Final Exam Flashcards
Sebastian noticed that Paul was not preforming up to his usual standards. Sebastian found out Paul is going through a bitter divorce. He referred Paul to a counseling service provided by the company that helps employees resolve personal issues affecting their work. Sebastien referred Paul to an________________-
Employee assistance program.
When Occupational Health and Safty Act Inspectors discover a hazard that could cause injury or illness that would most likely result in death or significant physical harm, it reports a __________.
Serious violation
To help protect employees, the _____________ requires that employers pursue workplace safety that deals with the physical protection of people from injury or illness while on the job.
Occupational Safety and Helth Act.
Isaacs’s organization offers several sets of benefits. One set would appeal to younger people, and one set would appeal to parents of young kids, His organization is offering ________________
A modular plan.
The largest US statutory programs in both size and cost to employers is
Social Security and Medicare
Maria is conducting a job evaluation in her organization by breaking each job down into component skills or abilities, and she will assign points to each skill/ability based on its difficulty. This is the ___________.
Point factor method of job evaluation
In examining her organization’s benefits package, Petra has determined that the organization can provide a 40% premium to direct compensation for the costs of benefits. What aspect of providing a benefits program is Petra considering?
amount.
_____________ Theory proposes that the employees are motivated when the ratio of there perceived outcomes to inputs is at least equal to that of the other referent individuals
equity
The major provision of the _______________ cover minimum wage, over time, and child labor rules.
Fair Labor Standards act
Coles’s performance appraisal describes his actions along a continuum. For example, when it comes to customer services, he receives a 1 if he regularly ignores customers, a 3 if he regularly greets customers, and a 5 if he regularly greets customers and asks how he can help. Cole is using the ____________ method of performance appraisal.
behaviorally anchored rating
Bryan closed a huge sale on the first week of his new sales job. Although his work since has been average, he still receives an excellent performance appraisal review. it is likely that his manager is making a _____________ error.
Halo
You are a restaurant owner who installed a new food ordering system intending to speed up the time it takes to serve meals, so you need to train employees on how to use the new system. Which assessment method is most appropriate to the situation?
Results evaluation
As a result of his last performance appraisal, Deron finally got the promotion he had been seeking for 3 years. His supervisor agreed with Deron that his performance had improved and that Deron was ready to take on more responsibility. This is an example of the _____________ reason for conducting performance appraisals.
Decision making
Jason is looking for a method of training his employees that will provide hands-on experience and allow for the instructors to customize the training for each employee’s needs. Jason’s best choice of training method would be ________________ training.
On the job training
After Ahmad completed training on the use of the new forklift, Ahmed’s supervisor made notes on how well Ahmed handled the equipment. Ahmed’s supervisor was completing a ___________ assessment of training.
Behavioral evaluation.
When conducting selection interviews, Yoko has a list of prepared questions from which she stays consistent. She asks all job candidates the same questions in the same order. Yoko conducts a __________ interview.
Structured.
Kelsey took her driver’s test on Tuesday. The results were lost when the computer crashed. She retook the test and received the same score. It is clear that the driving test has
reliability.
When an organization compares a score on a selection test to the job performance of existing workers in that job, the organization is using __________ validity.
Criterion related
The marketing department at ACME Global is loosely structured with little hierarchy. This allows for different employees to take the lead on different projects based on their workload and their interests. Hans joined the department from a different company which had clear lines of authority. He quit ACME in 2 months, saying that he just could not figure out how to contribute to the department. It appears that the ACME Global job lacked______________ for Hans.
Personal Organization fit
Kim wants her employees to be able to perform each other’s jobs when they take vacations. Which of the following is the most appropriate training method?
Job rotation.
Ability–job fit
Individuals’ physical and intellectual skills affect how they work
Personality–job fit
Personality affects how people work
Person–organization fit
How individuals fit within the structure and how culture affects how they work
negligent hire
A legal concept that says that if the organization hires someone who may pose a danger to coworkers, customers, or other third parties, and if that person harms someone else in the course of working for the company, then the company can be held liable for the individual’s actions.
