, normative, continuance
person-job fit
the fit between a person's abilities and the job's demands and the fit between a person's desires and motivations and the job's attributes and rewards
job pricing
the generation of salary structures and pay levels for each job based on the job evaluation data
workforce redeployment
the movement of employees to other parts of the company or to other jobs the company needs filled to match its workforce with its talent needs
organizational culture
the norms, values, and assumptions of organizational members that guide members' attitudes and behaviors
succession management
the ongoing process of preparing employees to assume other positions in the organization
mission
the organization's basic purpose and the scope of its operations
organizational structure
the organization's formal system of task, power and reporting relationships. chars of: formalization, centralization, division of labor, span of control, hierarchy
human resource management
the organizational function responsible for attracting, hiring, developing, rewarding and retaining talent
distributive fairness
the perceived fairness of the outcomes received
procedural fairness
the perceived fairness of the policies and procedures used to determine the outcome
employee equity
the perceived fairness of the relative pay between employees performing similar jobs for the same organization
vesting
the point at which employees can sell or transfer the stock option
recruitment spillover effects
the positive or negative unintended consequences of recruiting activities
selection
the process of gathering and evaluating the information used for deciding which applicants will be hired
Needs assessment
the process of identifying any gaps between what exists and what is needed in the future in terms of employee performance, competencies and behaviors. org, task, person analysis
staffing
the process of planning, acquiring, deploying and retaining employees that enables an organization to meet its talent needs and to execute its business strategy
pay grade (pay scale)
the range of possible pay for a group of jobs
forced distribution method
the rater distributes performance ratings into a pre-specified performance distribution
management by objectives
the rater evaluates the target employee against mutually set goals
pay mix
the relative emphasis give to different compensation components
stock options
the right of an employee to buy shares of the company's stock at a certain price (the exercise price) during some future period of time
voluntary turnover
the separation is due to the employee's choice
involuntary turnover
the separation is due to the organization asking the employee to leave
recruiting
the set of practices and decisions that affect either the number or types of individuals willing to apply for and accept job offers
safety culture
the shared safety attitudes, beliefs and practices that shape employees' safety behavior
ethics
the standards of moral behavior that define socially accepted behaviors that right as opposed to wrong
total rewards
the sum of all of the rewards employees receive in exchange for their time, efforts and performance
Upward reviews
the target employee is reviewed by one or more subordinates
optimal turnover
the turnover level producing the highest long-term levels of productivity and business improvement
rights standard
this ethical action is the one that best respects and protects the moral rights of everyone affected by the action
omission, remission, commission
three types of systematic errors that orgs make that undermine ethics efforts
Psychomotor learning objective
to build a physical skill (e.g., driver's education or dancing lessons)
Affective learning objective
to change an attitude, relationship, or appreciation (e.g., diversity and inclusion training)
Cognitive learning objective
to increase some type of knowledge (e.g., knowledge of accounting practices). Bloom's taxonomy of cognitive objectives is often used to describe the action a learner takes in each level of learning.
efficiency oriented recruiting metrics
track how efficiently a firm is hiring
skill inventories
tracks employees' competencies and work experiences in a searchable database
Orientation
training activities to help new hires fit in as organizational members
cross-training
training employees in more than one job or in multiple skills to enable them to do different jobs
divestiture socialization
tries to deny and strip away certain personal characteristics
compromising
trying to find some expedient, mutually acceptable middle ground solution which partially satisfies both parties
avoidable turnover
turnover that the employer could have prevented
unavoidable turnover
turnover that the employer could not have prevented
job sharing
two or more people split a single job
domestic partners
two people who are not married, but are in a same-sex or opposite-sex arrangement similar to marriage
types of strikes
unfair labor practices economic recognition jurisdictional
UGESP
uniform guidelines on emp selection. selecting procs advises employee in legal compliance
boycott
union members refuse to use or buy the firm's products to exert economic pressure on management
strikes
union members refuse to work, halting production or services
Employee associations
union of professional employees
Industrial Unions
unions composed primarily of semi-skilled employees in manufacturing industries
Trade Unions
unions composed primarily of skilled employees in a single trade
informal socialization
unstructured, on-the-job socialization done by coworkers
hostile environment harassment
unwanted verbal or physical conduct of a sexual nature creates a hostile, intimidating or otherwise offensive working environment
quid pro quo harassment
unwanted verbal or physical conduct of a sexual nature mad as a term or condition of employment or as a basis for employment and/or advancement decisions
sexual harassment
unwelcome sexual advances, requests for favors and other verbal or physical conduct of a sexual nature
Behaviorally anchored rating scales
use a set of behavioral statements relating to qualities important for performance
ratio analysis
use past relationships to forecast how many emp needed for diff levels of bus activity
point factor method
uses a set of compensable factors to determine a job's value. skill, resp, effort, working cond.
structured interview
uses consistent, job-related questions with predetermined scoring keys. behavioral or situational.
market pricing
uses external sources of information about how others are compensating a certain position to assign value to a company's similar job
behavioral interview
uses information about what the applicant has done in the past to predict future behavior
graphic rating scale
uses ratings of unsatisfactory, average, above average and outstanding to evaluation either work quality or personal traits
mediation
using a neutral third party to attempt to resolve the dispute through facilitation
progressive discipline
using increasingly severe measures when an employee fails to correct a deficiency after being given a reasonable opportunity to do so verbal, written, suspension w/o pay, discharge
trend analysis
using past employment patterns to predict a firm's future labor needs
broadbanding
using very wide pay grades to increase pay flexibility
Unstructured interviews
varying questions are asked across interviews and there are usually no standards for evaluating answers
unlawful employment practices
violations of federal, state or local employment laws
mandatory
wages, overtime, seniority, grievance procedures, safety and work practices, procedures for layoff, recall, discharge and discipline are _________ subjects.
observation
watching people working in similar jobs for other companies to evaluate their ptoential fit with your organization
HRM influences performance thru
what emp should do what emp can do what emp will do
secondary boycott
when a union encourages third parties such as customers and suppliers to stop doing business with a company. Taft-Hartley Act makes these illegal.
