BMGT 360 exam 1
Disparate/ Adverse Treatment
§ Intentional discrimination where employer knowingly discriminated based on the individuals race, color, religion, sex, national origin, age, or disability status § Evidence may be direct, inferred, or mixed § Uniformity in HR practices across all applicants/incumbents reduce likelihood of disparate treatment claims
Delery and Doty Universalistic "best practices"
§ Internal career opportunities § Result oriented appraisals § Training § Participation § Job descriptions § Profit sharing § Employment security
Bona Fide Occupational Qualifications
§ Legit criteria on which to discriminate on the basis of protected class status § Only apply to qualifications that affect an employee's ability to do the essential elements of the job Authenticity, customer preferences, concern for the welfare of employees
Huselid discovered firms with HPWPs
§ People work smarter § Employee motivation § People work harder · 7% lower turnover · $27,044 higher sales (per employee-16%) · $3,814 higher profit )per employee) · $18,641 higher market value (per employee)
Quid pro quo (this or that)
§ Person makes a benefit (or punishment) contingent on an employees submitting to (or rejecting) sexual advances
Why is it difficult to implement HR strategically
1/8 rule: § 1 in 2 firms will not believe relationship between HRM and profits exists § 1 in 2 firms that do not see relationship will try piecemeal changes · Ex: change pay without changing training ,recruitment, selection, and job design § 1 in 2 firms will NOT persist long enough § 12.5% will actually achieve competitive advantage via HRM
defense for disparate treatment
BFOQs
Demographics
Foreign born people in US and children of foreign people is increasing
job specification
knowledge, skills, abilities, and other characteristics (KSAOs) that an individual must have to perform a particular job
Contractual work arrangements
low uniqueness, low strategic value HRPs focus on the work to be done the results to be accomplished, the terms of the contract and virtually nothing else
signaling theory
my spidey sense is tingling
· HRM as a Competitive Advantage
o A value creating strategy not simultaneously being implemented by any current or potential competitors and other firms are unable to duplicate the benefits of this strategy o Individual HRM practices may be imitable but HRM systems and routines, which develop over time may be unique to a particular firm and contribute to the creation of specific human capital skills
research
o Acceptance intentions of the applicant § Job and organization characteristics + § Type of work+ § Org characteristics -work environment + § Recruiter characteristics + § Personalness + competence + o Perceptions of recruiter + o Justice perceptions + o Perceived fit + § Person-job fit + person-recruiter fit+ o Hiring expectancies § Perceived hiring expectancies +
external labor market
o Almost no training o Pay only for performance o Individual performance is emphasized
Occupational Safety and Health Admin (OSHA)
o Authorizes the federal government to establish and enforce occupational safety and health standards for all places of employment engaging in interstate commerce o Employers have a general duty to furnish each employee a place of employment free from recognized hazards
Americans with a disability Act (ADA)
o Beyond just prohibition the ADA requires employers to take steps to make reasonable accommodations for individuals covered by the act (ramps, job redesign) o Its is not economically prohibitive o Does not interfere with core job tasks o It does not put public at risk o No blind pilots, no sociopaths in security jobs
Equal Employment Opportunity Commission (EEOC)
o EEOC is responsible for enforcing most of EEO laws § Investigates and resolves complaints about discrimination § Gather information § Issues guidelines § Monitors organizations hiring practices o Complaints must be filed within 180 days of the incident o EEOC has 60 days to investigate the complaint
Why is job analysis important?
staffing training/development compensation performance appraisal
Gen Z
the importance of material rewards and leisure appear to be increasing, whereas work ethic and the centrality of work in people's lives are decreasing. A trend toward successive generations that are more self-center, agentic, and high in self esteem, but paradoxically suffer increased anxiety and depression
Job description
the list of tasks, duties and responsibilities that a particular job entails · Key components o Job title o Brief description of TDR o List of the essential tasks with detailed specifications explaining how to carry out each task
job rotation
you switch task and rotate
Disparate/ Adverse Impact
§ A condition in which employees practices are seemingly neutral yet disproportionately exclude a protected group from employment opportunities · Focuses on the practice rather than motive · Often is unintended by employer § The policy or practice in question is not actually related to one's capacity to perform important job functions · Demonstrated through results of a job analysis · Demonstrated through reference to criterion validation studies
Hostile work environment
§ Behavior in the workplace creates an environment in which it is difficult for someone of a particular sex to work
Traditionalist
§ Born 1900-1945 § Great Depression § World War 2 § Disciplined § Workplace loyalty § Move to the Burbs § vaccines
Government efforts to achieve EEO
§ Constitutional amendments § Legislation § Executive orders § Court rulings
Pfeffer's Seven Best Practices
§ Employment security § High compensation based on performance § Extensive sharing of financial and performance information § Selective hiring of new personnel § Self-managed teams and decentralized decision making § Extensive training and development § Reduction of status differences
four fifths rule
§ General rules that find evidence of discrimination if an organizations hiring rate for a minority group is less than 4-fifths the hiring rate for the majority group · Highlights the rate of hiring not the number of employees hired
Labor force changes
generations, age, race/ethnicity
Downsizing
high speed and high human suffering
Mental Demands-Tradeoffs
· Organizations must balance worker motivation/attitudes and work outcomes
Yield ratio
% of applicants who successful move from one stage of the recruitment and selection process to the next o By comparing the yield ratios of different recruitment sources we can determine which source is the best or most efficient for the type of vacancy
4 components of job (re)design
-cognitive load -industrial engineering -ergonomics -job characteristics model
Human Capital
An organization's employees, described in terms of their training, experience, judgment, intelligence, relationships, and insight.
