Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

MGMT 182 > HR FINAL > Flashcards

HR FINAL Flashcards

1
Q

Performance Management - definiton

A

the continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning their performance with organization’s goals

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Why performance management?

A

for clear understanding/agreement about expectations and needs between manager and employee

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

How does performance management work?

A

ongoing two-way communication between manager and employee

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

What’s the difference between Performance Management and Performance Appraisal?

A

A simple appraisal lacks emphasis on continuous feedback and measuring goal-oriented behavior

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

What are the 5 parts of Performance Management as a System?

A
  1. Performance Planning
  2. Appraisal Meeting
  3. Data gathering/Documentation
  4. Ongoing communication
  5. Diagnosis and coaching
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Appraisal Meeting

A

Assessment of performance, strategic discussion using specific performance data, start next round of planning

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Performance Planning

A

Employees and Managers should agree on:

What employee’s job entails, manager’s role in employee performance, and how performance will be evaluated

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Is Data Gathering/Documentation crucial

A

Yes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Ongoing Communication

A

2-way process for Employees and Managers:

Progress tracked, Performance barriers identified, problems identified early, should not be a surprise

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Diagnosis & Coaching

A

Managers and Employees should:

Find out why problems occurred, remove obstacles where possible, continuous process of helping employee improve

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Performance Appraisal - definition

A

regular process in which performance is assessed by manager

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

3 factors that can affect performance appraisals:

A
  1. Past/ Future performance
  2. Rater effect – Manager awards favored employees higher ratings
  3. Rater’s implicit Theory – Manager’s human nature lead them to believing the way they think a job should be done is the best/only way
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Types of Appraisal methods

A
  1. Relative
  2. Absolute
  3. MBO
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Relative appraisal

A
  • Comparing employees to each other

- Methods: Rankings and Forced Distributions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Absolute appraisal

A
  • Comparing employees to a set of standards
  • Rater makes no reference to other employees
  • Methods: Narrative essay and Graphic Rating Scales
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Management by Objectives (MBO)

A

Creates goals on each organizational level and compares work to goals

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Types of Rating Errors

A
  • Unclear standards
  • Halo effect
  • Central Tendency
  • Leniency/Strictness
  • First impression error
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Unclear standards

A

Appraisal scale is too open to interpretation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Halo effect

A

Giving high ratings in all categories because employee exceeds in one specifically (example: “gets along well with others ≠ quantity of work)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Central Tendency

A

Tendency to rate all employees above average, rankings can help avoid this

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Leniency/Strictness

A

restricting the range of their appraisals either all too high or too low

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

First impression/recency error

A

Allowing performance at the end (beginning) of the rating period to play too large a role

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

4 ways to improve appraisals

A
  1. Ranking employees forces the manager to identify higher performers and lower performances
  2. Awareness of relevancy
  3. Rater training
  4. Focus on behaviors and results instead of personal traits
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Possible reactions to appraisals:

A
  • Disappointment – many employees expect higher scores

- Can deter collaboration, cause anxiety, or deflate morale overall

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

Types of Appraisals and their purpose:

A
  • Administrative – comparing individual employees
  • Developmental – improving individual employees
  • Systems maintenance – Implementing new HR system
  • Documentation – justification of personnel decisions
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Legal issues with appraisals:

A
  • Subjectivity can lead to discrimination in hiring/promotion/termination
  • Single overall rating is not acceptable in court
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

5 tips to legally sound appraisal MEASURES:

A
  1. Job related
  2. Objective, not subjective
  3. Based on behaviors, not traits
  4. Within control of employee
  5. Communicated to employee
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

5 tips to legally sound appraisal PROCEDURES:

A
  1. Have written instructions for managers
  2. Require throughout documentation
  3. Required review of results with employee
  4. Required notice of deficiencies, to which guidance is provided
  5. Provide formal appeal process
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Documentation ABC’s

A
  • Accurate – record objective facts about actual performance
  • Behavioral – describe behavior specifically
  • Consistent – record both positive and negative behaviors, maintain the same format and documentation for all employees
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

360 Feedback definition

A

Performance information collected by managers, subordinates, peers, and internal/external customers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Pros of 360 Feedback

A

o Very comprehensive
o Quality information
o Lessens prejudice
o Peer feedback may increase self-development

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Cons of 360 Feedback

A

o Very complex
o Information intimidating
o Conflicting opinions when multiple sources weigh in
o System requires training to us

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

Goals of Compensation Systems (ARM)

A
  • Attraction – what kind of employees will be attracted?
  • Retention – what kind of employees will be retained?
  • Motivation – employees to produce, cooperate, and develop skills
  • Organizational Culture – pay system sends strong signal about what is valued
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

3 Perspectives of Fairness

A
  • Internal equity – this job vs. other jobs in this company
  • External equity – this job in this company vs. this job in other companies
  • Individual equity – this pay vs. other people’s pay in same job and same company
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

Compensation/Pay System set-ups:

A
  • Job-based – Pay employees for what they actually do
  • Knowledge/Skill-based – Pay employees for what they can do
  • Incentive-based – Pay for performance
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

Pay for Performance (PFP) Compensation Plan

A

Pay based on measure of performance for the individual, team, or organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

4 tips to an effective PFP plan:

A

Simple, Specific, Attainable, Measurable

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

FLSA

A

Governs minimum wage, maximum hours, overtime pay, equal pay, recordkeeping, and child labor; protects non-exempt employees

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

What does FLSA stand for?