external equity
when an organization's employees believe that their pay is fair when compared to what other employers pay their employees who perform similar jobs
employee engagement
when employees are committed to, involved with, enthusiastic and passionate about their work
internal equity
when employees perceive their pay to be fair relative to the pay of other jobs in the organization
unfair discrimination
when employment decisions and actions are not job related, objective or merit-based
fair discrimination
when only objective, merit based and job related characteristics are used to determine employment related decisions
collective bargaining
when the employer and union negotiate in good faith on wages, benefits, work hours and other employment terms and conditions
optional benefits
work life balance, domestic partner benefits
codetermination
worker representation on the company's board of directors
job rotation
workers are moved through a variety of jobs to increase their interest and motivation
job description
written descriptions of the duties and responsibilities of the job itself
job applications
written information about skills and education, job experiences and other job relevant information. screening method.
succession management plans
written policies that guide the succession management process
learning objectives
created to identify desired learning outcomes. types: cognitive, affective, and psychomotor
Punishment
creating negative outcomes for employees displaying an undesirable behavior
vietnam era veterans readjustment assistance act of 1974
prohibits discrimination against and requires affirmative action for disabled veterans
rehabilitation act of 1973
prohibits discrimination against qualified individuals with a disability. EEOC
pregnancy discrimination act of 1978
prohibits discrimination for all employment related purposes on the basis of pregnancy, childbirth, or related medical conditions
americans with disabilities act of 1990
prohibits discrimination of a qualified individual with or perceieved as having a disability. EEOC
genetic information nondiscrimination act of 2008
prohibits employers from discriminating against individuals based on the results of genetic testing when hiring, firing, job placement or promotion decisions
title VII of the Civil Rights Act of 1964
prohibits employment discrimination based on race, color, religion, sex, or national origin. EEOC
national labor relations act of 1935
prohibits retaliation against employees seeking to unionize
equal pay act of 1963
prohibits wage discrimination on the basis of sex. EEOC
defined benefit retirement plans
promise participants a monthly benefit at retirement
illegal
proposals to discriminate, union shop clauses in right to work states, closed shop clauses, handing goods produced by nonunion companies are ________ subjects.
resource dependence theory
proposition that organizational decisions are influenced by both internal and external agents who control critical resources
age discrimination in employment act of 1967
protects people age 40 and older. EEOC
Consolidated Omnibus Budget Reconciliation Act
provides a continuation of group health coverage for employees and qualified beneficiaries that might otherwise be terminated when an employee experiences a qualifying event
Social Security
provides retirement income to qualified workers and their spouses after working a certain number of hours
unemployment insurance
provides temporary income during periods of involuntary unemployment
competing
pursuing one's own concerns at the the other person's expense
assessment center
puts candidates through a variety of simulations and assessments to evaluate their potential fit with and ability to do the job. ie inbasket exercises, grp disc, simulations, dec-make probs, oral presentation, written comm
central tendency
rating all employees in the middle of the scale regardless of performance
strategic recruiting metrics
recruiting metrics that track recruiting processes and outcomes that influence the organization's performance, competitive advantage or strategic execution
screening assessment methods
reduce the pool of job applicants to a group of job candidates. ie resumes, job applications, phone screens.
base pay
reflects the size and scope of an employee's responsibilities
punishment
reinforcer: creating negative outcomes to decrease the likelihood of a behavior
extinction
reinforcer: removal of any positive or negative reinforcement following the occurrence of the behavior to be extinguished decreases the likelihood of that behavior
negative reinforcement
reinforcer: removing current or future unpleasant consequences to increase the likelihood that someone will repeat a behavior.
positive reinforcement
reinforcer: using rewards to increase the likelihood that a behavior will be repeated
judgmental forecasting
relies on managers' expertise to predict a firm's future employment needs
top-down judgmental forecasting
relies on the organization's leaders and experience and knowledge of their industry and company to make predictions about the firm's future talent needs.
variable rewards (incentives)
"at risk" rewards which are linked to factors determined as valuable, including performance, skills, competence and contribution
talent inventories
databases summarizing each employee's competencies, qualifications, languages spoken, and anything else that can help the company understand how the employee can contribute
problem-focused coping strategies
deal directly with the cause of stress
business strategy
defines how a firm will compete in its marketplace
intrinsic motivation
derived from an interest in or enjoyment from doing a task
performance plan
describes desired goals and results, how results will be measured and weighted and standards will be used to evaluate results
affirmative action plan
describes in detail the actions to be taken, procedures to be followed and standards to be met when establishing an affirmative action program
ergonomics
designing the work environment to reduce the physical and psychological demands placed on employees
organizational chart
diagram illustrating the chain of command and reporting relationships in a company
wage differentials
differences in wage between various workers, groups of workers, or workers within a career field
reward differnentiation
differentiating rewards based on performance rather than giving all employees the same reward
performance management
directs and motivates employees, work groups and business units to accomplish organizational goals by linking past performance with future needs, setting specific goals for future behavior and performance, providing feedback and identifying and removing performance obstacles
performance management
directs and motivates employees, work groups, and business units to accomplish organizational goals by linking past performance with future needs, setting specific goals for future behavior and performance, providing feedback, and identifying and removing performance. Performance management has three main benefits: Aligns organizational goals with individual goals and organizational processes Gives employees clear goals and feedback Generates useful data
organizational citizenship behaviors
discretionary behaviors that benefit the organization but that are not formally rewarded or required
competitive advantage
doing something differently from the competition that leads to outperformance and success
procedure
drive actions
contest socialization
each socialization stage is a contest in which one builds a performance record
tournament socialization
each stage of socialization is an elimination round and a new hire is out of the organization if he or she fails to pass
Training transfer
effectively using what is learned in training back on the job
forced ranking method
employees are ranked in order of best to worst performance
variable socialization
employees do not know when to expect to pass to a different status level and the timeline may be different across employees
multi-crafting
employees gain proficiency in two or more trades
card check
employees sign a card of support if they are in favor of unionization.
non-exempt employees
employees who do not meet any of one of the FLSA exemption tests and are paid on an hourly basis and covered by wage and hour laws regarding minimum wage, overtime pay and hours worked
exempt employees
employees who meet one of the FLSA exemption tests, are paid on a fixed salary basis and are not entitled to overtime pay
worker adjustment and retraining notification act of 1988
employers with at least 100 employees must give at least 60 days notice of closings or mass layoffs of 50 or more preople
immigration reform and control act of 1986
employers with at least 4 employees must verify the employment eligibility of everyone hired
COBRA of 1986
employers with group health plans and 20 or more employees in the prior year must offer continued health and dental coverage to terminated employees for a period of time
preferential treatment
employment preference given to a member of a protected group
uniformed services employment and reemployment rights act of 1994
ensures that members of the uniformed services are entitled to return to their civilian employment after their service. to protect the civilian employment of non-full-time military personnel in the United States called to active duty.
