MGMT 450 Final Exam

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politics of the rater

when rater manipulates the ratings to achieve a political goal

salary with commission

earn some low salary plus commission

elements of successful orientation

"need to know" basis takes place over days/weeks allow for a lot of 2-way interaction between managers and new employees first day should be thoroughly planned and paperwork kept to a minimum assign them to an immediate supervisor new employees are gradually introduced help get settled in the community continuous process follow up and evaluation

essay evaluation

+detailed feedback -unstructured -only provide qualitative data

concerns with drug testing

1. asking to do drug test used to be considered rude 2. privacy issues 3. how accurate the tests are

performance appraisal process

1. establish the performance dimensions for each position and the standards for evaluating these criteria 2. establish performance evaluation policies on when to rate, how often to rate and who should rate 3. have raters gather data on employee performance 4. the employee's performance is evaluated 5. feedback is provided to the employee 6. make decisions and file the evaluation

attempts to improve GRS

1. forced choice methods 2. behaviorally anchored rating scales 3. behavioral observation scales

rater errors

1. halo effect 2. leniency 3. harshness (severity) 4. central tendency error 5. recency of events error 6. contrast effects 7. personal bias error

situational interview (structured)

1. job analysis 2. situational questions are developed to tap the dimensions that come out of the job analysis 3. behaviorally ached scales are developed for each question 4. panel of interviewers 5. interviewers rate applicant on each question immediately following each question 6. no probing questions 7. the interviewer's ratings are combined

urine based drug tests

1. screening test (EMIT) -unacceptable rate of false positives -cheap 2. confirmatory test -when done correctly, virtually no false, way more accurate -much more expensive

4 legally required benefits

1. social security/medicare 2. workers' comp (insurance) 3. unemployment insurance/comp 4. FMLA

physicals

ADA states that you can't require one before offer of employment

polygraph tests

AKA "lie detector" tests- not a good name tho strong opposition to use in the work place concerns the reliability of the polygraph and the skill of the operator record physiological changes in response to stress; not lying or conditions necessarily accompanying lying many state laws restrict polygraph use in employment

the "big five"

emotional stability extroversion openness to experience agreeableness conscientiousness

EO 13658

Obama really wanted higher minimum wages, so he set minimum wage for federal contractors to $10.10 didn't really change much but it was the principle of the fact that he wanted change

pre departure training

Train them in the language, culture, geography and educate their family as well

pay compression

employees at different levels of job, don't get paid differently happens with professors- they get paid more because of market

apprentice training

a combo of on and off the job training typically initiated by a joint labor/management committee they design curriculum 4 years average program length -time standards are predetermined; no allowance for individual difference in learning

education

employers can screen for specific abilities ex) Masters of Accounting

construct

a trait, a selection measure would be considered to be construct valid when it measures a trait that is needed in a job

developmental purposes

a. feedback and communication b. training needs

administrative purposes

a. promotions and transfers b. layoffs and dismissals c. salary and bonuses d. compliance with legislation e. HR research

change in personality tests

a. show logical relationship between performance and personality trait b. appropriateness of test c. the "big five"

lump sum bonus

give bonuses based on performance on previous year, doesn't become part of base pay

behavioral observation scales

also uses job experts in development raters rate each job behavior response categories are in terms of the FREQUENCY that rater has observed the employee engage in the behavior -scales are actual job behaviors -very difficult for raters to remember whole rating period

pay level

an average of the array of rates paid by an employer "what we pay on average"

employment tests

an objective and standardized measure of a sample of behavior that is used to measure a person's abilities, aptitudes, interests or personality in relation to other individuals

18+

any job for unlimited hours

16-17

any non hazardous job for unlimited hours

training

any procedure initiated by the organization to foster learning among organization members

pay structure

array of pay rates for different jobs within one organization

criterion related measures

attempt to evaluate the work performance of an individual employee without reference to other individuals but with reference to some standard of performance 1. graphic rating scales 2. management by objectives (MBOs) 3. checklists 4. essay evaluation employee to standard

management game method

attempts to simulate the economic functioning of an organization on a computer -make decisions in a wide range of areas -observe results of decisions on scales, profits, market share... compress time so participants can stimulate years of experience in a few days +useful for understanding the interrelationships among organizational units -may try to win the game and rail to learn management principles

