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Real Estate Appraisal > HRM Exam 1 > Flashcards

HRM Exam 1 Flashcards

1
Q

Human Resource Management

A

The policies, practices, and systems
that influence employees’ behavior,
attitudes, and performance

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2
Q

Human capital resources

A

Skill, knowledge, ability of workforce

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3
Q

People management activities [policies and
programs]

A
  • Acquiring, developing, placing, retaining right
    people in right positions (HR planning, recruiting, selecting, training)
    -Motivating and directing employee behavior;
    managing conflict (Performance management, compensation, employee relations)
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4
Q

HR administration

A

Legal compliance, employment rules and
procedures, benefit admin., payroll

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5
Q

types of human capital

A

training, experience, judgement, intelligence, relationships, and insight

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6
Q

behavior of human capital

A

motivation and effort

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7
Q

organizational performance

A

quality, profitability, and customer satisfaction

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8
Q

impacts of HRM

A

types of human capital, organizational performance, and behavior of human capital

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9
Q

Sustainable Competitive Advantage

A

An organization is better than competitors at something
and can hold that advantage over a sustained period of
time

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10
Q

Can HR be a source of competitive advantage?

A

Are valuable, Are rare, Cannot be imitated, No good substitutes

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11
Q

internal labor force

A
  • An organization’s workers
    includes its employees and
    people who have contracts
    to work at the organization
  • Internal labor force has been
    drawn from the external
    labor market
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12
Q

external labor force

A
  • Individuals who are actively
    seeking employment
  • Number and kinds of people
    in external labor market
    determine kinds of human
    resources available to an
    organization
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13
Q

Organizations that have the best fit between:

A
  • Social system (people and how they interact)
  • Technical system (equipment and processes)
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14
Q

Trends in high-performance work systems

A
  • Reliance on knowledge workers
  • Empowerment of employees to make decisions
  • Use of teamwork
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15
Q

Knowledge Workers [Service
industries]

A
  • Main contribution to company is
    specialized knowledge such as in
    customers, process, or a
    profession
  • Have a position of power
  • Employers need the knowledge they
    possess. Can’t just “force” people to
    share and utilize knowledge in the
    interest of company.
  • Direct “discretionary behavior”
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16
Q

employee empowerment

A
  • Employees allowed to make more
    decisions; they share in resulting
    losses and rewards
  • Can lead to more innovation and
    sharing of ideas
  • Employee engagement leads to
    higher productivity, better customer
    service, and lower turnover
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17
Q

Teamwork

A
  • Groups of employees with various skills
    work together to assemble a product or
    provide a service
  • Links to empowerment. Teams are
    empowered
  • Can motivate employees; makes work
    more interesting
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18
Q

HRIS

A
  • Computer system for managing HR information
  • Automating routine HR department tasks (e.g., record-keeping; payroll; benefits admin)
  • Helps HR people to think strategically (?), determine HR ROI
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19
Q

HR or People Analytics

A

The use of computers to analyze large amounts of data and offer information to guide
decisions

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20
Q

Artificial Intelligence (AI) can improve HR decisions

A
  • Job analysis
  • Recruiting and selection**
  • Performance management
  • Employee relations
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21
Q

People Analytics

A

the use of computers to analyze large amounts of data and offer information to
guide decisions

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22
Q

A Psychological Contract

A

Unspoken expectations of both employee and employer

23
Q

Old Employment Deal

A

Employer expects: Hard work, loyalty, learn new
skills, act in company’s long-term interest.
Employer provides: Good pay and benefits, stable job,
opportunities for learning growth and career path in the company

24
Q

New Employment Deal?

A
  • Employees expected to take responsibility for their careers
  • Develop skills to improve employability, change jobs
  • Employers expected to provide perks in exchange
  • More autonomy & control over work; flexible scheduling; comfortable work conditions
25
Q

Different organizational structures include:

A

*Centralized
*Decentralized
*Functional Groups
*Divisional Groups

26
Q

Organization’s structure

A

brings together people who must collaborate to efficiently produce desired outputs

27
Q

Jobs are

A

a set of related duties

28
Q

Job Analysis is

A

the process of getting detailed information about jobs

29
Q

A job description is a list of tasks, duties, and responsibilities (TDRs) that a particular
job entails

A
  • List of essential duties with detailed specifications of tasks involved in carry out each duty
  • What people do on the job: generally observable
30
Q

A job specification includes the following components:

A
  • Knowledge: factual or procedural information necessary for successfully performing task
  • Skill: individual’s level of proficiency at performing particular task
  • Ability: general enduring capability an individual possesses
  • Other Characteristics: job-related licensing, certifications, or personality traits
31
Q

Job Enlargement:

A

Broadening tasks performed in a job

32
Q

Job Extension:

