MPO Ch 9-12

realistic job preview (RJP)

when an organization provides information to job candidate that highlight the most important conditions of a job, including its positive and negative aspects

when are employee development initiatives most effective?

when org's needs are aligned with the individual's career needs

characteristics craft unions

workers who are all practicing the same craft/specialty

vocational rehabilitation act

prohibited discrimination against people with disabilities, but only applied to the federal government

Americans with disabilities act

prohibits discrimination against people with disabilities; world's first civil rights law for people with disabilities

Civil Rights Act TItle VII

prohibits discrimination based on race, color, religion, national origin or sex

Age Discrimination in Employment Act

prohibits individuals between ages 40 and 65 from discrimination in employment

what is the ultimate goal of human capital

putting people in the best position to help a company by giving them what they need to do the job well

flexible work options include

variable work schedules flexible work schedules job sharing telecommunicating

what is a major incentive for offshoring?

cost savings

how are employee separations involuntary

costly severance pay

occupational safety and health act

created minimum standards in safety in the workplace

training programs steps

1. create training goals based on company strategy 2. conduct a gap assessment comparing current skills to needed skills 3. design training courses and materials 4. train employees 5. determine whether employees use trained skills on the job

steps to determine how to best proceed with training

1. managers must be clear about their goals for training 2. managers should identify the organization's training needs and determine the appropriate audience for those needs 3. managers and HR professionals can design training curriculum, deliver it to employees, and assess its effectiveness

telecommunicating advantages

12% productivity increase fewer breaks fewer sick days

strategic planning

HR practices fully integrated with company's strategic planning execution long-range planning with other senior execs

what happens when goals are too difficult or tasks too complicated?

demotivates employees

where does management by objectives derive from?

derives from scientific management

steps in managing yourself

determine strengths and values know how you work with other people know how you learn know your values

most positions compensated based on required combination of:

education experience potential talent expected

examples of formal training

education equipment

types of training

employee development legal compliance safety

family and medical leave act

entitles employees to take unpaid leave of absence for family and medical reasons without losing their jobs

Fair Labor Standards Act of 1938

established minimum living standards for workers engaged in interstate commerce, including provision of a federal minimum wage

4 perspectives of business scorecard

financial customer business process learning and growth

training can be:

formal of informal

types of team based compensation

gain-sharing profit-sharing

Wagner Act of 1935

granted employees right to organize and fight for better wages, working conditions and job security

examples of benefits

health coverage life insurance retirement accounts cafeteria plan

primary advantage of using balanced scorecard

help managers create cause-effect relationships also understand source of success

what is training typically focused on?

helping new employees get acquainted with processes and procedures fo the org

how do most organizations identify success

high level corporate measures department, function or team member

generation y characteristics

high-quality colleagues flexibility access to new challenges recognition from boss or company prospects for advancement steady rate of advancement

baby boomer qualities

high-quality colleagues flexibility access to new challenges recognition from one's company or boss intellectually stimulating workplace autonomy opportunity to give back to the world

what movement is 360-degree feedback traced to?

human relations movement

the control cycle

identify measures set targets measure results take corrective action

HR managers consider how external factors:

impact hiring careful job analysis developed job descriptions determined the desires characteristics in job candidates

absence of job analysis can lead to problems in

increased recruiting costs inequities among employees inadequate job prep wasted training resources

how should employees hear news of downsizing?

individually from immediate supervisor, not impersonal announcement brief to point include appreciation for time and effort sometimes aid in job search and counseling

two categories of unions

industrial craft

is formal or informal training more effective?

informal training

steps of strategic integration

initiation functional growth controlled growth functional integration strategic integration

three parts of a business

inputs transformation outputs

how should we conduct a job analysis?

interviews with management and current jobholders observations in the workplace self-administered questionnaires

types of compensation

job-based pay skill-based pay team based

what does KSAO stand for?

knowledge skills ability observations

what happens when goals are too easy or tasks too simple?

limits performance

functional integration

longer-range plans and breaks down silos interdisciplinary training programs and more planning

how is turnover in unionized firms?

lower

characteristics of job based pay

mechanistic, predetermined standardized mostly in hierarchical orgs where job tasks narrowly defined managers closely monitor behavior

equal pay act

men and women who do the same job in the same organization should receive the same pay

important parts of fair labor standards act of 1938

minimum wage max hours for workweek officially banned child labor violators subject to severe fines and possible imprisonment

functional growth

more formal hiring specific skills and creating training/development systems

controlled growth

more formal growth emphasis on controlling work

what is important about training

must fit internally with the structure and culture of the org and externally with the strategic competitive landscape

how can employee separations be costly

nondisclosure noncompete agreements

why train employees

orient them on business practices teach them new skills with new equipment educate them on new product/service offerings

offshoring

outsourcing a business activity to a contractor in a foreign country

job-based pay

pay that is determined by the nature of a particular job

what happens when goals and tasks are challenging but attainable?

peak performance

characteristics of skill based pay

tied to skills, experience, knowledge and insights that an individual brings to a company personal judgement

disadvantages of 360-degree feedback?