A

Fair Labor Standards Act

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

FLSA in Iowa

A

o Minimum $7.25 per hour
o Paid 1.5 times for work over 40 hours/week
o Restrictions regarding minors

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

Equal Pay Act

A 
States that employees of one sex may not be paid wagers at a lower rate than that paid to the opposite sex for roughly the same work
-	Exceptions include:
o	Seniority
o	Quality of performance
o	Quantity of production
42
Q

What does FMLA stand for?

A

Family and Medical Leave Act

43
Q

FMLA provisions:

A
  • Family and Medical Leave Act provides up to 12 weeks of sick leave
  • Employers can require you to take the whole 12 weeks
  • Employees are entitled to health benefits the whole time they’re out
  • Employees are guaranteed to come back to their previous/equivalent position
44
Q

COBRA provisions:

A
  • Continued health benefits for terminated/retired employees and dependents for generally 18 months
  • These individuals who choose to continue benefits must pay for them, in addition to administrative fees
45
Q

Why do companies spend so much on Benefits?

A

They are a major factor in employee attraction and retention.

46
Q

What are the 4 benefits employers are required to provide by law?

A
  1. Social Security/Medicare
  2. Worker’s Compensation
  3. Unpaid Time Off
  4. Unemployment Insurance
47
Q

Social Security/Medicare benefits include:

A

Income for retirees, disabled, survivors of deceased, healthcare for aged

48
Q

Who pays for social security?

A

Both employee and employer

49
Q

Worker’s Compensation includes:

A

Insurance for work-related injuries as in: medical care, income continuation, rehab

50
Q

Who pays for worker’s comp?

A

Employer; but how much that is covered depends on risk and company’s experience rating

51
Q

Unpaid Time Off

(FMLA) includes:

A

Up to 12 weeks’ pay for child-birth, care of sick family member, serious health issues

52
Q

Unemployment Insurance includes:

A

Weekly benefit to eligible unemployed; must be seeking work and didn’t leave for a negative reason

53
Q

Who pays for Unemployment Insurance?

A

The former employer

54
Q

ERISA provisions:

A
  • Employee Retirement Income Security Act aims to protect workers’ pensions
  • Protects against business failure and inadequate funding
55
Q

What does vested mean?

A
  • Vested pensions are unconditionally guaranteed to the employee by the employer
56
Q

Do all employee contributions to a pension plan belong to the individual?

A

Yes

57
Q

Cliff vesting

A

Full vesting after 3 years

58
Q

Graded vesting

A

20% after 2 years, and 20% thereafter

59
Q

Defined Benefits retirement plan

A

Employer promises a fixed retirement income

60
Q

Defined Contributions retirement plan

A

Employer contributes a specific amount to a retirement fund

61
Q

Is defined benefits or contributions riskier for an organization?

A

Defined Benefits is riskier because they are obligated to continually pay the same amount but their business performance cannot be sure

62
Q

Flexible Spending Account

A
  • Non-taxed dollars contributed to accounts for specific purposes
63
Q

What should you be cautionary about with a Flexible Spending Account?

A
  • Be sure to renew each year and turn in respective paperwork within the allotted time
64
Q

3 Benefits Strategies:

A
  • Mix – What do competitors provide? What do employees value?
  • Amount – How much can employer provide?
  • Flexibility – How much choice will employer give employees?
65
Q

Possible employee reactions to being laid off:

A

o Anxiety/denial/disbelief

o Defensive retreat

66
Q

Possible survivor reactions to layoffs:

A

o Lowered commitment/reduced morale
o Guilt/uncertainty of the future
o More likely to act in self-interest

67
Q

Employer obligations during layoffs:

A

o Comply with the law
o Develop clear criteria for terminations
o Help terminated employees find new work

68
Q

Worker Adjustment and Restraining Act (WARN)

A
  • Covers layoffs and closings by employers with 100+ employees
  • Usually 60 days’ notice required if 50+ employees will lose jobs
69
Q

What are the steps in Progressive Employee Discipline?

A
  1. Verbal/Written Warning
  2. Written Warning
  3. Suspension
  4. Termination
70
Q

When should a termination take place?

A

o early in the week, early in the day

o avoid special occasions

71
Q

Where should a termination take place?

A

o Private area

o Neutral location

72
Q

What are the 3 F’s in disciplining employees?

A

Firm, Fair, Friendly

73
Q

What should take place before a termination?

A

o Discuss doubts with counsel
o Prepare termination letter
o Gather progressive disciple documents

74
Q

What should take place during a termination?

A 
o	be clear and concise
o	treat employee with dignity
o	Outline severance and ongoing benefits
o	Don’t apologize
o	Identify next steps
75
Q

What should take place after the termination?

