Final Exam Flashcards

1
Q

Decisions about which benefits to include should take into account:

A

The organization’s goals
The organization’s budget
The needs and expectations of the current and future employees

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2
Q

What are the only government mandated benefits

A

Workers Compensation and unemployment compensation

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3
Q

Workers Compensation

A

Benefits provided to persons injured on the job
Fully funded by employers through insurance
What if the injury is the employee’s fault?

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4
Q

Unemployment compensation

A

A Federal/state payroll tax that funds state unemployment systems
Employers pay fixed amount into state system, but percentage paid into federal system varies based on the number of people they “unemploy” who draw benefits
Who is eligible?
Involuntarily out of work, actively looking for employment

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5
Q

HIPAA

A

makes sure any medical information the company collect is kept private

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6
Q

COBRA

A

If you are separated from a company (fired or quit) you can participate in companies health care for up to 18 months (but you pay everything)

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7
Q

Wellness Program Participatory

A

You get benefits for telling people that you are being more healthy

There are no tests to determine if you are actually being more healthy

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8
Q

Wellness Program - Health Contingent

A

○ You get the benefit If you can show that you are benefiting your health (has to be measured or demonstrated)

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9
Q

FMLA Eligibility Requirements

A

employed for at least 12 months by the employer
employed for at least 1250 hours of service during the 12 month period prior to the leave
Employed at a work site at which the employer employs at least 50 employees within 75 miles

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10
Q

FMLA Benefits

A

Employers must allow eligible employees to take up to a total of 12 weeks of unpaid leave in a 12 month period (or 24 weeks if military situation)

Birth of a child and to care for that child

Adoption or foster placement of son or daughter

Care for a spouse, child or parent who has a serious medical condition

One’s own serious medical condition that makes the individual unable to perform the job

Employees have the right to continued health benefits and the right to return to their job or a job of equivalent status or pay.

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11
Q

Interpretive Issues that accompany FMLA

A

What constitutes 12 months of service?

What constitutes 1250 hours of service?
based on the records the company kept
if 12 months of service then 1250 hours of service is assumed unless the employer can prove otherwise

How do you calculate 50 employees within 75 miles?
most common work location or location of the supervisor and taking the customary route

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12
Q

Social Security Act of 1935

A

Established a system providing old age, survivor’s, disability, and retirement benefits.

Federal payroll tax on both the employer and the employee.
(if self employed you pay both)

Benefit payments are based on employee’s lifetime earnings.

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13
Q

Defined Benefit Plan (Pension)

A

Guaranteed retirement income based on age and length of service

Typically non-contributory (funded by employer only) in the private sector

Monitored by ERISA – Employee Retirement Income Security Act (1974)

Still around…but becoming very uncommon

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14
Q

ERISA – Employee Retirement Income Security Act (1974)

A

Requires firms to offer retirement plans to employees working 1000 hours in a period of 12 consecutive months if offered to any employees.

Accrued benefits must be paid to departing employees.

Requires minimum funding for IRS approval and purchase of plan termination insurance from the Pension Benefit Guaranty Corporation (PBGC)

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15
Q

Defined Contributions Plan

A

aka 401k, 403b

Typically contributory (funded by employer and employee)

Amount of retirement income will vary based on investment performance

Portability – the right to roll over (move) the funds to another plan

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16
Q

Vesting

A

length of time it takes to be legally entitled to employer-provided plan benefits

They contribute to the 401k but you are not entitled to the full amount until a certain amount of time

4 year vesting? 25% per year vested

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17
Q

Flexible Benefit plan

A

A plan (flex or cafeteria) that allows employees to select the benefits they prefer from groups of benefits established by the employer.

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18
Q

Implied Contract

A

The idea that a contract exists between the employer and the employee based on the implied promises of the employer.

Continued employment is implied (not recognized in all states)

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19
Q

Contractual Rights

A

Rights based on a specific contract between employer and employee.

Can be spelled out formally in written employment contracts or implied in employee handbooks and published policies

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20
Q

Employment Contract/ Non-compete Agreements

A

An agreement that formally outlines the details of employment.