Uniform Guidelines on Employee Selection Procedures
Provides information that can be used to avoid discriminatory hiring practices and discrimination in other employment decisions.
Uniform Guidelines on Employee Selection Procedures says that all employment tests used must be _________ and _____________.
valid and reliable
Uniform Guidelines on Employee Selection Procedures:
Criterion-related validity
the extent to which the measure predicts future job performance (i.e., correlation between test scores and job performance scores)
Uniform Guidelines on Employee Selection Procedures:
Content Validity
: the extent to which the measure captures essential components of the job (consistency between test items and kinds of situations/problems that occur on the job)
Uniform Guidelines on Employee Selection Procedures:
Realiabilty
stability, consistency of scores on the measure
Structured interview
Candidates are asked the same questions. More valid, but less frequently used in practices
Semi-structured interview
Interviewers follow a list of questions but also ask unplanned
questions. Less valid than structured interview, but more frequently used in practices
Unstructured interview
Interviewers have no preplanned questions or sequence of topics. This type is most susceptible to discrimination claims because it introduces the most interviewer bias
Common Interview Questions
consistent questions to ask all candidates to objectively compare the candidates and select the most qualified
Behavior-based Questions
Situational Questions
putting you in a hypothetical situation that you would likely face in the job you are applying for
e.g., What would be your solution to this customer’s complaint?
Behavior-based Questions
Behavior Descriptive Questions
open-ended form about something specific that you have done in the past
e.g., Give me an example of a time when you solved an analytically
difficult problem
illegal question chart
Multiple-hurdle selection model Definition
Requires that each applicant must pass a particular selection test in order to go to the next test.
Compensatory selection model Definition
Allows individuals to do poorly on one test but make up for that by doing exceptionally on other tests. Weigh the total outcome.
Mindfulness to Avoid Intuition and Bias
-Rushing
-Stereotyping
-‘Like me’ syndrome (i.e., similarity attraction paradigm)
-Halo/horns effect
-Premature selection (e.g., contrast effect)
What are the 3 steps for training and development
Asses Training needs
Create Materials and Implement
Evaluate Training
when is training needed?
-New employee onboarding
-New job requirements or processes
-Remediation
- Employee development for advancement
What is the purpose of needs analysis (or needs assessment)
Analyzing the difference between what is currently occurring within a job or jobs and what is required – either now or in the future based on the organization’s operations and strategic goals
-Helps to identify specific problem areas (‘gaps’)
-Helps to obtain management support
-Develop baseline data for evaluation
-Helps to determine costs/benefits (ROI)
What are the three sources of needs analysis?
organizational analysis
Job analysis
individual analysis
What are common challenges to the training process
Unprepared Workforce
Strategic congruence
Scheduling
Resistance to change
Return on Investment/ Cost Justification
Principals that enhance learning
Goal Setting
Distributed Practice with Mistakes
Feedback
meaningful materials
learning by doing
Methods to develop technical skills
Programmed Learning
Job rotation
projects
written material, lectures, videos, Q&A , discussions, demonstrations
Methods to develop Interpersonal Skills
Role- Playing
Behavior modeling
Methods to develop Conceptual and Design / Business Skills
cases
In basket exercise (simulations using real materials)
Management games
Interactive videos.
Principals that enhance transfer of training
-Exercises that mimic job tasks
-on-the-job training
-Support from co-workers, supervisors
Kirkpatrick Training Model:
Reaction
-How individuals respond to the training process
Kirkpatrick Training Model:
Learning
-Gained knowledge, learned new skills, and/or changed attitudes
Kirkpatrick Training Model:
Behaviors
-Trainee’s changed on-the-job behaviors
Kirkpatrick Training Model:
Results
-Improved individual behavioral changes affecting organizational results
Kirkpatrick Training Model:
Reaction
Learning
Behavior
Results
What are three ways that measure training success?
ROI
Customer satisfaction
Employee satisfaction
What are the 3 ways that measure training success?