35% change rating when used for evaluation and pay some hold back because they don't want to penalize their coworker particularly harsh criticism in response to poor leadership or get back at coworker

skill-based pay

Pay that is determined by an individual's personal skills and knowledge.

collective bargaining

Process by which a union representing a group of workers negotiates with management for a contract

examples of informal training

coaching mentorship

survivor syndrome

a condition that can occur when certain employees who survive a downsizing become narrow-minded, self-absorbed, resentful, or risk-averse

development

a long-term process designed to build greater self-awareness, enhance managerial capabilities and enable an individual to reach his/her potential

the balanced scorecard

a method created to help businesses translate strategy into action by identifying the most critical measures to drive business success and linking long-term strategic goals with short-term operational actions

needs assessment

a process by which an organization outlines what type of training needs to be done and what positioned to deliver it

cause-effect relationships

a set of quantitative and qualitative measurements that are related and mutually reinforcing

360-degree feedback

a system in which employees conduct a self-assessment of key competencies and then compare their responses to others in the organization including managers, peers, direct reports clients

gain-sharing

a team-based compensation structure that rewards teams based on the achievement of certain metrics associated with productivity, efficiency or quality

profit-sharing

a team-based compensation structure that shares rewards based on improvement in profitability

types of rewards

compensation benefits

characteristics of gain sharing

allow managers to modify targets and formulas as production evolves layer of protection to employees to take more risks and become more innovative

civil rights act

amended the original civil rights act to make it easier for employees to win in their discrimination lawsuits

cafeteria plan

an arrangement that allows employees to make their own choices about benefit options

job analysis

analyzing information about specific job tasks in order to provide a more precise description and define the characteristics of the ideal candidate for the position

what is included in selecting candidates?

assessment of hte KSAOs situational interviews and realistic job previews

why has focusing on personal development become a more valuable practice?

attracts higher quality employees keeps them more engaged with the company

benefit of flexible work schedule

attracts long-term employees whose knowledge and experience translate into excellent customer service

are outputs or behavior more flexible?

behavior

what two things can be observed and monitored?

behavior and outputs

initiation

business new HR practices informal goal is to hire people who can be flexible

characteristics of team based compensation

can be fully customized may not contribute their fair share but receive benefits of overall performance

financial perspective

choosing the financial measurements that are most important for reaching strategic goals

what does talent management consist of?

recruiting internal vs external applicants selecting candidtates training new hires developing existing employees

#1 reason to join union

secure fair compensation

selecting talent includes:

select variety of quantitative and qualitative data sort through resumes to look for key information than pick candidates that stand out ability tests rarely used in selecting candidates for senior positions within a company meet to discuss the candidates

advantages of 360-degree feedback

self-assessment helps individuals with career planning and decision making more realistic view of employee skills, capabilities and behaviors tools in leadership development process

job sharing benefit

sharing responsibilities can help with job balance

common mistakes with offshoring

spend too much time identifying cities, countries and vendors for their offshoring needs and not enough time deciding which activities to offshore do not account for inherent rissk fail to realize can outsource locally/set up alliances

stages of acquiring human capital

stage 1: initiation phase stage 2: co reaches functional growth and is characterized by technical specializtion and increased formality stage 3: company concentrates on controlled growth, develops formal procedures, and increases on professional management stage 4: functional integration where a company develops multple product groups of divisions and integrates various functional aspects stage 5: strategic integration, management focuses on flexibility, adaptability and integration across business functions

characteristics industrial unions

tend to be large encompasses vast array of employees within an organization

behavior

the actions and decisions of individual employees

control cycle

the four-stage process that provides the mechanisms and systems to monitor the transformation process, ensuring that outputs are produced to the desired quality, quantity and specifications of an organization and its customers

performance appraisal

the identification, measurement and management of individual performance in organizations

management by objectives (MBO)

the process of managing employees by outlining a series of specific objectives or milestones that are expected to meet in a defined period of time

downsizing

the process of reducing the employee base of the company in an effort to be more competitive

outputs

the products and/or services that an organization produces