Executive Order 11246
established requirements for non-discriminatory practices in hiring and employment on the part of U.S. government contractors. It "prohibits federal contractors and federally assisted construction contractors and subcontractors, who do over $10,000 in Government business in one year from discriminating in employment decisions on the basis of race, color, religion, sex, or national origin."
fair labor standards act of 1938
establishes both a national minimum wage and overtime rules
evaluative assessment methods
evaluate job candidates to identify whom to hire. ie psychomotor tests, cognitive ability test, non-cog ability test, personality assessment, integrity tests, job knowledge test, structured interview, unstructured interview, work samples, simulations, assessment center
work samples
evaluate the performance of actual or simulated work tasks
person needs analysis
evaluates how individual employees are doing in the training area and determines who needs what type of training
paired comparison method
every employee in a work group is compared to the other group members
inclusion
everyone feels respected and listened to, and everyone contributes to his or her fullest potential
burnout
exhaustion of physical or emotional strength or motivation usually as a result of prolonged stress or frustration
mobility barriers
factors that make it harder to leave an organization
normative commitment
feeling obliged to stay with an organization for moral or ethical reasons
person-organization fit
fit between an individual's values, attitudes, and personality and the organization's values, norms and culture.
utilitarian, rights, fairness, common good, virtue
five types of ethical standards
emotion-focused coping strategies
focus on the emotions brought on by the stressor
development
focuses on developing competencies that an employee or workgroup is expected to need in the future
performance culture
focuses on hiring, retaining, developing, motivating and making work assignments based on performance data and results
task needs analysis
focuses on identifying which jobs, competencies, abilities, behaviors, etc. the training effort should focus on
forced-choice rating method
forces the assessor to choose the statement that best fits the target employee from a provided set of statements that are scored and weighted in advance
training
formal and informal activities to improve competencies relevant to an employee's or workgroup's current job
family and medical leave act of 1993
requires leave and job return for personal or family medical reasons and for the care of newborn or newly adopted children
Family and Medical Leave Act of 1993
requires most employers to provide employees up to 12 weeks of unpaid leave to care for family members
entrepreneurial (creative), bureaucratic (formal), consensual (loyalty), competitive (advantage)
four types of organizational culture
scanlon plans
gainsharing programs based on implementing employee suggestions for lowering the cost per unit produced
flexible benefits plans
give employees a set amount of credits or dollars to allocate among different benefits options provided by the employer
severance pay
give to employees upon termination of their employment
similar-to-me effect
giving high ratings to someone because she or he is perceived as being similar to the rater
surface bargaining
going through the motions of negotiations with no intent of reaching an agreement
replacement charts
graphically shows current jobholders, possible successors and each successor's readiness to assume the job
protected classes
groups underrepresented in employment
National Labor Relations Act of 1935 (Wagner Act)
guarantees the right of nonmanagerial employees of firms engaged in interstate commerce to join unions and bargain collectively
policy
guide decision making
health insurance
health care coverage for employees and their dependents
high performance work systems (HPWS)
high involvement or high commitment organizations
compensatory approach
high scores on some assessments can compensate for low scores on other assessments
outsourcing
hiring an external vendor to do work rathe than doing it internally
business strategy
how an organization will compete in a particular market
learning style
how people differ in how we process information when problem solving or learning
workflow
how work is organized to meet the organization's goals
labor relations strategic plan
identifies the labor relations goals desired individually or jointly by labor and management, determines the best strategy to reach those goals, and develops and executes the actions needed to implement that strategy
Competency Modeling
identifies the worker competencies characteristic to high performance
Organizational needs analysis
identifies where in the organization development or improvement opportunities exist
task statements
identify in specific behavioral terms the regular duties and responsibilities of a position
replacement planning
identifying specific back-up candidates for specific senior management positions
succession planning
identifying, developing and tracking employees to enable them to eventually assume higher level positions
defined contribution retirement plans
ie 401(k), 403(b) profit sharing, emp stock ownership
comparable worth
if two jobs have equal difficulty requirements, the pay should be the same, regardless of who fills them
opportunity bias
ignoring factors beyond the employee's control that influence his/her performance
long-term incentives
incentives that motivate behaviors and performance that support company value and long-term organizational health. ie stock options
hardship premiums
increased salary for living in an area with a lower quality of life, less safety, etc.
tax equalization payments
increased salary to make up for higher taxes that reduce take-home pay and decrease employee's purchasing power
staffing ratios
indexing headcount with a business metric. ie manager to emp, rev to emp, cust to emp, store size to emp
3 types of unions
industrial, trade, and employee associations
first impression bias
initial judgements influence later assessments
motivation to transfer
intention and willingness to transfer any knowledge acquired in a training or development activity back to the work context
disparate treatment
intentional discrimination based on a person's protected characteristic
workflow analysis
investigates how work moves through an organization to identify changes to increase efficiency and better meet customers' needs
job rewards analysis
job analysis technique that identifies the intrinsic and extrinsic rewards of a job
essential criteria
job holder characteristics that are vital to job performance
desirable criteria
job holder characteristics that may enhance job success but are not essential to adequate job performance
task needs
job or competency analysis/observation/performance appraisals/quality control analysis: sources for collecting _________ analysis information
benchmark jobs
jobs that tend to exist across departments and across diverse organizations allowing them to be used as a basis for compensation comparisons
5 of 7 reasons emp leave org
lack of career dev poor work climate lack of challenging work direction of org lack of recognition
inflation adjustments
larger and/or more frequent raises to maintain employee's purchasing power in the face of inflation
Psychomotor
learning objectives that build a physical skill
Affective Learning Objectives
learning objectives that change an attitude, relationship or appreciation
Four principles of Scientific Management - Taylor
- Use methods based on scientifcally studying the tasks using time an motion studies. - Select, train and develop each worker rather than leaving them to passively train themselves - Provide detailed instructions and supervision to workers to ensure that they are following the developed methods. - Divide work equally between workers and managers.