A

o Escort fired employee out of the building

o Mail belongings to them later

76
Q

Labor union definition

A

organized association of workers formed to protect and further their rights/interests

77
Q

What are the two possible goals of unions?

A
  • Union security

- Improved working conditions

78
Q

What are the provisions of the Wagner Act?

A
  1. It is unfair to restrain/coerce employees in exercising their right to self-organize
  2. It is unfair to for company representatives to interfere with the formation of unions
  3. Employers are prohibited from discriminating against employees for union activities
  4. Employers are forbidden to discriminate against employees just because non-unionized employees file unfair practice charges against the company
  5. It is unfair for employers to refuse to bargain collectively with employees
79
Q

What amendments did the Taft-Hartley Act make to the Wagner provisions?

A

o Prohibited unfair labor practices by union
o Enumerated the rights of union members and employers alike
o It is unfair for unions to refuse to bargain with employers

80
Q

Landrum-Griffin Act provisions:

A
  • Aimed to protect union members from wrongdoing on the part of their union
  • Contains bill of rights for members
  • Ensures no member can be fined/suspended without due process
  • Laid out rules regarding elections
81
Q

Right-to-work laws

A

term used to describe state statutory or constitutional provisions banning the requirement of union membership as a condition of employment

82
Q

Which legislation provided the right to work laws?

A

Taft-Hartley Act

83
Q

Strike definition

A

withdrawal from labor

84
Q

Economic Strike

A

failure to agree on terms of a contract

85
Q

Wildcat Strike

A

unauthorized and occurring during term of contract

86
Q

Lockout

A

management denies access to jobs

87
Q

Impasse

A

deadlock stalemate because one party demands more than the other offers

88
Q

What does OSHA stand for?

A

Occupational Safety and Health Administration

89
Q

OSHA obligations by employers:

A

o furnish each of their employees a place of employment which is free from recognized hazards that cause death or serious physical harm
o comply with standards
o maintain a record of all occupational injuries

90
Q

OSHA officials can:

A

o Enter for inspection without notice
o Issue penalties that can range from $5,000 to $70,000
o Hold executives criminally liable/send them to jail if found guilty of reckless endangerment

91
Q

Why do young workers think the annual performance review is well past its prime?

A
  • The traditional assessment focuses on employee evaluation over development and looks back at past performance (which might not be accurate) instead of looking at ways to improve future performance.
92
Q

Employers try better way to measure and reward performance. Why do “conversations improve without ratings”?

A
  • Ratings tend to reflect the person doing the ratings more than the person receiving it. When you get rid of ratings, the quality of conversations between managers and performers improves.
  • Managers hesitate to give low ratings even when performance is a problem because they’re afraid of legal consequences.
93
Q

What are employees allowed to say about work on Facebook?

A
  • Law allows employees to discuss terms/conditions of their employment with others
  • Employees are allowed to talk about work issues when not on the job
94
Q

Reasons Performance Appraisals are helpful (in a legal context):

A

o Well-written
o Clear documentation of performance
o Candid and truthful
o Business necessity, maintain job descriptions, communicate job standards, address performance problems.
o Objective, substantive (cover all issues), consistent, valid, evidence-based

95
Q

Reasons Performance Appraisals could be harmful (in a legal context):

A

o If the system is poorly implemented or applied in an inconsistent manner
o Discriminatory – result in disparate treatment/impact of a protected class
o Documentation too general – over-emphasizes or takes strengths/weaknesses out of context
o Ambiguous wording
o Too charitable – not documenting both good and bad performance accurately
o Conducted negligently – not thorough enough, not notifying employees

96
Q

4 Common Supervisor Mistakes in Performance Evaluations:

A

Rating Inflation
Bias
Comments that are misleading
Acting like a psychologist

97
Q

Point 1 - Rating Inflation

A

• As a general rule, supervisors give employees inflated performance appraisals because they are afraid that an honest evaluation will damage their working relationship. Evaluations should be comparative and should reflect reality. Inflated performance appraisals give employees a false sense of security, deprive them of an opportunity to improve, and create litigation risks for the company.

98
Q

Point 2 - Prejudice/Bias

A

• Management should be alert to possible bias when performing evaluations. Bias can be based on race, sex, age, religion, educational accomplishments, or past jobs or any other basis that is not job-related, even if subtle or unintentional. If the employee is a favorite or well-liked, a higher rating than the performance justifies may be given. Reviewers also tend to overlook certain weaknesses that are similar to those of the reviewer.

99
Q

Point 11 - Comments that are misleading

A

It’s much easier for a supervisor to say that an employee is “improving” than to say that the employee’s performance is not at the expected level. The evaluation should say explicitly that performance is substandard. Evaluations should not explain deficiencies, but rather identify them and establish the basis for improvement.

100
Q

Point 13 - Acting like a psychologist

A

The main purpose of an evaluation is to identify the deficiency and to develop a plan to correct it. Employee assistance programs may provide an opportunity for the employee to address problems outside of work that are affecting workplace behaviors and performance.

MGMT 182 (1 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions