MGMT 309 Ch. 13 Exam 3 Review

Steps in a Grievance Procedure (3)

1. Aggrieved employee to discuss the alleged contract violation with her immediate superior 2. Grievance can be appealed to the next level (union official can help an aggrieved employee present her case 3. Submit a grievance to binding arbitration

Selecting Employees

1. Application Blanks 2. Test 3. Interviews 4. Assessment Centers 5. Other Techniques

Steps in the Training Process (6)

1. Assess training needs --------Who needs to be trained? --------What do they need to know? --------What do they already know? 2. Set training objectives --------Specific --------Measurable 3. TWO THINGS -----Plan training evaluation ---------Did employees like the training? ---------Can they meet the training objectives? ---------Do they perform better on the job? AND -----Develop training program ---------Content, methods, duration, location, trainers 4. Conduct training 5. Evaluate Training 6. Modify training program base on evaluation

Managing Contingent and Temporary Workers (4)

1. Careful Planning (of amount of people and time of work) 2. Understanding contingent workers and acknowledging both their advantages and disadvantages 3. Carefully assess the real cost of using contingent workers (should be able to document precisely its labor-cost savings) 4. Managers must fully understand their own strategies and decide in advance how they intend to manage temporary workers, specifically focusing on how to integrate them into the organization

Maintaining Human Resources (3)

1. Determining Compensation 2. Determining Benefits 3. Career Planning

The Legal Environment of HRM (5)

1. Equal Employment Opportunity 2. Compensation and Benefits 3. Labor Relations 4. Health and Safety 5. Emerging Legal Issues

Forecasting the supply of labor is really two tasks:

1. Forecasting the internal supply (the number and types of employees who will be in the firm at some future date) 2. Forecasting the external supply (the number and types people who will be available for hiring in the labor market at large)

The Union Organizing Process (8)

1. Generate interest in union among employees 2. Collect signed authorization cards (if less than 30% of bargaining unit members sign cards, the process ends) 3. Petition NLRB to hold election 4. Secret ballot election is held (if union is rejected by majority vote, the process ends) 5. Union signs up members and elects officers 6. Collecting bargaining over first labor contract 7. Labor contract signed 8. Grievance procedure used to resolve disputes during the life of the contract

Managing Labor Relations (2)

1. How employees Form Unions 2. Collective Bargaining

Attracting Human Resources (3)

1. Human Resource Planning 2. Recruiting Employees 3. Selecting Employees

Reasons for membership decline after 1955 (3)

1. Increased standard of living 2. The decline of the manufacturing sector 3. Globalization of business operations

Social Change and HRM (3)

1. Increased use of temporary workers 2. Dual Career families are much more common today than a few years ago 3. Employment at Will

Job Analysis is the systematic analysis of jobs within an organization -it is made up of 2 parts

1. Job Description 2. Job Specification

New Challenges in the Changing Workplace (2)

1. Managing Knowledge Workers 2. Contingent and Temporary Workers

Two basic categories of appraisal methods commonly used in organizations are:

1. Objective Methods 2. Judgmental Methods

2 Areas of Objective Measures

1. Objective Performance 2. Special Performance Test

Two Basic approaches of validation:

1. Predictive Validation 2. Content Validation

Emerging Legal Issues (4)

1. Sexual Harassment 2. Alcohol and Drug Abuse 3. AIDS 4. Employee Privacy

The Environmental Context of Human Resource Management (3)

1. The Strategic Importance of HRM 2. The Legal Environment of HRM 3. Social Change and HRM

Developing Human Resources (3)

1. Training and Development 2. Performance Appraisal 3. Performance Feedback

Determining Compensation (3)

1. Wage Level Decision 2. Wage Structure Decision 3. Individual Wage Decisions

A performance appraisal system in which managers are evaluated by everyone around them ---their boss, their peers, and their subordinates -provides employees with a far richer array of information about their performance than does a conventional appraisal given by just the boss

360-degree feedback

intentionally seeking and hiring qualified or qualifiable employees from racial, sexual, and ethnic groups that are underrepresented in the organization -employers holding government contracts require this ----must have a written action plan

