Human Resources Flashcards
5 Steps to Effective Performance Management
Set Standards; Establish Objectives; Evaluate Performance; Provide Feedback; Establish New Objectives
Standards of Performance
Technical (actual duties); Behavioral (courtesy) and machines/equipment to use
S.M.A.R.T. (Objectives)
Specific Measurable Action Oriented Realistic Timely
Testing Validity
Content
Construct (i.e. artistry)
Concurrent (compare tools)
Predictive
Performance Appraisal Methods
Rating (1-5)
Comparative
Narrative
Management by Objectives
Adult Learning Theory (Malcolm Knowles)
Need to know WHY they need to know Learn best experientially Problem-solving effort Most motivated when perceive subject has immediate value Self Directed
Kirkpatrick 4 level of measuring training effectiveness
Reaction - surveys
Learning - pre and post tests
Behavior - observation
Results - ROI
Maslow Motivation Theory
Physiological needs Safety and Security Belonging and Love Esteem Self actualization
Herzberg Motivation Theory
Extrinsic - job security, pay, working conditions
Intrinsic - opportunity for recognition, achievement, personal growth
McGregor Theory X, Y
X - authoritative management style: ee’s don’t like to work so must be controlled
Y - participative mgmt style: ee’s don’t like rigid controls
Ouchi Theory Z
Progressive job rotation;
BF Skinner Behavior Reinforcement
Positive Reinforcement
Negative Reinforcement
Punishment
Extinction
McClelland Motivation
Need for Achievement
Need for Power
Need for Affiliation
Progressive Discipline
Verbal Warning Written warning Suspension with pay Suspension without pay Transfer or demotion Termination
Exceptions to At-Will Employment
Public Policy (most widely recognized exception – protects employees against adverse ee actions violating a public interest)
Can’t fire:
Refusing to do something prohibited by law
Reporting or Protesting a perceived illegality
Doing something in the public interest (voting, jury duty)
Exercising a statutory right (filing WC claim)
Implied Contract (look at handbook language)
Implied covenant (employer has dealt unfairly)
Non-Exempt Employees
1.5 x regular rate of pay for more than 40 hours in a week (FLSA)
Employers must also comply with state wage and hour laws (i.e. meal breaks, rest breaks etc.
Exempt Employees
Salary Test AND Duties Test (not titles)
Salary = $35,568/year
Duties:
Executive Exemption = Supervise 2 or more
Administrative Ex = recommend/administer policies
Professional Ex= Learned professions
Computer professional Ex
Highly Compensated EE - paid salary of min, more than $107,432/year AND regularly perform at least one of the duties of an exempt executive, administrative or professional ee
Exempt Employees Pay Deduction
Can’t be reduced if there is no work; may not be reduced for partial day absences
CAN reduce:
absent for one or more full days, to offset amounts ee’s receive for jury duty or military pay; penalties imposed in good faith for infractions of safety rules; disciplinary suspensions; salary replacement benefits are received under state disability or WC
EMPLOYER NOT REQUIRED TO PAY FULL SALARY IN INITIAL OR TERMINAL WEEK OF EMPLOYMENT OR FOR WEEKS IN WHICH AN EXEMPT EE TAKES UNPAID LEAVE UNDER FMLA
Independent Contractor
Totality of Circumstances: Lack of permanency Source and extent of control Resources/equipment used Where services are rendered Whether services are offered to the public or multiple employers
