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MGT 367 > Exam 1 - Study Guide > Flashcards

Exam 1 - Study Guide Flashcards

1
Q
  1. Understand diversity
A
  • Diverse teams come up with diverse and creative solutions that work better for the company
  • Diverse teams bring more skills and knowledge to the table to help improve the company
  • Most diverse company -> help with Recruitment in general
  • Diverse teams can better cater to the needs of the customers
  • Help broaden the customer base
  • Help avoid some disaster (e.g., ad)
  • Give a team more legitimacy
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2
Q
  1. People as a competitive advantage; know the criteria for sustainable competitive advantage through people: VRIO
A

People as a competitive advantage
If people are your source of competitive advantage, then
you need to invest in them! HR facilitates this investment

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3
Q

a. what is a HPWS?

A
  1. High performance work system:
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4
Q
  1. High performance work system:
A

HIGH PERFORMANCE WORK SYSTEM
“A specific combination of HR practices, work structures, and processes that maximizes employee knowledge, skill, commitment, and flexibility.”
If people are your source of competitive advantage, then
you need to invest in them! HR facilitates this investment

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5
Q

b. Internal v. external fit

A

• Horizontal fit is also called internal fit (ex. Supporting technology, workflow design, leadership practices and HRM practices)

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6
Q

• Vertical first

A

is also called external fit (ex. Competitive challenges, organizational values and employee concerns)

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7
Q
  1. Management by measurement
A

Management by measurement” system—ensuring all

functional business units subscribe to guidelines for sound, strategic measurement

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8
Q

Management by measurement

Criteria to measure

A 
performance (e.g., individual, team, unit)
quantity, quality
Timeliness
Error rate
productivity
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9
Q
  1. Be familiar with the trends enhancing the importance of HRM
A

The increased globalization of the economy
Technology changes
Increase in litigation and regulation
Changing characteristics of the workforce

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10
Q
  1. Sources of uniqueness
A

[not sure]

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11
Q

a. Equal Pay Act of 1963

A

Requires all employees covered by the Fair `Labor Standards act and others to provide equal pay for equal work, regardless of sex

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12
Q

b. Civil Rights Act of 1964

A

Prohibits discrimination in employment on the basis or race, color, religion, sex, of national origin, created the Equal Employment Opportunity Commision (EEOC) to enforce the provisions or Title IVV

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13
Q

c. Age Discrimination in Employment Act of 1967

A

Prohibits private and public employers from discrimination against people 40 years of age of older in any case or employment because of age; exceptions are permitted where age is a bona fide occupational qualification

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14
Q

d. Pregnancy Discrimination Act of 1978

A

prohibits employers from discriminating on the basis of pregnancy, childbirth, or related medical conditions

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15
Q

e. ADA (American with Disabilities Act) and ADAAA (ADA Amendments Acts of 2008); also understand major life activities, mitigating measures in ADAAA

A

prohibits employers from discriminating on the basis of pregnancy, childbirth, or related medical conditions• Changes in ADAAA (2008)

◦
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16
Q

◦ Expanding the definition “major life activities”

A

‣ Bending

‣ Breathing

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17
Q

Is Mitigating measures: shall NOT be considered

A

Mitigating measures: shall NOT be considered

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18
Q
  1. What is BFOQ
A

“Bona fide occupational qualification”

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19
Q

“Bona fide occupational qualification”

A

The rule allows for the hiring of individuals based on race, sex, age and national origin if these characteristics are bona fide occupational qualifications.

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20
Q

What’s an exception and complete defense to Title VII of the Civil Rights Act of 1964.

A

“Bona fide occupational qualification”

21
Q
  1. What is discrimination?
A

Federal laws to prevent discrimination based on age, pregnancy, equal pay, disability, race, color

22
Q

Sexual Harassment (under Title VII)

A

• An employer may also be considered guilty or sexual harassment

  • Unwelcome advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature in the working environment
  • A company can be held responsible for not taking action if it knows of sexual harassment
23
Q
  1. EEO law and retaliation
A

The treatment of individuals in a fair and nonbiased manner with respect to all aspects of employment.