Affirmative Action

Outlaws discrimination against people older than 40 years

Age Discrimination in Employment Act

Specifically outlaws discrimination against disabled persons

Americans with Disabilities Act

The first step in selection is usually asking the candidate to fill out an _______________________ -an efficient method of gathering information about the applicant's previous work history, educational background, and other job-related demographic data -generally used informally to decide whether a candidate merits further evaluation, and interviewers use these to decide whether a candidate merits further

Application Blanks

_________________ are a popular method used to select managers and are particularly good for selecting current employees for promotion -a content-valid simulation of major parts of the managerial job -may include interviews, public speaking and standardized ability tests

Assessment Centers

__________________ is a sophisticated and useful rating method -they must first identify relevant performance dimensions and then generate anchors- specific, observable, behaviors typical of each performance level - can be effective because they require that management take proper care in constructing the scales, and they provide useful anchors for supervisors to use in evaluating people

Behaviorally Anchored Rating Scale (BARS)

things of value other than compensation that the organization provides to its workers -sometimes called indirect compensation ex: paid time off, sick leave, vacation, holidays, insurance, "cafeteria plans", private pension plan, social security

Benefits

-some people change jobs within one organization, others change organizations, and many do both. -when these movements are haphazard and poorly conceived, both the individual and the organization suffer -planning career progressions in advance is in everyone's best interests

Career Planning

Makes it easier for employees to sue an organization for discrimination but limits punitive damage awards if they win

Civil Rights Act of 1991

the intent of ____________ is to agree on a labor contract between management and the union that is satisfactory to both parties -contains agreements about issues such as wages, work hours, job security, promotion, layoffs, discipline, benefits, methods of allocating overtime etc. -process may go on for several weeks, several months, or longer -if it is not approved, union may strike to put pressure on management or it may choose not to strike and simply continue negotiating until a more acceptable agreement is reached

Collective Bargaining

Performance Appraisal (2 Areas)

Common Appraisal Methods Errors in Performance Appraisals

the financial remuneration given by the organization to its employees in exchange for their work

Compensation

1. Fair Labor Standards Act 2. Equal Pay Act of 1963 3. Employee Retirement Income Security Act of 1974 4. Family and Medical Leave Act of 1993

Compensation and Benefits Laws

uses logic and job analysis to establish that the selection device ensures the exact skills needed for successful job performance -the most critical part is a careful job analysis showing exactly what duties are to be performed. Test is then developed to measure the applicant's ability to perform those duties

Content Validation

refers to teaching managers and professionals the skills needed for both present and future jobs

Development

To facilitate both planning and identifying persons for current transfer or promotion, some organizations also have an ________________________. Such systems are usually computerized and contain information on each employee's education, skills, work experience, and career aspirations. -Such a system can quickly locate all the employees in the organization who are qualified to fill a position requiring, for instance, a degree in chemical engineering, three years of experience in an oil refinery, and fluency in Spanish.

Employee Information System (skills inventory)

Regulates how organizations manage their pension funds by how they can be invested

Employee Retirement Income Security Act of 1974

a traditional view of the workplace that says organizations can fire their employees for whatever reason they want;

Employment-at-will

1. Title VII of the Civil Rights Act of 1964 2. Age Discrimination in Employment Act 3. Various Executive orders, especially executive order 11246 in 1965 4. Pregnancy Discrimination Act 5. Vietnam Era Veterans Readjustment Assistance Act 6. Americans with Disabilities Act 7. Civil Rights Act of 1991

Equal Employment Opportunity

Federal agency charged with enforcing Title VII of Civil Rights Act of 1964 as well as several other employment-related laws

Equal Employment Opportunity Commission

Requires that men and women be paid the same amount for doing the same job

Equal Pay Act of 1963

involves attracting persons outside the organization to apply for jobs. -includes methods of advertising, campus interviews, employment agencies or executive search firms, union hiring halls, referrals by present employees, and hiring "walk-ins" or "gate-hires" (people who show up without being solicited) -when unemployment is low, businesses have to work harder to attract new employees. When unemployment is high, organizations may find it easier to recruit prospective employees without having to resort to expensive hiring incentives

External Recruiting

establishes a minimum wage and mandated overtime pay for work in excess of 40 hours per week

Fair Labor Standards Act

requires employers to provide up to 12 weeks of unpaid leave for family and medical emergencies

Family and Medical Leave Act of 1993

-After managers fully understand the jobs to be performed within the organization, they can start planning for the organization's future human resource needs

Forecasting Human Resource Demand and Supply

- its difficult because how does a manager predict how many people they will need 3 years from now? -planners must rely on information from such outside sources as state employment commissions, government reports, and figures supplied by colleges on the number of students in major fields

Forecasting the External Supply of Labor

the means by which the contract is enforced -most of what is in the contract concerns how management will treat employees. -when employees feel that they have not been treated fairly under the contract, they file a _____________ to correct the problem

Grievance Procedure

allowing the assessment of an employee on one dimension "spread" to ratings of that employee on other dimensions -errors can also occur because of race, sex, or age discrimination, intentionally or unintentionally

Halo Error

Occupational Safety and Health Act of 1970

Health and Safety Law

-reflects the organization's investment in attracting, retaining, and motivating an effective workforce. -serve as a tangible indicator of the value of the people who comprise an organization

Human Capital

the set of organizational activities directed at attracting, developing, and maintaining an effective workforce

Human Resource Management

Represent special compensation opportunities (e.g. sales commissions) that are usually tied to performance.

Incentives

-concerns how much to pay each employee in a particular job -a system is needed for this ex: enter the job at 10/hour, increase 50 cents per hour every 6 months on the job, initial qualifications or merit is taken into account -seniority, initial qualifications

Individual Wage Decisions

means considering present employees as candidates for openings -can help build morale and keep high-quality employees fro leaving the firm -most businesses routinely post job openings on their internal communications network, or intranet

Internal Recruiting

-sometimes a poor predictor of job success -biases inherent in the way people perceive and judge others at a first meting affect subsequent evaluations by the interviewer -in a structured interview, questions are written in advance, and all interviewers follow the same question list with each candidate they interview

Interviews

Human Resource Planning (3)

Job Analysis Forecasting Human Resource Demand and Supply Matching Human Resource Supply and Demand

lists the duties of a job, the job's working conditions, and the tools, materials, and equipment used to perform it

Job Description

An attempt to assess the worth of each job relative to other jobs

Job Evaluation

lists the skills, abilities, and other credentials needed to do the job

Job Specification

-knowledge workers (regardless of low demand for labor) remain strong in organizations and organizations must introduce regular market adjustments (upward) in order to pay them enough to keep them -strong demand for these workers have inspired some fairly extreme measure for attracting them in the first place -high starting salaries and sign-on bonuses are common.

Knowledge Worker Management and Labor Markets

Workers whose contributions to an organization are based on what they know -tend to work in high-technology firms and are usually experts in some abstract knowledge base -require extensive and highly specialized training, and not every organization is willing to make the human capital investments necessary to take advantage of these jobs

Knowledge Workers

-also known as the Taft Hartley Act -Limits union power and specifies management rights during a union-organizing campaign -ESSENTIAL PERSONNEL -also contains the emergency strike provision, which allows the president of the united states to prvent or end a strike that endangers national security

Labor Management Relations Act

the process of dealing with employees who are represented by a union

Labor Relations

1. National Labor Relations Act (wager Act) 2. Labor-Management Relations Act (Taft-Hartley Act)

Labor Relations Laws

-if shortfall is predicted, new employees can be hired, present employees can be retrained and transferred into the understaffed area, individuals approaching retirement can be convinced to stay on, or labor-saving or productivity enhancing systems can be installed -if the organization needs to hire, the external labor supply forecasts helps managers plan how to recruit, based on whether the type of person needed is readily available or scarce in the labor market

Matching Human Resource Supply and Demand

Example of a corporate university

McDonald's University

-Also known as the Wagner Act -spells out procedures by which employees can establish labor unions and requires organizations to bargain collectively with legally formed unions

National Labor Relations Act

-established by the Wagner Act to enforce its provisions

National Labor Relations Board

-includes actual output, scrap rate, dollar volume of sales, and number of claims processed -measures may be contaminated by "opportunity bias" if some persons have a better chance to perform than others -CONCRETE LEVEL OF PERFORMANCE

Objective Performance

-directly mandates the provision of safe working conditions -It requires that employees: 1. provide a place of employment that is free from hazards that may cause death or serious physical harm and 2. obey the safety and health standards established by the Department of Labor

Occupational Safety and Health Act of 1970

-Once employees are trained and settled into their jobs, one of management's next concerns is _______________________ - _________________ is a formal assessment of how well employees are doing their jobs -performance should be evaluated regularly for many reasons -----1. may be necessary for validating selection devices or assessing the impact of training programs -----2. to aid in making decisions about pay raises, promotions, and training ----3. Provide feedback to employees to help them improve

Performance Appraisals

-the last step in most performance appraisal systems -usually done in a private meeting between the person being evaluated and his or her boss -discussion should generally be focused on the facts, assessed level of performance, how and why that assessment was made, and how it can be improved in the future

Performance Feedback

Other Techniques for Selecting Employees (3)

Polygraph tests Physical Exams Drug Tests

involves collecting the scores of employees or applicants on the device to be validated and correlating their scores with actual job performance - a significant correlation means that the selection device is a valid predictor of job performance

Predictive Validation

Specifically outlaws discrimination on the basis of pregnancy

Pregnancy Discrimination Act

-compares employees directly with one another and orders them from best to works -comparisons of people in different work groups are also difficult because an employee ranked third in a strong group may be more valuable than an employee ranked first in a weak group

Ranking Techniques

Judgmental Methods include (2) most common way to measure performance

Ranking Techniques Rating Techniques

-it compares each employee with a fixed standard rather than with other employees -can consist of many areas or dimensions such as punctuality, congeniality, and accuracy followed by a scale

Rating Techniques

One generally successful method for facilitating a good person-job fit is the so called ____________________ - involves providing the applicant with a real picture of what performing the job that the organization is trying to fill would look like

Realistic Job Preview

the tendency to base judgments on the subordinate's most recent performance because it is most easily recalled -overuse of one part of the scale --being too lenient, being too severe, or giving everyone a rating of "average"

Recency Error

Errors in Performance Appraisal

Recency Error Halo Error

The process of attracting qualified persons to apply for jobs that are open. -some found internally some externally

Recruiting

At higher levels of the organization, managers plan for specific people and positions. The technique most commonly used is the ________________, which lists each important managerial position, who occupies it, how long he or she will probably stay in it before moving on, and who (by name) is now qualified or soon will be qualified to move into the position.

Replacement Chart

Refers to compensation paid for the total contributions, as opposed to pay based on hours worked

Salary

-each employee is assessed under standardized conditions -eliminates opportunity bias -measure ability but do not measure the extent to which one is motivated to use that ability on a daily basis -must be supplemented by other appraisal methods to provide a complete picture of performance

Special Performance Test

________ of ability, skills, aptitude or knowledge that is relevant to the particular job are usually the best predictors of job success -scored and administered and scored consistently

Tests

-the effectiveness of their HR function has a substantial impact on the bottom-line performance of the firm -growing importance stems from increased legal complexities, the recognition that human resources are a valuable means for improving productivity, and the increased awareness of the costs associated with poor resource management -Human Capital

The Strategic Importance of HRM

Act that forbids discrimination in all areas of the employment relationship (sex, race, religion, or national origin)

Title VII of the Civil Rights Act of 1964

usually refers to teaching operational or technical employees how to do the job for which they were hired

Training

a person who works for an organization on something other than a permanent or full-time basis -categories include independent contractors, on-call workers, temporary employees, and contract and leased employees, part-time workers

Trends in Contingent and Temporary Workers

Determining the extent to which a selection device is really predictive of future job performance

Validation

Requires employers with government contracts to engage in affirmative action

Various executive orders, especially Executive Order 11246 in 1965

Extends affirmative action mandate to military veterans who served during the Vietnam War

Vietnam Era Veterans Readjustment Assistance Act

The simplest method for creating a ______________ is to rank jobs from those that should be paid the most, to those that should be paid the least -in a firm with relatively few jobs, it is quick and practical but larger firms with thousands of employees require more sophisticated methods

Wage Structure

_____________ are usually set up through a procedure called job evaluation. Grouped by value

Wage Structure Decision

a management policy decision about whether the firm wants to pay above, at, or below the going rate for labor in the industry or geographic ara

Wage-Level Decision

the hourly compensation paid to operating employees

Wages

3 Basic forms of Compensation

Wages Salary Incentives