ROI
Customer Satisfaction
Employee Satisfaction
Customer Satisfaction
(a results metric) can provide information on “value
per customer” of the training
ROI =
(Gain from investment – Cost of investment) / Cost of investment,
multiply it by 100
ROI
If a training program is designed to reduce annual voluntary turnover rates
Average cost of turnover of one employee = $7,500
Annual voluntary turnover reduction after training = 8 employees
Total cost of training (course development, materials, instructor, etc.) =$25,000
(7500*8)= 60,000
(60,000-25,000)/25,000
= 1.4 *100
ROI= 140%
Employee Satisfaction
(a reaction metric) correlates with absenteeism and
turnover
Performance
Management (PM)
Identifying, measuring,
managing, and developing HR
performance; serves as
systematic measurement of
performance
Performance
Appraisal (PA)
Evaluating individual employee
performance; vital component of
performance management process
Major purposes of Performance appraisal
- Communication (Informing)
- Decision Making (Evaluating)
- Motivation (Engaging)
- Evaluating + Engaging = Development
Secondary purposes Performance appraisal
- Performance vs. Training needs analysis (supports development)
- Legal documentation (supports decision-making)
- Criteria for selection test validation
What are the characteristics of accurate performance measures
-Valid and reliable
-Acceptable and feasible
-Specific and pertinent to the
job itself
-Based on the mission and objectives
4 steps to the performance appraisal process
1.Job analysis
2. Develop Standards and measurement methods
3. informal performance appraisal (coaching and discipline)
4. Prepare for and conduct the formal performance appraisal.
Critical incidents methods
a performance appraisal method in which a manager keeps a written record of the positive and negative performance of employees throughout the performance period.
Management by objectives
A Process in which managers and employees jointly set objectives for the employees, periodically evaluate performance and reward employees according to those results
Narrative method/form
Requires a manager to write a statement about the employee’s performance.
Graphic rating scale
A performance appraisal checklist form on which a manager simply rates performance on a continuum, such as 1-7 or fair, good, or excellent.
Behaviorally anchored rating scale (BARS)
A performance appraisal that provides a description of each assessment along a continuum but describes the actual activity that is being rated rather than overall performance.
Ranking
A performance appraisal method that is used to evaluate employee performance from best to worst.
who should assess performance
- Supervisors
- Peers
- Subordinates
- Customers
- Self-assessment
- 360-degree evaluations
Identify biases and errors in the appraisal process.
Stereotyping,
Halo/Horns
Similarity
Distribution
Recency
Contrast errors
How can we avoid or minimize biases and errors in the performance appraisal process?
- Use multiple criteria
- Train evaluators
- Use multiple raters
How can we avoid or minimize biases and errors in the performance appraisal process?
Use multiple criteria
- Minimize use of trait-based evaluations
- Give measures the OUCH test
How can we avoid or minimize biases and errors in the performance appraisal process?
Train evaluators
- Overcome common problems of assessment
- Use measurement methods and forms
- Use frame-of-reference training to reduce bias
How can we avoid or minimize biases and errors in the performance appraisal process?
Use Multiple Raters
360 degree feedback
What are the strategies for giving effective feedback?
- Focus on tasks & behavior, NOT personal characteristics
- Implement fairness principles
- Connect feedback to goal-setting & larger org. strategy
Compensation
(Financial rewards)
Base pay (wages or salary)
Wage & salary add-ons
Incentive Pay
Benefits
Non-compensation
(Nonfinancial rewards)
Culture/Positive employer brand
Opportunities to grow & develop
Intrinsically motivating work
Desired Goods/Services
Equity theory:
Employees are motivated when the ratio of their perceived outcomes to inputs is roughly equal to referent individual
What are the three types of job evaluation methods
Job ranking
Point factor
Factor comparison
Job ranking
Subjectively ordering jobs from lowest to highest or vice versa in terms of
value to company
Point factor
Objectively breaking down job into “compensable factors” and applying
points to factors based on job’s level of difficulty
Factor comparison
Analyzing and ranking “compensable factors” of benchmark jobs in pay
surveys and ranking firm’s jobs against benchmark
Fair Labor Standards Act
(FLSA) of 1938,
as amended
Minimum wage, overtime issues, &
child labor rules
Equal Pay Act of 1963
Wage differentials based on gender are prohibited
Pay Levels
Combines different jobs into grades with a maximum and minimum pay rate
Pay Structure:
A hierarchy of jobs and their rates of pay within the organization. Allows us to identify what the pay range is for each job.