horns effect
letting one negative factor influence assessments of other areas of behavior or performance
halo effect
letting one positive factor influence assessments of other areas of behavior or performance
human resource strategy
links the entire human resource function with the firm's business strategy
internal recruiting source
locates talent currently working for the company that would be a good fit with another position
vision
long-term goals regarding what the organization wants to become and accomplish, describing its image of an ideal future
influence tactics
1. legitmating 2. personal appeals 3. assertiveness 4. ingratiation 5. inspirational appeals 6. rational persuasion 7. upward appeals 8. coalition 9. exchange
5 components to drug free workplace
1. written policy 2. supervisor training 3. employee education 4. EAP 5. drug testing
Trend analysis, ratio analysis, judgmental forecasting
3 Techniques used to forecast labor demand
compressed workweek
40 hour work week in less than five days
Social Security, Unemployment Insurance, Workers' Compensation, Family Medical Leave Act, COBRA
5 Mandatory Benefits
Leading Economic Index, Consumer Confidence Index, Exchange Rate Trends, Interest Rate Forecasts, Additional sources such as GPD and business inventories
5 sources for evaluating general economic trends to forecast labor demand:
golden parachute
lucrative benefits given to executives in the event the company is taken over
functional stress
manageable levels of stress that generate positive emotions including satisfaction, excitement and enjoyment
lockout
management keeps employees away from the workplace and uses management staff or replacements to run the business
talent inventory
manual or computerized records of employee's relevant characteristics, experiences and competencies
person-group fit
match between an individual and his or her workgroup and supervisor
behavioral observation scales
measure the frequency of desired behaviors
job knowledge tests
measure the knowledge (often tehnical) required by a job
Characterization by Value
Acting consistently with the new value (Part of 5 steps to effective training)
Imitating and originating
An element in the taxonomy of psychomotor learning
fraudulent recruitment
misrepresenting the job or organization to a recruit
forecast external job market
monitor own experience bureau of labor stats
extrinsic motivation
motivation that comes from outside the individual, including performance bonuses
accommodating
neglecting one's own concerns to satisfy the concerns of the other person
fixed socialization
new hires are informed in advance when their probationary status will end
disjunctive socialization
newcomers are left alone to develop their own interpretations of the organization and situations they observe
individual socialization
newcomers are socialized individually as in an apprenticeship
collective socialization
newcomers go through a common set of experiences as a group
- Preference of individual employees - Size of the rewards for high performance - Method of motivating individual job performance - Objectivity of the evaluation process that determines the rewards
Before designing an incentive pay plan to motivate performance, it is important to consider the
Anticipatory socialization
Before entering the organization, interacting with company representatives (e.g., recruiters, managers) develops new hires' expectations about the company and the job. The effectiveness of the anticipatory stage is enhanced when all employees who interact with recruits consistently reinforce the company's expectations of employees.
Business Strategies
Business strategies should include specific short- and long-term goals for the inputs, behaviors, and processes necessary to achieve the organization's goals. These short-and long-term goals should also be clearly linked to the overall organizational mission. The goals are then prioritized, and subgoals and metrics identified for each business unit, department, workgroup, and individual. These goals should be consistent with each other and decided jointly by the affected individual or group and managment
intrinsic reward
non-monetary reward derived from the work itself
employee benefits
nonwage compensation or rewards given to employees (indirect compensation)
avoiding
not immediately pursuing one's own concerns or those of the other person and not addressing the conflict
span of control
number of people who report directly to him or her.
Job characteristics model
objective job characteristics including skill variety, task identity, task significance, autonomy and task feedback, lead to job satisfaction from people with a high growth need strength.
Kaplan & Norton balanced scorecard
objectives measures targets initiatives
distributive negotiation
occurs under zero-sum conditions, where any gain to one party is offset by an equivalent loss to the other party
short-term incentives
one-time variable rewards used to motivate short-term employee behavior and performance (typically one year or less). ie bonus or profit sharing. to motivate attendance, cust serv, safety, production quality and quantity
offshoring
opening a location in another country or outsourcing work to an existing company abroad
pay leader
organization with a compensation policy of giving employees greater rewards than competitors
contingent leader attributes
Cunning, sensitive, evasive, risk taker, ruler
Knowledge
organized factual or procedural information that can be applied to perform a task
contrast effect
over-or under-rating someone base on a comparison with someone else
variable pay plans
pay for performance plans that put a small amount of base pay at risk, in exchange for the opportunity to earn additional pay if performance meets or exceeds a standard
Cost-of-living adjustments
pay increases to account for a higher cost of living in one country versus another
cost-of-living adjustments
pay tied to inflation indicators rather than merit
Housing allowance
payments to subsidize or cover housing and related costs
Life Insurance
pays a beneficiary or beneficiaries a sum of money after the death of an insured individual
fixed pay
pays employees a set amount regardless of performance
workers' compensation insurance
pays for medical costs and sometimes time off if an employee suffers a job-related sickness or accident, and survivor benefits in the case of an employee's death in exchange for relinquishing the employee's right to sue the employer for negligence
Organizational image
people's general impression of an organization based on both feelings and facts
HRM areas
perf mgmt staffing health & safety training & development reward & benefits emp mgmt relations
multi-source assessments
performance feedback from the employee's supervisor as well as other sources who are familiar with an employee's job performance
self-management strategies
person's effort to control his or her motivation, emotions and decision making to enhance the application of learned capabilities to the job
What emp should do
planning laws & regulations
mobility policies
policies that specify the rules by which people move between jobs within an organization
permissive
Definition of bargaining unit, retiree health insurance or pension, ground rules, settlement of grievances or charges, drug testing, labeling are ________ subjects.
balanced scorecard
Developed by Robert S. Kaplan and David P. Norton. a performance measurement system that translates the organization's strategy into financial, business process, learning and growth, and customer outcomes. These are sequential in their order.
