Final Test Flashcards

1
Q

Pregnancy Discrimination Act (PDA)

A

Prohibits employers from discrimination against pregnancy and related medical conditions but does not require pregnancy related benefits or leave

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2
Q

Family Medical Leave Act

A

Allows employees up to 12 weeks of unpaid leve when ill, on the birth, adoption, or placement of a foster child, or to care for a sick child, parent or spouse.
Can be taken at any time once you’ve been at a job for a year

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3
Q

OSHA Inspections

A

Inspect for Imminent Damages
Investigate Accidents
Employee Complaints
High-Level Industries

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4
Q

Family Wage Philosophy

A

Pay disparities (paying men more than women) that were justified by beliefs that, in contrast to men, women did not have (but were) dependents

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5
Q

EEOC v. Berge Ford inc.

A

No job performance complaints
Fear of getting ill while driving (morning sickness)
$70,000 settlement

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6
Q

EEOC v. O’Reilly Automotive

A

Woman with 30 pound lifting restrictions, but still cleared to work by managers
HR decided to terminate her bc of it, though they had let others with temporary disabilities continue working
Settlement: $50,000 and a positive letter of recommendation

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7
Q

Lehman v. Kohl’s department store

A

5 store manager positions were given to less experienced and less qualified men within a two month period, as well as to women with no children or women who assured their bosses they would have no more children
On occasion one of Lehman’s supervisors allegedly asked her you’re not going to get pregnant again, are you etc.?
Awarded $2 Million

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8
Q

What did FMLA do?

A

Women who had children after implementation returned to work faster, and more likely to the same job
But suffered wages compared to pre-FMLA and to male counterparts

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9
Q

Factors in Women’s increasing participation in the workplace

A

Economic pressures
The rise in single parenting
Psychological Benefits associated with work

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10
Q

Traditional

A

more guilt from family interfering with work

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11
Q

Egalitarian

A

more guilt from work interfering with family

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12
Q

Traditional Men

A

more guilt from family interfering with work

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13
Q

The Second Shift

A

The second 8 hour day of home and child care work performed by most working women after they leave their paid jobs

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14
Q

Kaleidoscope Careers

A

Authenticity
Balance
Challenge

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15
Q

Occupational Safety and Health Administration

A
Private and Public Employees
Develop and Enforce standards
Can Implement fines (and jail if deaths occur)
Over 40,000 violations in '09
Almost 100,000 violations
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16
Q

Problems With OSHA

A

Too much regulation/ unrealistic standards
Outdated regulations
Uneven rule enforcement

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17
Q

Case Study: Oil Rig

A

Ely & Myerson: Interviews over 2 years with employees of oil rigs

  • Work together for common good of the crew
  • Personal Responsibility “people supporting people”
  • Instructions on how to shut down platform if necessary (autonomy)
  • “sense of shared fate or humanity, and a willingness to transcend personal image in favor of collective purposes”
  • Competence =/= masculinity (dont reward the biggest baddest anymore)
  • Aggression doesn’t get you promoted, doing the job well does
  • Importance of continual learning, fallibility is ok
  • Accident rate fell by 84%, production at all time high
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18
Q

Steps to prevent workplace violence

A

screen applicants
manager training
Communication from leadership (including developing a culture of safety)
Meaningful reporting structure

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19
Q

Wellness Programs: Benefits and Discounts

A

Discounts
Gift Cards
Surcharge for Smokers

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20
Q

Wellness Programs: Do they work?

A

Work equally well for lowering absenteeism and increasing job satisfaction

21
Q

Non Compete Agreement

A

Cant work for a competitor within a certain amount of time

22
Q

Intellectual Property

A

Anything thought of at work is owned by the company

23
Q

Non Pirating

A

Cant take clients when you leave

24
Q

Employee Privacy

A
  • Off duty behavior is generally off limits
  • NJ case where employees 4th amendment rights were not violated bc he went over texting plan (which was paid for by company)
25
Q

Social Media Background Checks

A

Aggressive or Violent acts of assertions
Unlawful activity
Discriminatory activity
Sexually Explicit Activity

26
Q

Voluntary Turnover

A

Employee Initiated

Because of dissatisfaction or alternatives

27
Q

Involuntary Turnover

A

Employer Initiated

For reasons of poor performance

28
Q

Adaptive Turnover Effects

A

Who tends to leave based on internal factors?

How can turnover benefit organizational strategy?

29
Q

Maladaptive Turnover Effects

A

Who tends to leave based on external factors?

What are some of the costs of turnover?

30
Q

Perceived Organizational Support

A

The organization should act in employees best interest design systems that emphasize fair outcomes, just procedures and concern

31
Q

Enhance Satisfaction via Job Characteristics

A

Design Jobs to be enjoyable

Role Amibguity should be reduced

32
Q

Traditional Model of Turnover

A

Very gradual process of turnover

Rational Process

33
Q

Criticisms of Traditional Model of Turnover

A

Is turnover always this gradual

Is turnover really this rational

34
Q

Bonuses of induced quits for both sides

A

Employee self image s often maintained

Employer legal protection is maintained

35
Q

Concerns of Firing Someone

A

Violence or Sabotage
Emotional Outbursts
Should you do the security walkout the same day?

36
Q

When firing someone resist the temptation to…

A

Be ambiguous about whats happening
Give very specific reasons or say something that may end up in court
Transfer guilt into anger and blame

37
Q

Roles of CHRO

A
Strategic Advisor
Counselor/Confidant/Coach
Liaison to the Board
Talent Architect
Leader of the HR Function
Workforce Sensor
Representative of the Firm
38
Q

4 knows of CHRO

A

Know your business
Know how to lead
Know people
Know yourself

39
Q

Expatriates (Home Country Nationals)

A

Employees from the home country who are on an international assignment

40
Q

Guest Workers

A

Foreign workers invited to provide needed labor

41
Q

International Corporation

A

A domestic firm that uses its existing capabilities to move into an overseas market

42
Q

Global Corporation

A

A firm that has integrated worldwide operations through a centralized home office

43
Q

Transnational Corporation

A

A firm that attempts to balance local responsiveness and global scale via a network of specialized operating units

44
Q

Multinational Corporation

A

A firm with independent business units operating in multiple countries

45
Q

Cultural Environment

A

The communications, religion, values and ideology, education and social structure of a country

46
Q

Things International Employees should know about host country

A
  • Social and Business etiquette
  • cultural values and priorities
  • political structure and current players
47
Q

Third Country National

A

employees who are natives of a country other than the home country or the host country

48
Q

Home Based Pay

A

Pay based on expatriate’s home country compensation practices

49
Q

High Performance Work Systems

A

A specific combination of HR practices, work structures, and processes that maximizes employee knowledge, skill, commitment and flexibility