Chapter 10

Reference Checking

Verifying education and previous work experience Internet search to determine social media and public activities

Quid Pro Quo Harassment

Victims are forced into uncomfortable situations as result of fear of being fired, being passed up for promotions

Hostile Work Environment

Victims are put in uncomfortable positions where inappropriate behavior is pervasive

Most common questions asked during an interview

What are your strengths and weaknesses Why are you interested in working for this company Where do u see yourself in 5 yrs? 10 yrs? Why do you want to leave your current company Why was their a gap in your employment between [date] and [date] What can you offer us that someone else can not Are you willing to relocate / travel

transfer

Workers obtain new skills or find new position when old position eliminated by automation or downsizing

Lockout

Worksite closed so that employees cannot go to work

Strikes

employee walkouts

Strikebreakers

hired to replace striking employees (often called scabs)

labor tactics

picketing, strikes, boycott

Separations

Employment changes involving resignation, retirement, termination, or layoff

Orientation

Familiarize newly hired employees with fellow workers, company procedures and the physical properties of the company

Equal Employment Opportunity Commission (EEOC)

Federal agency dedicated to increasing job opportunities for women and minorities and eliminating job discrimination based on race, religion, color, sex, national origin, or handicap

Commission

Fixed amount or a percentage of the employee's sales (ex: 20% of every product you sell)

Age Discrimination in Employment Act

Focuses on discrimination against those 40 years and older

Primary characteristics for diversity

Sexual orientation Age Gender Race Ethnicity Abilities

Mentoring

Supporting training, guiding employee

Human resources management (HRM)

The activities involved in determining an organization's human resources needs, as well as acquiring, training, and compensating people to fill those needs Today's organizations are more diverse, with greater range of women, minorities, and older workers

Conciliation

Third party brought in to keep two sides talking Conciliator has no formal power over union representatives or management

Mediation

Third party suggests or proposes solution Mediators role is to suggest or propose a solution to the problem

Arbitration

Third party's solution is legally binding and enforceable Compulsory attribution is when government requests arbitration to end strikes

Diversity

Understanding diversity means recognizing and accepting differences and valuing unique perspectives

Sexual Harassment

Unwanted behavior anywhere from suggestive remarks to sexual assault

t/f: Pressure is on companies to create policies, training programs to protect employees

true

t/f: When employees leaves, they often do an exit interview

true

types of changes in staff

turnover promotion transfer separations

financial compensation types

wages commission salaries bonuses profit sharing

Job descriptions

written explanation of specific job, usually including job title, tasks, relationship with other jobs, physical and mental skills required, duties, responsibilities, and working conditions

Testing

Ability and performance tests Aptitude, IQ, or personality tests Physical examination / drug tests

Selection

Application - get acquainted with applicants and weed out those who are obviously not qualified, mainly online Interviewing - face-to-face to answer questions regarding job requirements, working conditions, compensation, policies and culture

Development

Arguments skills and knowledge of managers and professionals

Assessing performance

Assessing strengths and weaknesses is one of the most difficult tasks for managers Gives employees feedback on how they are doing and how to improve Provides basis for determining compensation

wages

Based on the number of hours the employee works or the level of output achieved (ex: $7.25 /hr)

Salaries

Calculated on a weekly, monthly, or annual basis

Planning for Human Resource Needs

During a companies planning period, the human resources department: Determines current number of workers How many plan to leave or retire Forecasts how many qualified employees will need to be hired or determines if layoffs are required Develops strategy May include outsourcing, automation, or temporary workers Managers conduct a job analysis -- (Specific tasks, necessary abilities, knowledge, skills)

types of benefits

Fringe soft cafeteria

Soft benefits

Include perks that help to balance life and work such as spas, food service, child care, etc.

Benefits

Includes pension plans, health insurance, and paid vacations and holidays

Fringe Benefits

Includes sick leave, vacation pay, pension plans, and other extra compensation

recruiting

Internal sources include current employees External sources include everything else

When recruiting, managers write:

Job descriptions and job specifications

Affirmative action

Legally mandated plans to increase job opportunities for minority groups Designed to make up past prejudices, to overcome workplace discrimination, and provide equal opportunities Organizations cannot set hiring quotas that might result in reverse discrimination

promotion

Managers prefer to promote based on merit, but some companies and labor unions require it be based on seniority

Equal Pay Act

Mandates that men and women who do equal work receive same wage

Collective Bargaining

Negotiation process through which management and unions reach agreement

turnover

Occurs when employees quit or are fired and must be replaced by new employees

Bonuses

Offered for exceptional performance

training

On the job: workers learn by performing tasks Classroom training - teaches with lectures, conferences, video, web-based instruction

Labor Unions

Organized employees are backed by the power of a large group On average, union workers make about $200 more per week than non-union members Union growth has slowed: prospects for growth not good

Compensation

Pay and benefits are a substantial portion of an organizations expenses Compensation for a specific job is typically determined through wage / salary survey

Profit Sharing

Percentage of company profits distributed to employees / employee stock ownership plans

Americans with Disabilities (ADA)

Prevents discrimination against persons with disabilities

Cafeteria Benefit plans

Provide financial amount to employees so they can select specific benefits

Boycott

attempt to keep people from purchasing products

Secondary characteristics of diversity

education Work background Income Martial status Parental status Military experience Religious beliefs Geographic location

Management tactics

lockout, strikebreakers

types of Performance Appraisals

objective and subjective and 360- degree feedback

Title VII of the Civil Rights Act

prohibits discrimination in employment and created the Equal Employment Opportunity Commission

360-degree feedback Performance appraisal

provides feedback from panel of supervisors, peers, and subordinates

Picketing

public protest against management practices

Job specification

qualifications necessary for a specific job, in terms of education, experience, and personal and physical characteristics Ex: indeed

Objective Performance appraisal

quantifiable How many something was produced or the test scores

Subjective Performance appraisal

ranking employees against each other