Affirmative action (AA)
Any measure beyond simple termination of a discriminatory practice, adopted to correct or compensate for past or present discrimination or to prevent discrimination from recurring in the future
regulation (legislative power)
Has enacted a number of laws governing HR activities; these laws have usually been in response to perceived societal needs
Alliances/Partnerships
High uniqueness, low strategic HR configuration focus on mutual investment and build trust while still protecting own investments and gaining access to each others talents
Knowledge based work
High uniqueness-high strategic value focuses on internal development and long-term employee commitment for their core employees
Transitional Matrix
Lists job categories held in one period and shows the proportion of employees in each of those job categories in a future period. It's important to follow trends of all employees, not just high performing ones
· Job-based work
Low uniqueness, high strategic value HR configuration is likely to emphasize staffing and deploying skills for immediate contribution, with little attempt to develop employees
Is there a relationship between age and task perfroamnce?
No
The 4 Quadrants of Human Capital Characteristics and Employment
Quadrant 1- knowledge based employment Quadrant2- job-based employment Quadrant 3-contractual work arrangements Quadrant 4-alliances/partnerships
regulation (executive power)
Responsible for enforcing the laws
Strategic Management of Human Capital
The policies, practices, and systems that influence employees: behavior, attitudes, and performance
occupation
a group of similar jobs found in different organizations
13th amendment
abolished slavery and applied in cases where discrimination involved symbols and incidents of slavery
Job extension
adding to tasks you do during your job
high performance work system
an organization in which technology, organizational structure, people, and processes work together seamlessly to give an organization an advantage in the competitive environment
older employees are more likely to
enact OCBs. control their emotions, less likely to engage in CWBs, less likely to be late or absent
work task
distinct work activities carried out for a distinct purpose
What is the impact of HRM?
employees are not interchangeable, easily replaced by part of a system but a source of the company's success or failure
Employee Empowerment
o Employees are allowed to make more decision they share in resulting losses and rewards § Leads to more innovation and sharing of ideas o HRM practices such as performance management, training, work design, and compensation should be considered o Employee engagement leads to higher productivity, better customer service, and lower turnover o Shifts the recruiting focus away from technical skills and toward general cognitive and interpersonal skills
Title VII of the Civil rights act of 1964
o Enforced by equal employment opportunity commission (EEOC) o Prohibits employers from discriminating based on race ,color, religion, sex, national origin, pay, conditions of employments, or privileges of employments o 15+ employees organization o Prevents employer from retaliating against or intimidating the reporting employee
Civil Rights Act of 1866 and 1871
o Granted all citizens the right to sue if they feel they have been deprived of some civil right
Resource-based view
o Human resources are valuable o Human resources are rare o Human resources cannot be imitated o There are no good substitutes
internal labor marekts
o Internal promotion o High levels of training o High pay for time in position o Commitment is emphasized
regulation (judicial)
o Interprets the laws o Its decision are binding
Age discrimination employment act (ADEA) 1967
o Like Title VII of CRA 1964 prohibits hiring, firing, setting compensation rates, and other employment decisions based on a persons age being over 40 o Implication for early retirement packages: § Wave right to sue § Not coerced § Understandable § Timely
Equal Pay act of 1963
o Men and women doing equal work in an organization must be paid the same o Equal in terms of skill, effort responsibility, and working conditions o Pay difference are allowed if different: seniority, merit, quality, quantity
The traiditonal employee relationship
o Psychological contract-describes what employees and employers expect from the employment relationship o Traditionally organizations expected employees to contribute time, effort, skills, and loyalty for job security and opportunities for promotion
Five dimensions of job design
o Skill variety o Task identity o Task significance o Autonomy o Feedback
Equal Employment Opportunity (EEO)
o The condition in which all individuals have an equal chance for employment, regardless of their race, color, religion, sex, age (kind of), disability, or national origin
The new employee relationship
o Todays organizations needs are constantly changing-this translates into greater churn (turnover) in the labor force-in addition to the continued demands of high productivity and quality o Employees want "employability" in exchange for this uncertainty/risk o Flexibility (flexible work arrangement (FWA)) and work? § Flexible work schedules r=.22 w/productivity § Compresses work schedules r=.21 w/ performance
Sexual Harassment
o Unwelcome advances, requests for sexual favors, and other verbal/physical contact is sexual harassment when: § Submission to conduct is a condition of employment § Submission/rejection is a basis for employment decisions § Conduct interferes with employees work performance § Violation of Title VII (CRA) due to gender
How do we select?