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21
Q

Good Faith and Fair dealings exceptions to employment at wil

A

• It there is something that is unfair about the termination even though there employment at will and employee can get damages

If the employee is a good employee and can show that and they are fired for some unethical reason there is a possibility to get damages for their firing

There is also a public policy exception where the employee is asked to do something illegal and get fired for refusing

As long as employee does the job and is not criticized for poor performance, continued employment is implied.

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22
Q

Employee’s Duty of Loyalty

A

An employee has an obligation to not degrade the employer’s reputation, service, or products

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23
Q

Keys for forming a defene against wrongful discharge

A
Keep records of performance appraisals
Maintain written records of behaviors leading to discharge
Written warnings
group involvement
written grounds for dismissal
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24
Q

Just Cause

A

did the punishment fit the offense

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25
Q

Due Process

A

Was the employee treated fairly during the investigation?

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26
Q

Constructive Discharge

A

An employer deliberately makes working conditions intolerable for an employee in an attempt to get (to force) that employee to resign or quit.

Did working conditions become so intolerable (harassment) that a reasonable person in the employee’s position would have felt compelled to resign?

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27
Q

Determining liability for constructive discharge

A

If the employee suffers a “tangible employment outcome” because of the harassment, the employer is immediately held liable

Is constructive discharge (creating an intolerable work environment) in and of itself considered a “tangible employment outcome”?

Only if it is precipitated by “an official supervisory act” (e.g., demotion, firing, reduction in pay, transfer, etc).
Supreme Court Case: Pennsylvania State Police v. Suders, 6/14/2004

If there was no “official supervisory act” associated with the constructive discharge, an employer can still be held liable for harassment and must be able to show an affirmative defense

28
Q

Ombudsmen

A

(Usually one persons) comes in to hear the dispute an makes a recommendation (not binding) on how to resolve the conflict

29
Q

Consilliation

A

Have someone come in to keep the conversation going and relieve the tension between the parties

Keeps communication open and less tense

30
Q

Mediation

A

More directive

3rd party comes in hears the issues and makes a recommendation as to how to proceed

31
Q

Weyco Case Main Details

A

Weyco, Inc.(Michigan) implemented no-smoking policy on or off the job
As of January 1st, 2005 anyone who smokes or refuses to take a nicotine test were eliminated
Policy was announced in 2003 giving smokers 18 months notice
Cessation programs were made available
Goals: cut down on health care costs, improve the health status of employees

32
Q

Positive Dicipline

A

Counseling
Written Documentation
Final Warning (decision day-off)
Discharge

more focused on correcting than punishing

33
Q

Progressive Dicipline

A

Verbal Caution>Written Reprimand>Suspension>Discharge

progressively upping the punishments

34
Q

Weingarten Rights

A

Allows employees to have the right to bring a coworker (not a lawyer) to an investigatory interview conducted by HR or Management

These rights do not apply to meetings in which the disciplinary decision is communicated

Prior to 2000, these applied only to union employees

In July of 2000, the NLRB extended the Weingarten rights for all union and non-union employees
….but the NLRB reversed this decision in June 2004
Recently (January 2005) the NLRB noted that an employee has the right to request a witness and cannot be disciplined for making this request

35
Q

The Hot Stove Rule

A

It provides a warning (feels hot)
It is consistent (burns every time)
It is immediate (burns now)
It is impersonal (burns all alike)

36
Q

Separation Agreement

A

An agreement in which a terminated employee agrees not to sue the employer, in exchange for specified benefits.