What are the factors we have to consider in setting the minimum and maximum level value for a particular pay level?
Minimum: Laws, Labor market, collective bargaining
Maximum: product market (profit)
How can we lower the number of pay levels
Delayering and Broadbanding
Delayering
The process of changing the company structure to get rid of some of the vertical hierarchy (reporting levels) in an organization.
Broad banding
Combining multiple pay levels into one. (lowering the number of pay levels)
Strategic value of benefits programs
- Increasing demand from employees / candidates
- Tax advantages (for employer & employee)
- Statutory requirements (Social Security laws, ACA, FMLA, etc.)
- Influence of organized labor (collective bargaining)
- Buying in bulk (cost-effective to buy for large employers; once you add almost impossible to take away)
3 factors determine benefits programs
Amount company can pay
Mix- what types of benefits
Flexibility- (fixed, modular, full choice)
What are the 4 statutory benefits
-Social security & Medicare
-Workers’ compensation
-Unemployment insurance
-Family and Medical Leave Act
(FMLA)
Social security & Medicare
retirement income and health insurance
Workers’ compensation
Program to provide medical treatment & temporary payments to employees who can’t work because of employment-related injury or illness
Unemployment insurance
Provides workers who lose their jobs with continuing subsistence payments from their state for a specified period
Family and Medical Leave Act
(FMLA)
Unpaid leave for ‘eligible employees’ to handle specific list of family/self care obligations Restoration of original job or one equivalent in pay, benefits, & conditions of employment
Occupational Safety and Health Act (OSH Act) 1970
Requiring employers to pursue workplace safety, which deals with the
physical protection of employees from injury or illness while on the job. Enforced by the Occupational Safety & Health Administration (OSHA)
- Employers must meet all OSHA safety standards, maintain records of injuries and deaths due to workplace accidents, submit to on-site inspections when notified
Types of OSHA Violations:
Serious
a violation where the hazard could cause injury or illness that would most likely result in death or significant physical harm
Types of OSHA Violations:
Other than Serious
a violation where any illness or injury likely to result from the hazard is unlikely to cause death or serious
physical harm, but the violation does have a direct impact on employees’ safety and health
Types of OSHA Violations:
Willful
a violation in which the employer has demonstrated either an intentional disregard for OSHA requirements or
indifference to employee safety and health
Types of OSHA Violations:
Repeated
violations where the employer has been previously cited for the same type of violation within the previous five
years
Employee assistance programs (EAP)
Counseling and other services provided to employees that help resolve personal issues that may affect their work
Employee wellness programs (EWP)
Cater to employees’ physical welfare through education and training programs, such as health education, training and fitness, weight and lifestyle management, and health risk assessment services
What Does OSHA Do?
Sets and communicates federal safety and health standards to employers;
Provides resources and consultation for employers
- Occupational safety and health inspections must be made without any advance notice in response to:
imminent dangers
catastrophes
worker complaints
targeted inspections
follow-up inspections
What are the responsibilities of employers for workplace safety?
-General Duty Clause
-Find/Correct Hazards
-Inform/Train employees on existing Hazards
-Notify OSHA 8 hours of fatality and 24 hours of hospitalization
-Provide PPE necessary to do job at no cost
-keep records of illness/injury
-Avoid retaliation against employees
Identify the reasons why we should care about employee safety, health, and wellness.
-statistics on workplace dangers
-OSHA
-Direct / Indirect Costs
-Ethics and Morals
Promoting Employee Well-Being (SHRM Guide)
-Health Risk Assessment
-Org. Culture Assessment
-Develop Health & Work Behavior Plan/ Wellness Program
-Evaluate Success
-
How do you manage stress caused by a heavy workload
Balancing job demands and resources (Social support, decision-making, feed back, control over work)