- Human resources - Physical resources - Business continuity
Disaster plans should cover:
[(Training Benefits - Training cost)/Training Cost] x 100
Equation for ROI%
discovery learning, experiential learning, observational learning, structured learning, group learning
Five Key learning preferences
- Conduct a Needs Assessment - Develop Learning Objectives - Design the Training Program - Implement the Training - Evaluate the Training
Five Steps to Effective Training
collaborating, accommodating, competing, compromising, avoiding
Five conflict management strategies
skills, responsibilities, effort, working conditions
Four categories of compensable factors
visual, auditory, tactile, kinesthetic
Four different sensory modalities
- Separate people from the problem - Focus on interests, not positions - Create options for mutual gain - Insist on objective criteria
Four fundamental principles of integrative negotiation:
positive reinforcement, negative reinforcement, punishment, extincition
Four type of reinforcers
How goals affect performance
Goals affect performance by affecting the direction of action, the degree of effort exerted, and persistence in pursuing the goal. Feedback on goal progress is essential for learning whether any changes are needed to accomplish the goal.
Goals vs feedback
Goals direct and energize action whereas feedback allows the tracking of progress in relation to the goal. Feedback indicating that change is necessary is most effective when the employee perceives a need to change his or her behavior, reacts positively to the feedback and believes change is feasible, sets appropriate goals to regulate his or her behavior, and takes actions that lead to skill and performance improvement.
Goals
Goals, coaching, and feedback are the most important parts of the performance management process. Ongoing feedback should be given to employees that reinforces the behaviors that achieve results and that intervenes to improve performance where needed. Interim performance is not as important as employees' receiving ongoing feedback and coaching that allows them to make adjustments to meet the standards and goals at the end of each performance period and identify and over-come any performance obstacles. This communication requirement makes the supervisor's commitment to the performance management and feedback process essential for its success.
fixed rewards
predetermined compensation (salary and benefits)
Know-how, problem solving, accountability, working conditions
Hay Group Method based on four main factors
sourcing
ID qual indv & labor markets to recruit from
50%
If at least ______ of workers sign a union authorization card, the NRLB requires the employer to recognize the union without a secret ballot election
4 common biases
prejudice, stereotyping, perception of possibilities, ignorance
Organization
Integrating the new value into one's own set of values and priorities (Part of 5 steps to effective training)
Critical Incidents Technique
Job Analysis Method: Job experts describe episodes of good, average and poor performance. circumstances, action, consequences
Task Inventory Approach
Job Analysis Method: Job experts generate a list of 50-200 tasks that are then grouped in categories reflecting major work functions.
Structured Interview Technique
Job Analysis Method: Job experts supply information about the job and workers that distinguishes superior performance.
Structured Questionnaires
Job Analysis Method: Written questionnaires that assess information about worker inputs, work output, job context and job characteristics.
Job Elements Analysis Method
Job Analysis Method: a group of job experts list and rate the important worker characteristics that influence success in the job, including knowledge, skills, abilities and personal characterstics
horizontal
Job enlargement is _________ job expansion.
vertical
Job enrichment is _________ job expansion.
Knowledge, Skills, Abilities, Other Characterstics
KSAO. job related worker characteristics
Pre and post survey forms
Kirkpatrick's Training Evaluation Model for Level 2, Learning
Long term observation
Kirkpatrick's Training Evaluation Model for Level 3, Behavior
Feedback Form
Kirkpatrick's Training Evaluation Model for level 1, Reaction
Participant behaviors
Kirkpatrick's Training Evaluation Model, Level 1, Reaction
Surveys
Kirkpatrick's Training Evaluation Model, Level 1, Reaction
Interviews
Kirkpatrick's Training Evaluation Model, Level 2, Learning
Observation
Kirkpatrick's Training Evaluation Model, Level 2, Learning
Simulations
Kirkpatrick's Training Evaluation Model, Level 2, Learning
Performance Appraisal
Kirkpatrick's Training Evaluation Model, Level 4, Results
ROI Analysis
Kirkpatrick's Training Evaluation Model, Level 4, Results
Reaction, Learning, Behavior, Results
Kirkpatrick's four levels of training and learning evaluation
Realistic job previews
presenting both positive and potentially negative information about a job in an objective way. 3 funcs served: self selection, vaccination (coping mechanism), commitment to the choice
Cognitive Learning Objectives
Learning objectives that increase some type of knowledge
Life Long Learning
Lifelong learning is a formal commitment to ensuring that employees have and develop the skills they need to be effective in their jobs today and in the future.
remission errors
pressure to make unethical choices
- right to identify business objectives - right to determine the uses of material assets - right to take disciplinary action for cause
Management rights cover three areas:
Strategic risk, Operational risk, Financial risk and Compliance risk
Managing human resources strategically helps organizations manage four types of risk:
- Company performance - Reduced merit increases - Reductions in head count - Reduced benefits - Pay freezes
Most common way employers fund variable pay programs
Kirkpatrick's training evaluation model
Most well known and frequently used model for assessing training effectiveness. reaction, learning, behavior, results
L-I-C-C-M-A-G-IO-R - Link goals to org mission & strategy - Identify subgoals for each unit/department/group/individual - Communication goals & expectations - Create work processes and assign resources - Measure progress - Assess individual, group, unit performance - Give feedback - Identify & Overcome obstacles - Reward Goal Achievement
Nine steps of the performance management process
Employee Handbooks
print of online materials that document the organization's HRM policies and procedures
-Imminent danger situations -Fatalities & Catastrophes - Complaints - Referrals of hazard information from others -Follow-ups -Planned or programmed investigations
Order of Priority for OSHA Inspections
affirmative action
proactive efforts to eliminate discrimination and its past effects
person needs
Performance appraisals/customer surveys/individual assessments/performance issues/skill inventories: sources for collecting _______ analysis information
Performance Information
Performance information can come from the performer, his or her supervisor, coworkers, and internal and external customers. Task acquaintance determines the appropriateness of using a particular source to evaluate an employee's performance—people should only be asked to rate behaviors or performance that they actually observe.