alternative form reliability

give everyone all versions of tests, scores should be similar, designing the ACT

similar to me error

being biased towards people similar to yourself

misinterpretation of non-verbal cues

body language isn't always accurate

physical characteristics (and personality type)

broad -marital status -age -aptitudes and skills -personality type

how to fix OJT

develop realistic goals and masers for each area plan specific training schedule for each trainee proper match between trainer and trainee motivate trainers

training wage

can pay $4.25 an hour for 90 days to people under 20 years old

paired comparison

compare every possible pair of workers in a work group rank order of workers is obtained comparisons can become unmanageable N ( N - 1) / 2 = # of comparisons to be made N = # of employees

spot gainsharing

concentrates on solving a specific problem, short in duration

point method advantages

detailed and specific jobs are not globally assessed jobs are compared on factors important to the organization mathematical comparisons of jobs make it easy to assign monetary value to jobs

pay surveys

determine the market pay levels, can find median pay in that market

norm referenced measures

concerned with comparing the performance of an individual to another or group of employees employee to employee 1. ranking 2. paired comparison 3. forced distribution

split half reliability

correlate how people did on one half of test vs the other half, don't do 1st half vs 2nd, do every other, odds/evens

McNamara-O'hara Service contract act

covers contracts with federal government for services or use of service employees must pay prevailing wages and benefits

Graphic Rating scales

criterion related measure -most widely used measure of work performance -think professor evals -measures a performance dimension on a scaled continuum differs on 3 main factors 1.the degree to which the meaning of the RESPONSE category is defined 2. the degree to which the PERFORMANCE DIMENSION is defined for the rater 3. the degree to which the rater is able to convey their intended rating response +most are easy to develop +easy and not very time consuming to administer +permit quantitative results and are standardized -give a lot of control to the rater can lead to rater error -widely criticized because of rater errors, led to improved scales designed to reduce error

management by objects

criterion related measure employee and manager get together and mutually set goals, action plans and target dates -mutual process: manager doesn't dictate what the employee's goals should be -goals should be clear, measurable, challenging but attainable -the manager provides continuous feedback as to the employee's progress -puts the manager in the role of a coach rather than judge -at the end of the period, the manager and subordinate meet and discuss the progress toward the completion of the goals -new objectives, plans and dates are discussed for the upcoming period in order to work, MBO must be cooperative and ongoing

content

degree to which a test or other instrument measures the skill, knowledge, ability to perform a job -demonstrate that the items on the selection instrument are a representative sample are the kinds of situations or problems that occur on the job ex) hiring a legal secretary, type dictations into document, test having the read the dictionary and type would NOT be content valid

gainsharing

designed to motivate employees and improve organizational efficiency, the benefits coming from improving productivity or cost redacting shared with employees as cash bonuses *work better in small orbs with fairly stable production processes

inter-rater reliability

during interviews, all interviewers need to have the same opinions, check sample of applicants and their opinions

Predictive validity (establishing criterion validity)

develop test and give to applicants, don't use test results in deciding whether to hire them, after hiring, look at results and see if it was predictive of their job performance *HR people like it better, slower though

job sample performance tests

doing a job task ex) typing test, driving test -typically high validity and reliability, high content validity

first impression error

don't make your mind up early in an interview

straight commission

earn percentage of value of what they sell

Gathering data (step 3)

employers gather data on employee traits, behaviors, and or results of performance traits: initiative, dependability, honesty behaviors: allies writing skills, meets deadlines *directly related to job results of performance (# defects, # parts manufactured) ***best to collect data on behavior and sometimes results but NOT traits (hard to measure) !!!!!!!!

test-retest reliability

establishes reliability, give a test now and later, results stay the same

parent country national

expatriate, someone from the country where the HQ is to run the company

validity

extent to which performance on a measure is associated with performance on the job