24
Q
  1. adverse impact (or disparate impact) & disparate treatment
A
  • Adverse (disparate) impact: refers to a disparity in the selection for hiring or promotion that disadvantages individuals of a particular race, ethnicity or sex.
25
Q

Disparate treatment:

A

unequal behavior toward someone because of a protected characteristic (E.g., race or gender) under Title VII of the United States Civil Rights Act.

26
Q
  1. What is affirmative action? What is at the heart of the trouble with this issue?
A
  • Required that government employers “not discriminate against any employee or applicant for employment because of race, creed, color, or national origin.”
  • Can be an issue that selecting someone primarily on the basis of their membership in a protected class than on their actual qualifications can be counterproductive to society as a whole. Robs minorities of the respect of their peers.
27
Q

a. McDonnell Douglas v. Green

A

Case that established criteria for disparate treatment. (person was qualified for the job, wasn’t given it, and the position stayed open)

28
Q

b. Griggs v. Duke Power

A

1971 case that recognized adverse impact/disparate discrimination (first case of its type) (black people could only work in labor before) (has nothing to do with the ability to perform the job)

29
Q

c. Albemarle v. Moody

A

1975 Court ruling that items used to validate employment requirements must be job-related.

30
Q

d. Connecticut v. Teale.

A

Adverse impact (⅘ rule) the examination was favored towards whites (used the bottom line approach but that is not okay)

31
Q

e. Watson v. Fort Worth Bank

A

Disparate treatment (based on subjective judgement by white guys)

32
Q
  1. Performing job/work analysis: methods and sources

What are the steps

A 
Step 1: select jobs to study
Step 2: determine information to collect
Step 3: identify sources of data
Step 4: methods of data collection
Step 5: evaluate and verify data collection
Step 6: write job analysis report
33
Q
  1. What are the major goals for work analysis?
A

To identify the task requirement and qualifications of the job, so that HR can properly plan resources

34
Q
  1. What is the legal significance of work analysis?
A

Disabled people under ADA. A moving company has to prove it can’t hire a disabled person because you need both legs

35
Q

Job descriptions

A
  • Description: list out the job title, tasks, duties, roles and responsibilities, with respect to the particular job.
36
Q

job specifications

A

Job specifications: concerned with the listing of incumbent’s qualification, skills and abilities that are needed to discharge the job efficiently

37
Q
  1. Writing job descriptions
A
  1. Job Title
  2. Job Identification
  3. Essential Functions
  4. Job Specifications
38
Q
  1. understand job design;
A

Job design: outgrowth of job analysis that improves jobs through technological and human considerations in order to enhance organization efficiency and employee job satisfaction

39
Q

job characteristics model

A

Job characteristics model: skill variety, task identity, task significance, autonomy feedback

40
Q
  1. What is Human Resources planning?
A

The process of anticipating and making provision for the movement of people into, within, and out of an organization

41
Q

Estimating labor demand

A

Workforce Utilization Summary Used to determine headcounts and workforce deployment

42
Q

Estimating supply

2

A
  • future internal labor supply

- Future external labor supply

43
Q

future internal labor

A

supply

Using current employers for new positions

44
Q

Future external labor

A

supply

Using people outside the organizations. Interested in the job

45
Q

Shortages

A
  • Temporary workers

- Layoffs

46
Q

Surpluses

How should you handle a layoff?

A
  • Communicate fully
  • Handle the layoff fairly
  • Ask lay-offs to leave immediately
  • Offer counseling and assistance to survivors
47
Q

What is job sharing?

A

[Look in book]

google: 2 ppl share job, share remuneration

48
Q

What is telecommuting?

A

[look in book]

google: over the telephone job (customer services)

49
Q

• Sustainable competitive advantage (VRIO)

A

◦ Valuable:
◦ Rare: Knowledge, skills, and abilities (KSAs)
◦ Inimitable: Difficult to copy
◦ Organized: teamwork and cooperation
‣ Need 4 of these to be sustainable competitive advantages

MGT 367 (26 decks)

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