- Organization as a whole - Organization subunits - Work teams or groups - Work Processes - Projects
Performance managers focus on these five things:
Performance rating methods
Performance rating methods compare employee performance to a set of standards. Performance ranking methods compare each employee to other employees in some way, forcing some employees to receive the highest and lowest ratings.
internet data mining
proactively search the internet to locate semi-passive and passive job seekers with the characteristics and qualifications needed fore a position
Donald identified four levels of training and learning evaluation
Reaction: How did participants react to the program? Participant feedback forms are usually used to assess reactions. Learning: What was the change in participants' knowledge, skills, or attitudes? Behavior: What was the change in participants' on-the-job behavior due to the training? Results: How did the organization benefit from the training?
Specific, Measurable, Achievable, Relevant, Time-Bound
SMART stands for:
Valuing
Showing involvement or commitment (Part of 5 steps to effective training)
Receiving
Showing new behavior as a result of the training. (Part of 5 steps to effective training)
Responding
Showing new behaviors as a result of the training (Part of 5 steps to effective training)
Standards
Standards for assessing goal achievement are necessary to track goal progress. Fairly allocating rewards and accurately identifying development needs and punishment decisions requires being able to differentiate across performance levels. Goals and expectations should be communicated throughout the organization, and appropriate resources allocated to support goal achievement. Performance should be regularly documented during the appraisal stage, and feedback should focus on both past performance and future planning. Employees need to know what is expected of them and how their performances will be evaluated against the standards. Rewards, and punishments when appropriate, should be given for goal achievement.
organizational needs
Strategic Plans/Performance appraisals/customer surveys/employee surveys/restructuring plans/efficiency measures: sources for collecting ______________ analysis information
strategic planning
process for making decisions about an organization's long-term goals and how they are to be achieved
R - R - V - O - C - Receiving - Responding - Valuing - Organization - Characterization by value
Taxonomy of Affective Learning Objectives
R - U - A - A- E - C - Remembering - Understanding - Applying - Analyzing - Evaluating - Creating
Taxonomy of Cognitive Learning Objectives
O - I - P - A - O - Observing - Imitating - Practicing - Adapting - Originating
Taxonomy of Psychomotor Learning Objectives
Extraversion, conscientiousness, emotional stability, agreeableness, openness to experience
The Big Five Personality factors are:
Balanced Scorecard
The balanced scorecard balances internal and external measures, performance results and the drivers of performance results, and objective and subjective performance measures.
Progressive discipline first step
The first step in the progressive discipline process is to bring the problem to the employee's attention through counseling. A written warning, suspension with pay, and ultimately termination may follow if the behavior or performance is not improved.
Performance Managment Benefits
The three main benefits of performance management are aligning organizational goals with individual goals and organizational processes, giving employees clear goals and feedback, and generating useful data.
- Aligns organizational goals with individual goals and organizational processes - Gives employees clear goals and feedback - Generates useful data
Three Main Benefits of Performance Management
3 performance management obstacles
Three common obstacles to performance management effectiveness are not communicating a performance plan, a lack of accountability, and human biases and errors.
Organizational analysis, task analysis and person analysis
Three levels of needs assessments
single rate system, pay grades and broadbanding
Three most common job pricing systems
Not communicating a performance plan, a lack of accountability and human biases and errors
Three most common obstacles to effective performance management
Anticipatory, Encounter, Settling In
Three phases of Socialization
compliance strategy, collaboration strategy, avoidance strategy
Three primary labor relations strategies
Cognitive, Affective, Pschomotor
Three types of learning objectives
superior value for their money
To have a competitive advantage, a company must ultimately be able to give customers ____________.
- Recognize and reward high performers - Increase the likelihood of achieving corporate goals - Improve productivity - Move away from an entitlement culture
Top four reasons organizations give for tying pay to performance ar
participant reactions, learning assessments, training transfer back to job
Training evaluation includes:
Training Methods
Training methods include classroom training, on-the-job training, virtual training, experiential training, and games.
Settling in
When new hires start feeling comfortable with their job demands and work relationships, their attention turns to understanding the company's evaluation of their performance and possibly about future career opportunities within the company. At the end of their first year, participants in Microsoft's Academy for College Hires program participate in a one and a half day career planning workshop to map their paths at the company.
Encounter
When starting a new job, employees begin learning about the organization's culture, norms, and how to do the job. Higher quality work relationships are formed when managers help new employees understand their roles and how to cope with the stresses and issues that they are likely to experience. New hires at Google are called Nooglers (a combination of the words "new" and "Googler") and receive a baseball cap with a propeller on top to let others know to help welcome and socialize them
virtue
Which ethical standard: A company valuing honesty that quickly recalls products that might be defective or dangerous
Common Good
Which ethical standard: Ensuring that suppliers do not employ child labor or provide unsafe working conditions
rights
Which ethical standard: If a supervisor tells an employee to handle a toxic substance without appropriate protective gear
utilitarian
Which ethical standard: Southwest Airlines cuts all employees' pay rather than laying anyone off
fairness
Which ethical standard: debate over the appropriateness of CEO salaries and bonuses that are hundreds of times larger than the pay of the average employee.