Barrick and Mount

first major research applying to the Big Five to HRM -META analysis: conscientiousness was a valid predictor of job performance for all occupational groups studied, extroversion was a valid predictor of job performance for managers and sales people -openness to experience and extroversion were valid predictors of training proficiency

in basket method

forces trainees to make decisions under time constraints and prioritize problems

orientation

formal process of familiarizing new employees to the organization, their job and the work unit

non financial rewards

giving praise to employee for job well done, recognition, special parking space, office space

honesty (integrity) tests

goal is detecting whether someone is going to take part in counter productive behaviors a. clear purpose b. veiled: tests for personality traits related to counter productive behavior *both are predictive of counter productive behavior *strong relationship to job performance for both

behaviorally anchored rating scales

goal to reduce the ambiguity of scale anchors -anchors are actual job behaviors for the job in question that reflect varying levels of effectiveness for a performance dimension -development is complex, takes time and expertise -mixed results as to how well it reduces rater errors +viewed favorably by courts, users like it, allows for good feedback

Biodata form

goes beyond traditional applications, asks about interests, hobbies -when used properly, Biodata forms are on of the most valid methods of predicting future job success, time consuming and expensive to develop a reliable and valid form

leaderless group discussion

group of trainees discuss assigned topic evaluated on such things as leadership skills, interaction abilities

pay grades

grouping of jobs considered to be similar in worth

financial rewards

have a cost behind them 1. direct compensation- cash, salary, wages, bonus 2. indirect compensation- benefits (huge expense to employers, 1/3 of all payroll goes towards benefits)

structures

highly standardized, same from applicant to applicant, interviewer determines the direction of the interview, not as subject to bias as less structured methods, more reliable and valid than unstructured

straight piece work

hourly rate guaranteed for producing the production standard, for units over the standard, a certain amount of money/unit is paid to employee

reliability

how stable or repeatable a measurement is over a variety of testing conditions -looking at consistency -the degree to which a selection instrument provides consistent or dependable results over time

problems with merit pay

if linkages are weak, pay will not motivate heavily dependent on accurate performance appraisal size of award may not have enough valence to motivate pay secrecy can cause inequity raises become a part of base pay (a 10% raise is more costly each year)

labor market effect

if you limit the supply, wages will go up unions limit how many people can be in the apprenticeship programs, medical students...

reasons for failure of expatriates

inability of spouse to adjust to new environment inability of themselves to adjust to new environment other family related problems managers personality/emotional immaturity managers inability to handle responsibilities of overseas work

merit pay

individual plans attempt to reward employees for their past performance in the organization, motivates employees

scanlon plan

involved employee participation in reducing labor costs without lowering the level of a firm's activity, savings are shared with employees -- labor

overtime pay

non exempt employees who work 40+ hours/week have to be paid time and a half for the period above 40 hours- whether an employer asks them to or not -comp time is illegal

low pay level strategy (lag)

lag strategy paying below the market average, just barely pay enough to staff the company- only get what you pay for

high pay level strategy (lead)

lead strategy paying above the market average, goal is to be the employer of choice

expectancy

link between effort and performance, perception of the probability that your effort will lead to desired performance

Caligiuri (200)

looked at Big 5 and expatriate success, looked at 25 different countries expatriates who were more extroverted and more agreeable were likely to last overseas expatriates who were more conscientious the better their performance was

Person-organization fit

looking for the person that best fits the cultures and values of the company or organization

Person-job fit

looking for the person that matches the task criteria of the job

point method disadvantages

looks at jobs, not people time consuming and costly tendency to try and "up your points" and figure out the system

displaced workers

lose their job because minimum wage demands less workers teens are the most affected by minimum wage

reasons for orientation

lower turnover increased productivity saves time of supervisors and co workers develops realistic job expectations and job satisfaction reduces anxiety

Fair labor standards act (1938)

main, primary federal law -essentially covers all private businesses involved in interstate commerce

Employee Polygraph Protection Act (1988)

makes the use of polygraph as a selection devise illegal for most private businesses

employment interview

may different among interviews is the degree of structure

other ability tests

mechanical ability tests and physical ability tests

halo effect

when one positive or negative characteristic of an individual is generalized over all of the applicant's characteristics

main provisions of FSLA

minimum wage- originally $.25/hr as of 2009 set at $7.25, hasn't changed since differs among states and cities can pay tipped employees less than minimum wage, can't pay less than $2.13 tho

point method

most common JE method doesn't compare jobs on "global" basis compares jobs based on components (complexity) viewed favorably by the courts

on the job training

most common method +economy +facilitates positive transfer of learning -can fail -costs can be high -lack of structure -poor training skills

comparable level strategy

most often used, paying at the market rate

expectancy theory

motivation ->effort ->performance ->reward->satisfaction->motivation

exceptions

must know all executive administrative professional outside salesperson computer employee

systems approach

need assessment phase training and development evaluation phase training goals -training validity -transfer validity -intraorganizational validity -interorganizational validity

skill based pay

newish, switches from job based pay to person based based on employees' acquiring new skills and knowledge increases organizational flexibility helps workers with job security

differential piece work

no hourly rate, a lower piece rate is paid up to production standard, then a larger piece rate is paid for units over standard