37
Q

Types Of performances Information

A

Trait Based - Attitude Initiative Creativity
Behavior Based - Verbal Persuasion, timlieness of response, Decision making
Results Based - Sales Made, Customer Satisfaction, Cost Reduction

38
Q

Venn Diagram for the relevance of performance criteria

A

Information required for the job to be done well

and the information that is measured by the performance Appraisal

You want them to ideally be completely overlapping

39
Q

Criterion Deficiency

A

Not everything that is required for the job is measured by the performance appraisal

40
Q

Criterion Contamination

A

The performance appraisal measures things that are not required by the job

41
Q

Gillis Vs Georgia Dept of correction

A

• 1,2,3 rating based on performance 1-below expected 3-exceed expectation
• Raise directly based on rating 0%-1 2%-2 5%-3
• Overheard bosses talking negatively about African Americans
• Boss told her that there was nothing she could do to get the 3 rating
• Need to show and adverse employment outcome
○ Originally did not meet the requirements for adverse employment outcome
○ Eventually won in supreme court
• Could be bad to have raises so strongly linked to PA scores

42
Q

Informal Appraisal

A

Day-to-day contacts, largely undocumented

Regular feedback is critical for keeping employees on-track and motivated

43
Q

Systematic Appraisal

A

Formal contact at regular time intervals, usually documented

44
Q

Supervisor role in PA

A

Conduct objective appraisals

Are familiar with appraisal techniques, potential biases and how to avoid them

45
Q

HR Role in PA

A

Defines policies
Advises, supports, and assists
Trains and monitors

46
Q

Types of Appraisal Formats

A

Category Rating Methods
Graphic Rating Scales
Narrative

Critical incidents, essays

Comparative Methods
Ranking
Forced Distribution

Behavioral/Objectives Methods
Behavioral rating approach (BARS)
Management By Objectives

47
Q

Behavioral Anchored Rating Scale

A

Graphic rating scale where the rankings are tied to behavior descriptions

48
Q

Management By Objectives

A

Job review and agreement> Develoment of performance standards> Objective Setting>Continuing Performance discussions

Managers work with above bosses to determine objectives

49
Q

What a strategic training plan entails

A

Is there really a need for the training?
Who needs to be trained?
Who will do the training?
What form (method of delivery) will the training take?
How will knowledge be transferred to the job?
How will the training be evaluated?

50
Q

Steps in Systematic Training Process

A

Training Needs Assessment
Training Design
Training Delivery
Evaluation

51
Q

Organizational Analysis

A

Grievances, Accidents, Waste/scrap, Training Observations, Observations, Complaints, Exit Interviews, Equip Use

52
Q

Job/ Task Sources

A

Employee KSA’s and Job Specs

53
Q

Individual analysis sources

A

Tests, Records, Assessment centers, Questionaires, Surveys, Job knowledge tools, Performance Appraisals

54
Q

Types of training objectives

A

Knowledge: Impart technical and/or job-specific information (e.g., learn the organization’s anti-harassment policy).

Skill: Develop behavior changes in how job or tasks are performed (e.g., learn how to operate a new piece of equipment).

Attitude: Create interest and awareness in an issue (e.g., generate excitement about an upcoming organizational change).

55
Q

Tactile Style Of training

A

structured exercise, practice, hands-on

56
Q

Reaction Level of Evaluation Measurement

A

attitudes, do participants like it?

57
Q

Learning Level of Evaluation Measurement

A

knowledge, do participants know and understand the concepts?

58
Q

Behavior Level of Evaluation Measurement

A

are participants engaging in new behaviors on the job?

59
Q

Results Level of Evaluation Measurement

A

what has the organization gained (such as lower cost, higher productivity, decreased turnover, increased sales, improved quality)?

60
Q

Differences Between Training and Development

A

Training
Shorter term and focuses more on specific behaviors and actions techniques and processes

Development
Longer term understanding concepts and context and judgement

61
Q

Dual Career Couples

A

Problems occur when one partner is promoted or transferred, causing the other partner to have to relocate.

62
Q

Technical and Professional Workers

A

Dual-career ladders provide advancement pathways for specialists and technical employees.

* A lot of times they don't want to become a manager because it takes them away from their technical work
* Have a second career path for them that does not take them from the technical work
* They are known for being job hoppers (because they can if they are not happy)

Important to keep them because they are immediately noticed if they leave

63
Q

Succession Planning

A

The process of identifying a longer-term plan for the orderly replacement of key employees

64
Q

Managerial modeling

A

Watching

65
Q

Management coaching

A

Interacting

66
Q

Management mentoring

A

Relationship