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MGMT 341 > Exam II > Flashcards

Exam II Flashcards

(74 cards)

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1
Q

What does KSA stand for?

A

Knowledge
Skills
Abilities

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2
Q

What are the two things you need for recruiting and placing?

A

Job description and alignment

right people, right skills, right place, right job

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3
Q

Mismatched workers tend to have….

A

low job satisfaction

high absenteeism

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4
Q

What does a workflow analysis do?

A

identities what has to be done within an organization to produce a product or service

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5
Q

What are the 3 steps to the workflow analysis?

A
  1. Identify the expected result
  2. Determine the steps or activities required in order to create the end result
  3. Identify the inputs necessary to carryout the steps and perform the same tasks (3M’s)
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6
Q

What are the 3 M’s in the workflow analysis?

A

Materials, manpower, money

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7
Q

Job analysis

A

Identifies the work performed and the working conditions for each of the jobs within an organizations, (KSAs)

End result = job description and job specifications

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8
Q

Job descriptions

A

taks, duties and responsibilities that are components of a job
(aka essential functions)

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9
Q

Why are job descriptions so important when staying legal?

A

they can help define disabilities and reasonable accommodations

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10
Q

Job specifications

A

qualifications of a person who could be capable of performing the essential functions

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11
Q

_______ __________ is the basis of HR.

A

Job analysis

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12
Q

Databases and job analysis

A

should be customized for a specific organization

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13
Q

What are 3 databases you should look at for job analyses

A

Bureau of Labor Statistics (BLS)
Dept of Labor’s Dictionary of Occupational Titles (DOT)
Occupational Information Network (O*NET) - free; trends and growth info

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14
Q

Four commonly used job analysis methods

A
  1. Questionnaires
  2. Interviews
  3. Diaries
  4. Observation
    (important to get a sample so you know the whole picture)
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15
Q

When does job analysis offer value?

A

when jobs are stable and well defined

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16
Q

When is job analysis less valuable?

A

when there is no well defined jobs due to organic organizational structure
ex. Amazon special projects = fluid

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17
Q

Task-based job analysis

A

the job is described as a function of the tasks performed within a job

stable, bureaucratic orgs

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18
Q

Competency-based job analysis

A

Capabilities needed in order to have success in a job

less structured orgs

more common, doesn’t have lists to complete things in a certain order

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19
Q

Job design

A

process of identifying tasks that each employee is responsible for completing, and how those tasks are completed

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20
Q

Job re-design

A

changing the tasks or way work is done in an existing job

when changing to new markets, new facility or implementing a new process

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21
Q

Relaxed, flatter structures need what kind of jobs?

A

jobs with lots of autonomy

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22
Q

Rigid, bureaucratic structures need what kind of jobs?

A

jobs that can be readily controlled by a central authority; strong centralized decision making

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23
Q

What are the 4 approaches to job design/redesign?

A
  1. Mechanistic vs. Organic
  2. Biological
  3. Perceptual/Motor
  4. Motivational
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24
Q