Permissive
______ subjects may be negotiated but don not have to be.
Mandatory
_______ subjects are those required by The National Labor Relations Board.
Illegal
_______ subjects may not be negotiated.
workplace tort
a civil wrong in which an employer violates a duty owed to its customers or employees
acceptance
a clear expression of the accepting party's agreement to the terms of the offer
negligent hiring
a company is considered responsible for the damaging actions of its employees if it failed to exercise reasonable care in hiring the employee who caused the harm
professional employer organization
a company that leases employees to companies that need them
code of ethics
a decision making guide that describes the highest values to which an organization aspires
commission errors
a failure to follow sound, established operational and ethical practices
Employee Retirement Income Security Act of 1974
a federal law that protects employees' retirement benefits from mismanagemen
Fair Labor Standards Act of 1938
a federal law that sets standards for minimum wages, overtime pay, and equal pay for men and women performing the same jobs
equal employment opportunity
a firm's employment practices,must be designed and used in a manner that treats employees and applicants consistently regardless of their protected characteristics such as sex and race
Lifelong learning
a formal commitment to ensuring that employees have and develop the skills they need to be effective in their jobs today and in the future
improshare
a gainsharing plan based on a mathematical formula that compares a performance baseline with actual productivity during a given period with the goal of reducing production time
labor union
a group of at least two employees who band together as a single entity to address pay, hours, and working conditions with their employer
job enrichment
a job design approach that increases a job's complexity to give workers greater responsibility and opportunities to feel a sense of achievement
contingent assessment methods
a job offer is made contingent on passing the assessment. ie ref checks, med & drug tests, background checks
omission errors
a lack of written rules
discovery learning
a learning preference for exploration during learning. Prefer subjective assessments, interactional activities, informational methods and active-reflective activities
observational learning
a learning preference for external stimuli such as demonstrations and diagrams to help facilitate learning. tend to prefer information and active-reflective activities
structured learning
a learning preference for processing strategies such as taking notes, writing down task steps and so forth. related to preferences for subjective assessments.
group learning
a learning preference to work with others while learning. Related to preferences for action and interactional learning.
experiential learning
a learning preference with a desire for hands-on approach to instruction. tend to prefer active learning activities
collective bargaining agreement
a legal written contract between organized labor and an employer that is enforceable through the negotiated grievance and arbitration procedure
socialization
a long-term process of planned and unplanned, formal and informal activities and experiences through which an individual acquires the attitudes, behaviors and knowledge needed to successfully participate as an organizational member
Socialization
a long-term process of planned and unplanned, formal and informal activities and experiences through which an individual acquires the attitudes, behaviors, and knowledge needed to successfully participate as an organizational member. The socialization process typically includes three phases: Anticipatory socialization: Before entering the organization, interacting with company representatives (e.g., recruiters, managers) develops new hires' expectations about the company and the job. Encounter: When starting a new job, employees begin learning about the organization's culture, norms, and how to do the job. Settling in: When new hires start feeling comfortable with their job demands and work relationships, their attention turns to understanding the company's evaluation of their performance and possibly about future career opportunities within the company.
cut score
a minimum assessment score that must be met or exceeded to advance to the next assessment phase or to be eligible to receive a job offer
Other characteristics
a miscellaneous category for worker characteristics that are not knowledge, skills or abilities including personality traits, values and work styles
business process reengineering
a more radical rethinking and redesign of business processes to achieve large improvements in speed, service, cost or quality
balanced scorecard
a performance measurement system that translates the organization's strategy into financial, business process, learning and growth and customer outcomes. sequential.
downsizing
a permanent reduction of multiple employees intended to improve the efficiency or effectiveness of the firm
job fairs
a place where multiple employers and recruits meet to discuss employment opportunities
Hay Group Guide Chart - Profile Method
a point-factor system is used to produce both a profile and a point score for each position. know how problem solving accountability working conditions
affective commitment
a positive emotional attachment to the organization and strong identification with its values and goals
negotiation
a process in which two or more parties make offers, counteroffers and concessions in order to reach an agreement
gainsharing
a program in which the firm shares the value of productivity gains with employees
workplace bullying
a repeated mistreatment of another employee through verbal abuse; conduct that is threatening, humiliating or intimidating; or sabotage that interferes with the other person's work
global mindset
a set of individual attributes that enable you to influence individuals, groups and organizations from diverse socio/cultural/institutional systems
ability
a stable and enduring capability to perform a variety of tasks (verbal or mechanical ability)
action plans
a strategy for proactively addressing an expected talent shortage or surplus
Position Analysis Questionnaire
a structured job evaluation questionnaire that is statistically analyzed to calculate pay rates based on how the labor market is valuing worker characteristics. a copyrighted, standardized, structured job analysis questionnaire. 6 sections covering 187 job elements.
talent philosophy
a system of beliefs about how an organization's employees should be treated
sensory modality
a system that interacts with the environment through one of the basic senses. visual, auditory, tactile, kinetic.
job evaluation
a systematic process that uses expert judgement to assess differences in value between jobs
job analysis
a systematic process used to identify and describe the important aspects of a job and the characteristics a worker needs to perform the job well. need to be reliable and valid.
performance improvement plan
a tool to monitor and measure an employee's deficient work products, processes and/or behaviors to improve performance or modify behavior. F acts to define prob O bj to help emp resolve S olutions to help emp reach obj A ctions to take if not corrected + overall efforts to help emp succeed
workers' compensation
a type of insurance that replaces wages and medical benefits for employees injured on the job in exchange for relinquishing the employee's right to sue the employer for negligence
simulation
a type of work sample that gives candidates an actual job task to perform or simulates critical events that might occur to assess how well a candidate handles them
integrative negotiation
a win-win negotiation in which the agreement involves no loss to either party
explicit employment contract
a written or verbal employment contract
full competence
ability to analyze problems associated with the job
partial proficiency
ability to apply more advanced principles on the job
limited ability
ability to perform simple tasks without direction
serial socialization
accessible and supportive organizational members serve as role models and mentors
assessment goals
accuracy, fit, ethics, legal compliance
Railway Labor Act
act that governs employment relations for airlines and railroads
Labor Management Reporting and Disclosure Act of 1959 (Landrum-Griffin Act)
act that outlined a Bill of Rights for union members and sets up procedures for union elections, discipline and financial reporting
job enlargement
adding more tasks at the same level of responsibility and skill related to an employee's current position
human resource planning
aligning the organization's human resources to effectively and efficiently accomplish the organization's strategic goals
leniency error
all employees are given high ratings regardless of performance
labor market
all of the potential employees located within a geographic area from which the organization might be able to hire
indirect financial compensation
all the tangible and financially valued rewards that are not included in direct compensation including free meals, vacation time and health insurance
indirect financial compensation
all the tangible and financially valued rewards that are not included in direct compensation, including free meals, vacation time and health insurance
union shops
all workers in a unionized workplace are forced to join the union and pay dues
recency effect
allowing recent events and performance to have a disproportionately large influence on the rating
telecommuting
allows employees to work from home and link to the company's offices via computer.