reliability validity construct criterion measure
job
set of related duties
position
set of tasks performed by a given individual at a given firm
Relationship between age and training performance
slightly negative
AA HR practices and policies
§ Use targeted recruitment · Depict members of target groups I advertising materials · Use diverse recruiters § Implement strategies for minimizing adverse impact § Establish an internship program § Engage in community outreach § Take steps to forbid harassment of all types and more generally decrease incivility · Train mangers · Train employees § Provide mentoring § Support affinity groups § Provide benefits of special value to members of underrepresented groups · Contract with suppliers that are owned by members of the target group and/or that have excellent affirmative action and diversity programs
Millenial
§ Value being noticed, respected, and involved. Work to live § Born 1977-1997 § 9/11 attacks § Community service § Immediacy § Confident, diversity § Social everything § Google, Facebook
Boomers
§ Value unexpected face time with management § Born1946-1964 § Vietnam, Moon landing § Civil/womens rights § Experimental § Innovators § Hard working § Personal computer
Gen X
§ Value work-life balance, pragmatic and cynical, well developed self-management § Born 1965-1976 § Fall of berlin wall § Gulf war § Independent § Free agents § Internet, MTV ,AIDS § Mobile phone
Gen 2020
§ You? § After 1997 § Age 15 and younger § Optimistic § High expectations § Apps § Social games § Tablet devices
recruiters
· Applicants tend to respond more positively to someone who is currently in the job or a manger · Applicants respond more positively to recruiter whom they perceive as warm and informative · However, the recruiter seems less important than an organization personnel policies that directly affect job features Why?
fairness
· As seen in Chapman et al (2005) applicant perceptions of justice are positively related to job pursuit intentions job organization attraction acceptance intentions and job choice · Selection procedures are probably not perceived simply as fair or unfair by applicants but rather at some being more or less fair · Keeping with the ideas behind signaling theory, research has shown that applicant fairness perceptions of the recruiting process predict expectancies of fairness in organization decision once at the job
Forecasting (planning)
· Attempts to determine the supply and demand for various types of human resources to predict areas within the organization where there will be labor shortages or surpluses
Impression management
· Candidates nay also attempt to influence recruiter perceptions using impression management tactics to maximize the likelihood desired rewards and minimize the potential negative repercussions · Self-promotion- describe past experience and accomplishments positively in order to elicit a perception of competence · Integration-statements intended to evoke interpersonal liking and attraction between the organization representative and the candidate · Results suggested that ingratiation had a positive effect on perceived fit and recruiter hiring recommendations (and indirectly on receipt of a job offer) · Also perceived fit mediated the relationship between ingratiation and hiring recommendations
options for avoiding a shortage
· Contractors (fast high) · Overtime(fast high) · Technological innovation (slow and low) · Temporary employees (fast high) · Turnover reductions (slow and medium) · Retrained transfers (slow and high) · Outsourcing(fast high) · New external hires (slow and low)
Preventing sexual harassment
· Developing and communicating a policy that defines and forbids sexual harassment · Training employees to recognize and avoid this behavior · Providing a means for employees to complain about harassment and be protected · Acting promptly to discipline those involved
job enrichment
· Empowering workers by adding more decision-making authority to jobs
Employees rights
· File complaints and request OSHA inspections · Receive information about hazardous chemicals they handle in the course of their jobs
Characteristics of a Motivating Job
· Five dimensions of job design ( the way you structure a job) that cause the psychological states that in turn cause satisfaction with the work itself o Skill variety o Task identity o Task significance o Autonomy o Feedback
flexible work arrangments
· Flexibility regarding when (flextime) and where (flexplace) work is completed · The primary goals of such arrangements are to leave employees with additional time and energy to manage the demands they face across various domains allow employees across various geographical location to work together and as of more recently protect the health and safety of workers and their community
Employees Responsibilities
· Follow OSHA's safety rules governing employee behavior · Report hazardous condition in the workplace
Attraction-Selection-Attrition
· People attracted to, selected by , staying with, and behaving in organizations cause them to be what they are · As an outcome of the attraction, selection and attrition cycle organizations will have severely restricted the range of type of people in them · Over time an organization can become so ingrown in type that ig begins to occupy an increasingly narrow ecological niche
Downsizing (or right-sizing)
· Planned elimination of a large number of personnel with the goal of enhancing organization competitiveness · Question still remains about the effect of downsizing on organization performance