Job design/redesign: Mechanistic vs. organic

A

design around task specialization, skill simplification, and repetition

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25
Job design/redesign: Biological
structure the physical work environment around the way the body works to reduce strain
26
Job design/redesign: Perceptual/motor
design that keeps workers within their mental capabilities/limitations
27
Job design/redesign: Motivational
designs that focus on affecting psychological meaning and motivational potential
28
Mechanical skill
higher pay = higher performance
29
Cognitive skill
higher pay = lower performance purpose motive > profit motive when dealing with complicated jobs
30
What are the 5 Job characteristics that can be fine tuned to improve productivity and quality?
1. Skill variety 2. task variety 3. task significance 4. autonomy 5. feedback
31
HR Forecasting
estimated supply and demand for human capital in an organization over some future period, based on analysis of present/past demand
32
What are the 2 types of HR forecasting?
1. Qualitative | 2. Quantitative
33
What are the options for a labor surplus?
``` downsizing/layoffs pay reduction work sharing hiring freeze retraining and transfers early retirement ```
34
What are the options for a labor shortage?
``` Overtime temp workers retraining outsourcing turnover reduction new employees technological innovation ```
35
Succession planning
Have people ready to move into vacated positions Make predictions for leadership requirements over a forecasted time period to either prepare new leaders within the company to take on those positions, or to go out and recruit new people
36
Def: recruiting
the process of creating a reasonable pool of qualified candidates for a job opening
37
What is the rule of thumb for people to consider for a position? (#)
15-25ppl
38
External factors that affect recruiting efforts
labor markets (supply and demand) competitors social/legal environment
39
Buyers market vs. sellers market in recruiting
``` buyers = lots of candidates and few jobs (power to org) sellers = lots of jobs few candidates (power to candidate) ```
40
Failed search
can't find a qualified candidate or no one who you considers accept a job offer review your process start a new search
41
Def: churning
firing one type of job for more of another ex. firing factory workers to hiring more marketing guys
42
What are the five recruiting considerations?
1. under what conditions are we recruiting? 2. what are the orgs alternatives and when will be use them? (aka temps) 3. Should the org recruit locally, nationally, globally, etc. 4. Will we recruit outside or from within? 5. what sources will provide the best recruits?
43
Def: internal job posting system
place in the company where you post internal jobs so workers who already work for a company get first dibs on a job offer this is lateral
44
Two types of internal recruiting
1. promotion from within | 2. employee referral
45
what could be negative about internal recruiting?
inbreeding: already ingrained in the culture; no diversity, "like me"; no innovation
46
External: Walk-in
inexpensive select themselves in but may not be qualified
47
External: Educational institutions
good base skills, typically less expensive to hire
48
External: temp agencies
prescreened workers useful in the short-term not responsible for taxes on these employees; pay bill to temp org
49
External: public agencies
some prescreening inexpensive but offers only entry level employees
50
External: Private agencies
heavy prescreening lower prescreen cost to org well targeted = experienced recruits
51
Four types of private agencies
1. fee paid - employer pays fee to get candidates 2. Headhunters - seek passive job candidates; not publicly listed; very expensive; very skilled candidate 3. fee negotiable - employer or candidate might pay to be placed 4. Fee required - candidate will pay fee (15-30% of 1yr salary)
52
External: local mass media
broad reach; cost per person = low good for semi skilled positions good when there's no need for a national search
53
External: specialized publications
good for targeting/skilled positions good reach @ low cost
54
External: internet
very broad reach; can target specific audiences(prof org sites) bad - lots of candidates and may not be skilled enough = have to track them anyways because of EEOC laws
55
Challenges and constraints to recruiting
budget organizational policies/image undesirable characteristics (ex. location) realistic job previews recruiter/candidate interaction (recruiter is a douche)
56
Def: Selection
the process of choosing the best qualified applicant recruited for a job
57
What are the four aspects to look at during the selection process?
1. essential functions 2. fit 3. alignment to strategy 4. competitive advantage
58
What are the 4 types of fit?
1. personality - job fit 2. ability - job fit 3. person - organization fit (culture) 4. geographical fit (location)
59
A poor selection process can result in:
wasting time or money reduced productivity negligent hires (company is at fault if something were to happen)
60
Pre-employement Inquiries
all info requested on a job application and interviews Legal landmine! Has to be non-discriminatory at every step; job relatedness, business necessity, BFOQ
61
If the EEOC investigates a claim about an employment test being discriminatory, who's responsibility is it to prove it isn't?
The org has to prove the section procedure to be valid for the specific job
62
Selection Interviews
most heavily weighted allows candidate to learn more about the job allows managers to assess relevant skills and abilities that cannot be assessed through testing and accuracy checking
63
Behavioral questions
What did you do.....
64
Situational questions
what would you do....
65
Unstructured interviews
just random questions along the lines of a resume review | could get you into hot water b/c of illegal questioning
66
semi-structured interviews
list of questions supplemented with other questions
67
Structured interviews
questions are already written in advanced and checked to make sure they are all legal giving same questions to each candidate in the same order (most fair/legal)
68
closed ended vs. open ended questions
``` closed = one word answer open = needs explanation ```
69
Follow-up or probing questions
to supplement open-ended questions to get more info
70
Types of background checks
1. credit checks 2. criminal 3. reference 4. web searches (social media = fair game)
71
Multiple-hurdle selectional model
number of tests and interview and then rank the candidates
72
compensatory selection model
rank them based on the most important job aspect
73
Five cautions in Selecting
1. dont rush! 2. no stereotyping 3. "like me" syndrome 4. Halo and Horn effects (one distinct action you can't look past) 5. Premature selection (selecting them before you talk to everyone = won't interview everyone fairly)
74
The 3 questions to answer when making your short list
1. who can do the job the best? 2. who's the best fit? 3. Have you considered diversity concerns?

MGMT 341 (3 decks)

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