Exam 1

Question 1

content validity

Answer 1

Show the test to experts to see how well the test measures the ability to do the job

Summarize the findings of these experts in a report that you keep at HR

Question 2

Criterion validity

Answer 2

Not based on opinion it is based on real data

Give actual test and compare job performance with test performance

Is there a better than chance relationship between test score and job performance

Question 3

Concurrent Validity

Answer 3

Current employees take the test
(need about 100 people to take the test)

Encourage them to do the best as possible on test but they also there are no consequences for test results (no raise or demotion)

Question 4

Predictive Validity

Answer 4

Rare Because it takes so long

Give the test to applicants

You don’t score it because you cannot use a non-validated test to make decisions

Then you wait after you hire them for a while to give the employee time to learn job

Then you get the result and compare the test to their job performance

Question 5

Affirmative Action

Answer 5

Have to have your workforce meet the demographics of the labor force

Required for government contractors

Question 6

Types of Affirmative action plans

Answer 6

Opportunity enhancement- Increase the marketing to demographics that you are missing or lacking in your workforce

Equal Opportunity- Making sure that there is no discrimination in your selection process

Tie-break/ Weak Preferential treatment- If there are two equally qualified employees you favor the one that fits the demographic that you have a gap in. This is only good if the company has had a past of discrimination in the hiring process

Strong Preferential Treatment- Illegal

Question 7

Reverse discrimination Weber v United steel workers

Answer 7

Courts allowed the “reverse discrimination” because the company had a history of discriminating against African Americans for job promotions

Question 8

Bakke vs State of california

Answer 8

Strong quota system deemed illegal

Question 9

Cost Leadership

Answer 9

Companies like walmart that keep costs low

They like to have an efficient structure to hr that is centralized at corporate. HR initiatives are handed down from the top
They tend to have a stable planning horizon so growth from within is feasible because they know exactly what they are going to need in 5 years

HR jobs tend to have a more narrow set of duties

Question 10

Product differentiation

Answer 10

Companies like apple that are innovative

They do not have a stable planning platform so it is harder to promote from within because they don’t know what they will need in 5 years.

HR jobs tend to be more broad

HR is decentralized and lower level HR tends to make more decisions

Question 11

Markov Matrix

Answer 11

Predicts the likelyhood of people leaving and moving within a company

Is a helpful predictor for what you are going to need hr wise

Question 12

Downsizing Approaches (RIF)

Answer 12

Attrition
○ Let people leave naturally
○ Don’t hire people to replace them
○ Inexpensive approach to layoffs
○ You don’t get to determine who is leaving
○ People left behind are doing more work than they did before

Early Retirement Buyouts
○ More expensive
○ Possible leadership drain because you are losing older possibly more experienced workers
○ Better for morale than layoffs

Layoffs
○ Morale concerns with surviving employees
○ You will lose survivors that don’t want to have uncertainty (possibly better performers)
○ Week of pay for every year of service (typical severance)not requiredMay offer assistance to find another job

Question 13

Strategic Metrics

Answer 13

○ More long term and money based
○ Which employees are generating more revenue than others

ex Labor costs as percentage of operating costs

Question 14

voulentary absenteesim

Answer 14

real reasonalble absense

Question 15

involuntary absenteesim

Answer 15

fake reasons for absenteeism

Question 16

Involuntary Turnonver

Answer 16

Involuntary turnover—terminations for poor performance or work rule violations.

Question 17

Controllable Turnover

Answer 17

Controllable turnover—occurs due to factors that could be influenced by the employer.

Question 18

Uncontrollable Turnover

Answer 18

Uncontrollable turnover—employees leave for reasons outside the control of the organization.

Question 19

Dysfunctional turnover

Answer 19

Dysfunctional turnover—key individuals and high performers leave at critical times.

Question 20

Volunatry Turnover

Answer 20

Voluntary turnover—employees leave by choice.

Functional turnover—lower-performing or disruptive employees leave the organization.

Question 21

Psychological Contract

Answer 21

The expectations employees and employers have about the nature of their work relationships.

Question 22

Civil Rights Act of 1964, Title VII

Answer 22

Established the Equal Opportunity Commission to enforce the act’s provisions.
Coverage
All private employers with 15 or more employees
All educational institutions, public and private
State and local governments
Public and private employment agencies
Labor unions with 15 or more employees
Joint labor/management apprenticeship committee

Question 23

Griggs v Duke Power

Answer 23

○ Griggs (African American) was a low level but good employee
○ Wanted to get promoted but there was an aptitude test that he did not pass
○ Other African American coworkers did poorly while the Caucasians did well
○ Employer had the burden of proof
○ Could not show that the test related to job performance

Question 24

Civil Rights Act of 1991

Answer 24

Employment practices must be job-related and consistent with business necessity.

Plaintiffs must challenge a particular employer practice and show that protected-class status played some role.

Provided limited compensatory damages for intentional discrimination.

Allowed plaintiffs to seek jury trials.

Prohibited race and gender norming of tests and the use of alternative scoring based on protected class membership.

Question 25

Age Discrimination in Employment (ADEA)

Answer 25

Prohibits employment discrimination against all individuals age 40 or older working for employers having 20 or more workers.

Does not apply if age is a job-related qualification (BFOQ).

Question 26

Uniform Guidelines on Employee Selection Procedures (1978)

Answer 26

Used by the EEOC, the Department of Labor’s OFCCP, the Department of Justice, and the Office of Personnel Management.

Attempt to explain how an employer should deal with hiring, retention, promotion, transfer, demotion, dismissal, and referral.

If sued, employers can choose one of two routes to prove they are not illegally discriminating against employees: no disparate impact, and job-related validity.

Question 27

4/5ths Rule

Answer 27

If the selection rate for a protected-class is less than 80% (4/5ths) of the selection rate for the majority group or less than 80% of the group’s representation in the relevant labor market, then discrimination exists.