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MGMT 341 > Exam II > Flashcards

Exam II Flashcards

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
Q

Job design/redesign: Biological

A

structure the physical work environment around the way the body works to reduce strain

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26
Q

Job design/redesign: Perceptual/motor

A

design that keeps workers within their mental capabilities/limitations

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27
Q

Job design/redesign: Motivational

A

designs that focus on affecting psychological meaning and motivational potential

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28
Q

Mechanical skill

A

higher pay = higher performance

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29
Q

Cognitive skill

A

higher pay = lower performance

purpose motive > profit motive when dealing with complicated jobs

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30
Q

What are the 5 Job characteristics that can be fine tuned to improve productivity and quality?

A
  1. Skill variety
  2. task variety
  3. task significance
  4. autonomy
  5. feedback
31
Q

HR Forecasting

A

estimated supply and demand for human capital in an organization over some future period, based on analysis of present/past demand

32
Q

What are the 2 types of HR forecasting?

A
  1. Qualitative

2. Quantitative

33
Q

What are the options for a labor surplus?

A 
downsizing/layoffs
pay reduction
work sharing
hiring freeze
retraining and transfers
early retirement
34
Q

What are the options for a labor shortage?

A 
Overtime
temp workers
retraining
outsourcing
turnover reduction
new employees
technological innovation
35
Q

Succession planning

A

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
Q

Def: recruiting

A

the process of creating a reasonable pool of qualified candidates for a job opening

37
Q

What is the rule of thumb for people to consider for a position? (#)

A

15-25ppl

38
Q

External factors that affect recruiting efforts

A

labor markets (supply and demand)
competitors
social/legal environment

39
Q

Buyers market vs. sellers market in recruiting

A 
buyers = lots of candidates and few jobs (power to org)
sellers = lots of jobs few candidates (power to candidate)
40
Q

Failed search

A

can’t find a qualified candidate or no one who you considers accept a job offer

review your process

start a new search

41
Q

Def: churning

A

firing one type of job for more of another

ex. firing factory workers to hiring more marketing guys

42
Q

What are the five recruiting considerations?

A
  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
Q

Def: internal job posting system

A

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
Q

Two types of internal recruiting

A
  1. promotion from within

2. employee referral

45
Q

what could be negative about internal recruiting?

A

inbreeding: already ingrained in the culture; no diversity, “like me”; no innovation

46
Q

External: Walk-in

A

inexpensive

select themselves in but may not be qualified

47
Q

External: Educational institutions

A

good base skills, typically less expensive to hire

48
Q

External: temp agencies

A

prescreened workers

useful in the short-term

not responsible for taxes on these employees; pay bill to temp org

49
Q

External: public agencies

A

some prescreening

inexpensive but offers only entry level employees

50
Q

External: Private agencies

A

heavy prescreening

lower prescreen cost to org

well targeted = experienced recruits

51
Q

Four types of private agencies

A
  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
Q

External: local mass media

A

broad reach; cost per person = low

good for semi skilled positions

good when there’s no need for a national search

53
Q

External: specialized publications

A

good for targeting/skilled positions

good reach @ low cost

54
Q

External: internet

A

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
Q

Challenges and constraints to recruiting

A

budget
organizational policies/image
undesirable characteristics (ex. location)
realistic job previews
recruiter/candidate interaction (recruiter is a douche)

56
Q

Def: Selection

A

the process of choosing the best qualified applicant recruited for a job

57
Q

What are the four aspects to look at during the selection process?

A
  1. essential functions
  2. fit
  3. alignment to strategy
  4. competitive advantage
58
Q

What are the 4 types of fit?

A
  1. personality - job fit
  2. ability - job fit
  3. person - organization fit (culture)
  4. geographical fit (location)
59
Q

A poor selection process can result in:

A

wasting time or money

reduced productivity

negligent hires (company is at fault if something were to happen)

60
Q

Pre-employement Inquiries

A

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
Q

If the EEOC investigates a claim about an employment test being discriminatory, who’s responsibility is it to prove it isn’t?

A

The org has to prove the section procedure to be valid for the specific job

62
Q

Selection Interviews

A

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
Q

Behavioral questions

A

What did you do…..

64
Q

Situational questions

A

what would you do….

65
Q

Unstructured interviews

A

just random questions along the lines of a resume review

could get you into hot water b/c of illegal questioning

66
Q

semi-structured interviews

A

list of questions supplemented with other questions

67
Q

Structured interviews

A

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
Q

closed ended vs. open ended questions

A 
closed = one word answer
open = needs explanation
69
Q

Follow-up or probing questions

A

to supplement open-ended questions to get more info

70
Q

Types of background checks

A
  1. credit checks
  2. criminal
  3. reference
  4. web searches (social media = fair game)
71
Q

Multiple-hurdle selectional model

A

number of tests and interview and then rank the candidates

72
Q

compensatory selection model

A

rank them based on the most important job aspect

73
Q

Five cautions in Selecting

A
  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
Q

The 3 questions to answer when making your short list

A
  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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