National Labor Relations Act of 1947 (Taft-Hartley Act)
amended the Wagner Act to clarify what are considered unfair labor practices by unions and employees
critical incident appraisal method
an assessor discusses specific examples of the target employee's positive and negative behaviors with the employee
decertification election
an election to determine if a majority of employees want to no longer be represented by a union
presenteeism
an employee physically comes to work but does not function at his or her full potential
errors of commission
an employee receives an undeserved reward
errors of omission
an employee who deserves a reward doesn't receive one
reasonable accommodation
an employer is required to take reasonable steps to accomodate a disability unless it would cause the employer undue hardship
flexible spending account
an employer-sponsored benefit that allows you to pay for eligible medical expenses on a pretax basis
adverse impact
an employment practice has a disproportionate effect on a protected group regardless of its intent
employment at will
an employment relationship which either party can legally terminate at any time for just cause, no cause, or evan a cause that is morally wrong as long as it is not illegal
arbitration
an impartial third party acts as both judge and jury in imposing a binding decision on both negotiating parties
search firms
an independent company that specializes in the recruitment of particular types of talent
accountability
an individual is expected to provide a regular accounting to a superior about the results of what she or he is doing and will be held responsible for the outcome
independent contractor
an individual or business that provides services to another individual or business that controls or directs only the result of the work
Online job boards
an internet site that helps job seekers and employers find one another
job task
an observable unit of work with a beginning and an end
continuous performance appraisal
an ongoing performance appraisal process that involves the employee in evaluating his or her performance and setting performance goals and provides continuous coaching and feedback
succession management
an ongoing process of systematically identifying, assessing and developing organizational leadership to enhance performance
pay follower
an organization that pays its front-line employees as little as possible
employer image
an organization's reputation as an employer
dysfunctional stress
an overload of stress resulting from a situation of under- or over-arousal continuing for too long
implicit employment contract
an understanding that is not part of a written or verbal contract
workplace violence
any act of threat of physical violence, harassment, intimidation or other threatening disruptive behavior that occurs at the workplace
compensable factor
any characteristic used to provide a basis for judging a job's value
Employee Wellness Programs
any initiative designed to increase company performance or employee performance or morale through improved employee health
reinforcers
anything that makes a behavior more likely to happen again
exit inteviews
asking separated employees why they left to acquire information that can be used to improve conditions for current employees
situational interviews
asks how the candidate might react to hypothetical situations
integrity tests
assess attitudes and experiences related to reliability, trustworthiness, honesty and moral character
background checks
assess factors including personal and credit characteristics, character, lifestyle, criminal history and reputation. contingent method.
cognitive ability test
assess general mental abilities including reasoning, logic and perceptual abilities. evaluative method.
psychomotor tests
assess strength, physical dexterity and coordination
sensory tests
assess visual, auditory and speech perception
collaborating
attempting to work with the other person to find some solution which fully satisfies the concerns of both parties
spot awards
awards given immediately when a desired behavior is seen
Self Regulation
processes enabling an individual to guide his/her goal-directed activities over time
consideration
bargained-for exchange between the contract parties - something of value must pass from one party to the other
variable pay
bases some or all of an employee's compensation on employee, team, or organizational
stereotype
believeing that everyone in a particular group shares certain characteristics or abilities or will behave in the same way
stereotype
believing that everyone in a particular group shares certain characteristics or abilities or will behave in the same way
scientific management
breaks work down into its simplest elements and then systematically improves the worker's performance of each element
Competencies
broad worker characteristics that underlie successful job performance
investiture socialization
builds newcomers' self-confidence and reflects senior employees' valuing of newcomers' knowledge and personal characteristics
corporate social responsibility
businesses showing concern for common good and valuing human dignity
multiple hurdles
candidates must receive a passing score on an assessment before being allowed to continue in the selection process
shared service center
centralizes routine, transaction-based HRM activities
bona fide occupational qualification
characteristic that is essential to the successful performance of a relevant job function
cost of living allowances
clauses in union contacts that automatically increase wages base on the U.S. Bureau of Labor Statistics' cost of living index
union models
closed shop agency shop open shop
Customary benefits
commonly provided benefits that are viewed as an entitlement by employees insurance, retirement plans
internal job posting systems
communicate information about internal job openings to employees
total compensation statement
communicating total compensation in detail through a written summary of employee direct and indirect compensation
performance rating methods
compares employee performance to a set of standards to identify a number or letter rating that represents the employee's performance level. essay appr, critical incident, graphic, behavior anchored, behavior obs scale, forced choice, checklist, work standards, mgmt by obj
performance ranking methods
compares employees to each other in some way. forced ranking, paired comparison, forced distribution.
race norming
comparing an applicant's scores only to members of his or her own racial subgroup and setting separate passing or cutoff scores for each subgroup
work standards
comparing an employee's performance to output targets that reflect different levels of performance
gap analysis
comparing labor supply and demand forecasts to identify future talent needs
what emp will do
compensation perf mgmt
Direct financial compensation
compensation received in the form of salary, wages, commissions, stock options or bonuses
direct financial compensation
compensation received in the form of salary, wages, commissions, stock options or bonuses
labor relations strategies
compliance collaboration avoidance
centralized
concentrate power and decision making authority at higher levels of the organization
dysfunctional
conflict that focuses on emotions and differences between both parties
high potential error
confusing potential with performance
stakeholder perspective
considering the interests and opinions of all people, groups, organizations, or systems that affect or could be affected by the organizations actions
offer
contains the terms and conditions of employment as proposed by the employ and usually specific requirements for accepting the offer such as a signature and a deadline
works councils
council of elected workers that participate in shared workplace governance
rights arbitration
covers disputes over the interpretation of an existing contract and is often used in settling grievances
Occupational Safety and Health Administration
created by the Occupational Safety and health Act to set and enforce protective workplace safety and health standards