A

Enlarge jobs by combining multiple
simple jobs

33
Q

Job Rotation:

A

Enlarge jobs by moving employees
among several different jobs

34
Q

Job Enrichment:

A

Empowering employees by adding
more decision-making authority to jobs (decentralize)

35
Q

Title VII of Civil Rights Act (1964)

A
  • Prohibits discrimination based on race,
    color, religion, sex [including sexual
    orientation—2020], or national origin
  • Applies to organizations with 15 or more
    employees working 20 or more weeks a year
    involved in interstate commerce
  • Prohibits retaliation against employees
    who make complaints
36
Q

Equal Employment Opportunity Commission (EEOC)

A
  • Responsible for enforcing most EEO laws
  • Investigates and resolves discrimination complaints
  • Monitors organizations’ hiring practices
  • Collects and analyzes EEO-1 Reports
  • Issues guidelines to determine law violations
  • Uniform Guidelines on Employee Selection Procedures an example
37
Q

Disparate Treatment

A
  • Differing treatment of individuals
    based on the race, color, religion,
    sex, national origin, age, or
    disability status
  • Generally obvious, “intentional”
    discrimination.
38
Q

Bona Fide Occupational
Qualification (BFOQ)

A
  • A necessary (not merely
    preferred) qualification for
    performing a job
  • Supreme Court has ruled that
    BFOQs are limited to policies
    directly related to worker’s ability
    to do the job
  • [Very Rare!]
39
Q

Disparate Impact

A
  • Condition in which employment practices are
    seemingly neutral yet disproportionately
    exclude a protected group from employment
    opportunities
  • Intent to discriminate is not required
  • Prima facie evidence of discrimination
  • Burden of proof shifts to employer to prove it is
    not based on discrimination, but rather on
    legitimate business purpose
40
Q

Definition of Disability:

A

“A physical or mental impairment and substantially
limits one or more major life activities, a record of
having such an impairment, or being regarding as
having such an impairment.”

41
Q

Reasonable Accommodation

A
  • Employer required to do something to enable all
    otherwise qualified individuals to perform the job (Disability and religion)
  • Employer may be exempt from providing accommodation if it would require significant expense or difficulty ( Accommodation “reasonable” if it does not impose an undue hardship on employer)
42
Q

Sexual Harassment

A
  • Unwelcome advances, requests for sexual favors, and
    other verbal/physical contact is sexual harassment when: Submission to conduct is a condition of employment, Submission/rejection is a basis for employment decisions, and Conduct interferes with employee’s work performance
  • Different kinds of sexual harassment: quid pro quo, hostile working environment
43
Q

Organizations can prevent sexual harassment by:

A
  • Developing and communicating a policy that defines and forbids
    sexual harassment
  • Training employees to recognize and avoid this behavior
  • Providing a means for employees to complain about harassment
    and be protected
44
Q

Occupational Safety and Health Act

A
  • Passed in 1970. Authorizes government to establish and
    enforce occupational safety and health standards.
  • Includes general and specific duties of employer
45
Q

Occupational Safety and Health Act: General
and Specific Duties, General-duty clause

A
  • Furnish each employee a place of employment free
    from hazards that cause or are likely to cause death or
    serious physical harm
  • Employers must keep records of work-related injuries
    and illnesses and post an annual summary of them
46
Q

Occupational Safety and Health Administration
(OSHA)

A
  • OSHA is responsible for inspecting businesses, applying
    safety and health standards, and levying fines for violations.
    OSHA regulations prohibit notifying employers of inspections
    in advance.
47
Q

Recruiting

A

*Any activity carried on by organization with primary
purpose of identifying and attracting potential employees
*Builds supply of potential hires when company needs it
*Three aspects of recruiting: Personnel policies, Recruitment sources, Recruiter traits and behaviors

48
Q

Internal versus External Recruiting

A

*Internal policies “promote from within”
*Opportunities for advancement more attractive for applicants
and employees

49
Q

Lead-the-market Pay Strategies

A

*Pay important job characteristic for most applicants
*Recruiting advantage when pay for job is more than current
market wages

50
Q

Employment at Will

A

*Employer or employee may end employment relationship at any time unless otherwise stated in contract

51
Q

Due-process policy

A

employee may appeal termination

52
Q

Social Presence and Reputation

A

*Image of organization impacts its attraction level
*The Internet provides many opportunities to build a positive
image and recruit employees

53
Q

Yield Ratio

A

*Percentage of applicants who move from one stage of
recruitment and selection process to the next
*Compare yield ratios of different sources to determine which is most efficient for each type of vacancy

54
Q

Cost per Hire

A

*Total amount spent to fill vacancy
*Divide amount spent using recruitment source by amount of hires from the source
*Low cost per hire indicates an efficient recruitment source

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