14-15

non hazardous job for no more than 3 hours on a school day no more than 18 hours in a school week no more than 8 hours on a non school day or 40 in a non school week (basically no overtime) can't start work before 7 AM or end after 7 PM during school year, extended to 9 PM during summer exceptions: newspaper deliveries, TV, radio, theater productions, work for their parents in a soley-owned family business, gathering evergreens lol wut

psychomotor ability simulation

non paper/pencil test -helps measure abilities related to job performance motor skills... ex) driving/breaking simulation

Ranking

norm referenced measure ranking employees 1-10 ranking the middle is tougher alternative ranking: 1 and 20, 2 and 19, 3 and 18...

Assessment centers

not a place multiple selection method for managers, uses a wide array of methods: interviews work samples simulations paper/pencil tests in-basket exercises (prioritizing all the things to do)

Drug testing

not considered a physical under federal law 1. Urine (most common) 2. blood 3. hair 4. saliva 5. pupillary reaction test- testing to see if on drugs right now 6. hand eye coordination performance test

case study method

off the job experience helps managers learn how to obtain and interpret information helps improve decision making skills -very few trainers attempt to relate classroom behavior to job behavior

programmable instruction

off the job training instruction without the presence or intervention of a human instructor -learner centered method of instruction -present the subject matter in small steps requiring frequent responses

off the job training lecture

off the job training many trainees can be taught by a minimum number of trainers -little time left for clarification -passive, won't pay attention

audio visual (AKA Video)

off the job training need to illustrate how certain procedures should be followed over time need to expose trainees to events not easily demonstrated in live formats when the training is going to be used organization-wide and travel becomes costly

vestibule

off the job training simulation, use equipment in a classroom instead of actual worksite -used for jobs when its too costly, inefficient or dangerous to train workers with equipment on the job +safety hazard reduced +time pressures reduced

Unions and compensation

on average, union workers earn more than non union workers traditionally, unions have been pacesetters in wages and benefits when a prevailing wage is required, usually use union wage during organizing campaigns, wages cannot legally be increased wages are mandatory bargaining issues under the law unions prefer seniority to merit same effect as raising minimum wage when raise union worker's wage, you get a lower demand for labor

management development (training managerial employees)

on the job experience -coaching -understudy assignment -job rotation -project and committee assignment -staff meetings

flat rates

one wage is paid to all employees in the same job

contrast error

overly influenced (for or against) based on interviews of previous applicants, don't compare during interviews

global HRM

parent country national host country national third country national

experience

past performance, predictive of future successful performance

Davis-Bacon Act

prevailing wage act contractors and subcontractors perfuming on federally funded or assisted contracts for construction, alteration or repair of public buildings or public works -must pay prevailing area wages and benefits, not normal rates

individual incentive plans

plans where employees are paid for the units they produce

Forced distribution

poor method rate employees on a fixed distribution of categories 5% poor, 15% below average, 60% average, 15% above average, 5% excellent +rater errors of leniency, severity and central tendency are reduced -assumes that employees conform to a distribution

instrumentality

probability that your performance will lead to desired reward

unstructured

questions may differ from applicant to applicant, applicant will play some role in the direction of the interview

Application forms (biographical info)

quick and consistent way of obtaining a wide variety of info -quick and consistent way of obtaining a wide variety of info -given to everyone, fair process, includes all info you want to ask

checklists

rating score is determined from checked items -items may be weighted -difficult to give feedback -leniency may be a problem -easy to administer

Behavioral investigations and references

references may be checked by phone or mail/email some employers are scared to give "accurate" references for fear of lawsuits... instead will only give name and dates of employment some states (24) so far have passed laws making it more difficult for former employees to win lawsuits over negative job references, still don't solve the issue of companies not wanting to go to court

organizational wide incentives

rewards are shared by all members of the organization

problem solving

role of the manager- helper objective- stimulate growth and development skills- listening/reflecting feelings and ideas, using exploratory questions risks- employees may lack ideas, change be other than what employer has in mind

tell and sell

role of the manager- judge objective- communicate evaluation and persuade employee to improve skills- salesmanship risks- loss of loyalty and inhibition of independent judgment

other off the job experiences

role playing assessment centers outdoor programs

how to help failure

selection, look at personaility

personality inventories

self report inventories projective test (what do you see, ink blot test) *historically, have little success in predicting job success, but this is changing

profit sharing plans

share percentage of profits among employees

rucker plan

similar to scanlon plan except the bonus formula includes the dollar value of materials used to produce -- products

job ranking

simplet JE method primarily used in small organizations job evaluator rank orders whole job from most valuable to least evaluates job on a "global" basis does not evaluate the contents of each job problems: very subjective no indication of how closely jobs might be ranked to each other

weighted applicant blanks

some answers are weighed more than others

third country national

someone from a difference country than HQ and host country runs the company

host country national

someone that is from the foreign country runs the company

improshare

standard is developed that identifies the expected hours required to produce an acceptable level of output- any savings arising from producing in fewer than expected hours are shared by the firm and the worker-- fewer hours

pay for performance

starts out a base rate, promotions given based on your performance

seniority

starts out at base rate, promotions given based on how long an individual has worked for a company

who should rate the employee

subordinates peers someone outside the immediate work situation self appraisal immediate supervisor higher level of supervisor

point method process

take sample jobs (20/100)- called "benchmark jobs" determine compensatory factors (things we value) of each job allocate points to each compensatory factor (point schema) add points to total job, now each job has a point value make scattergraph run linear regression to get best fit line for the other jobs, use your system to determine value plug in those values to determine what they pay should be (based on the linear regression line)

concurrent validity (establishing criterion validity)

take selection instrument that you're trying to validate and give it to current validity -present employees may be leary and provide dishonest answers -workers are job experienced, selection instruments will be measuring experience as well -restriction of range (not people that suck, not people that rock) *businesses like it better, quicker

Performance appraisal

the HRM activity used to determine the extent to which an employee is performing the job effectively

compensation

the HRM function that deals with every type of reward that individuals receive in return for performing organizational tasks

criterion related

the extent to which a selection instrument is predictive of or significantly correlated with one or more important elements of work behavior- how well a selection instrument related to later job performance -instead of construct, could use criterion

Selection

the process of choosing from a list of applicants, the person or persons who best meet the selection criteria for the position available

behavioral modeling

there is some behavior you want to change among your employees 1 introduce topic 2 presentation of a film 3 group discussion of the film 4 role playing with class feedback 5 provided with copies of learning points 6 trainees report on their experience during next session 7 supervisors of trainees are given an accelerated training program and encouraged to reinforce behaviors by trainees on the job

improving performance appraisal

train raters upper management has to support it raters should be evaluated on how well they perform performance appraisals there should be continuous monitoring and feedback keeping a diary (log weekly so you can remember things to evaluate on)

job evaluation

used to determine the relative worth of jobs within an organization for pay purposes -attempts to relate pay to the extent of job contributes to organizational effectiveness, difficult to achieve

cognitive ability test

used to measure general intelligence "g", IQ -have the highest validity and lowest cost of all selection instruments that can be used across jobs (entry level to advanced)

360 degree feedback

using multiple appraisals to get the full picture of an individual

valence

value placed on the reward

behavioral interview (structured)

very common, most reliable and valid the past will be predictive of the future

Reliability and validity selection

very important because 1. the law- doesn't say has to be reliable and valid but it covers your ass 2. we want to select the people who are best for the jobs we're filling

Forced choice method

weird designed to distinguish leniency error in rating disguise the rating scale as a continuum rater is presented with sets of examples of job performance scales are constructed very carefully by job experts problems with forced choice: -raters are resistance cause they can't tell what rating they are giving -difficult to give constructive feedback -some studies have shown that it doesn't reduce leniency

child labor

when and what kind of work children can do non agricultural work

deficiency

when dimensions that are crucial for job success are not included in job performance

contamination

when dimensions that are outside the expectations/scope of that job are included in job appraisal


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