Work flow analysis
· Process of analyzing task necessary for production of a product or service · Structure of the work flow analysis identifies the people who must collaborate to efficiently produce the desired outputs o Centralized o Decentralized o Functional o Product or customer
Goals of selection
· Selection methods or devices are those things used to make predictions about job applicants · The goals of selection is to legitimately discriminate among applicants · Different selection methods may be more/less appropriate to use depending on the specific job for which you are selecting
personality
· So given that applicant traits such as personality and values affect the recruiting process, how can organizations use this information to increase the utility of their recruiting efforts · Can this be used to recruit from historically underrepresented subgroups · Who should be making these decisions? · It is possible to recruit for these individual attributes by describing the job and company in particular ways · For instance, conscientious applicants were more attracted to more outcome-and detail oriented organizations · Therefore, organization that want to hire conscientious employee (as it predicts job performance across situations) should describe their organizations as such · Using website-based self assessments, Dineen and Noe (2002)were able to show how different configurations of information presented to recruits could result in leaner (cheaper) applicant pools with more valuable applicants
Brand equity
· Strong brands can generate a competitive advantage for organizations because they initiate consumers purchase decision they improve the efficiency of marketing programs and they allow firms to charge more for product
reliability
· The extent to which a measurement is free from random error. o The more random error associated with a measure, the less reliable it will be o The less reliable the less precise we can in interpreting the scores it provides · Reliable measurement generates consistent results · Organizations use statistics, like correlation coefficients to compare results and determine reliability o A reliable measurement determines whether measurements are accurate o A reliable measurement does not determine whether what is being measured matters
validity
· The governments uniform guidelines on employee selection procedures accept three ways of measuring validity: o Criterion-related o Content-related o Construct-related · In the selection context, validity refers to the extent to which performance on the selection device/test is associated with performance on the job o Ex.. A test score and job performance
Job (Re)design
· The process of defining how work will be performed and what tasks will be required in a given job or changing an existing job design · To design jobs effectively, a person must thoroughly understand: o The job itself (through job analysis) and Its place in the units work flow (work flow analysis
Selection is
· The process through which organizations make decisions about who will or will not be allowed to join the organization
Industrial engineering
· The study of jobs to find the simplest way to structure work in order to maximize efficiency o Reduce the complexity of work o Allows almost anyone to be trained quickly and easily perform the job o Used for highly specialized and repetitive jobs
Designing Ergonomic Jobs
· The study of the interference between individuals physiology and the characteristics of the physical work environment · Goal is to minimize physical strain of worker by structuring physical work environment around individuals physiology · Leads to increased efficiency in workplace · Increase in the use of mobile devices are causing repetitive stress injuries (RSIs) · Research? o "our main findings indicated that there was no specific study method or intervention approach to influence ergonomic outcomes such as Musculoskeletal disorders or productivity"
Forecasting-demand
· Trend analysis- constructing and applying statistical models that predict labor demand for the next year, given relatively objective statistics from the previous year o Leading indicators · A planner must forecast whether demand for specific job categories, skills, or experiences will increase or decrease
cognitive load-mental demands
· Work is designed to reduce information-processing requirements of the job · Limit the amount of information and memorization that the job requires · Organization can provide o Adequate lighting o Easy to read gauges and displays o Simple to operate equipment o Clear instructions · Cost reduction, as intelligence (an expensive trait ) is made less important when filling these jobs
cost per hire
· cost of using a particular recruitment source for a particular type of vacancy o Divide cost by number of people hired to fill that type of vacancy o A low cost per hire means the recruitment source is efficient
14th amendment
· forbids states from taking life liberty or property without due process of law o Prevents states from denying equal protection of discrimination o Applies to decision or actions of government or private groups whose activities are deemed government actions § Legislation
Job analysis
· the process of gathering information related to the activities performed on a job · Matching job requirements and people · Hypothesis about the personal characteristics necessary to perform the work · Source of knowledge for recruitment, selection, training, performance appraisals, work, redesign, and terminations · Critical in legal proceedings
