Human Resources

Question 1

5 Steps to Effective Performance Management

Answer 1

Set Standards; Establish Objectives; Evaluate Performance; Provide Feedback; Establish New Objectives

Question 2

Standards of Performance

Answer 2

Technical (actual duties); Behavioral (courtesy) and machines/equipment to use

Question 3

S.M.A.R.T. (Objectives)

Answer 3

Specific
Measurable
Action Oriented
Realistic
Timely

Question 4

Testing Validity

Answer 4

Content
Construct (i.e. artistry)
Concurrent (compare tools)
Predictive

Question 5

Performance Appraisal Methods

Answer 5

Rating (1-5)
Comparative
Narrative
Management by Objectives

Question 6

Adult Learning Theory (Malcolm Knowles)

Answer 6

Need to know WHY they need to know
Learn best experientially
Problem-solving effort
Most motivated when perceive subject has immediate value
Self Directed

Question 7

Kirkpatrick 4 level of measuring training effectiveness

Answer 7

Reaction - surveys
Learning - pre and post tests
Behavior - observation
Results - ROI

Question 8

Maslow Motivation Theory

Answer 8

Physiological needs
Safety and Security
Belonging and Love
Esteem
Self actualization

Question 9

Herzberg Motivation Theory

Answer 9

Extrinsic - job security, pay, working conditions

Intrinsic - opportunity for recognition, achievement, personal growth

Question 10

McGregor Theory X, Y

Answer 10

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

Question 11

Ouchi Theory Z

Answer 11

Progressive job rotation;

Question 12

BF Skinner Behavior Reinforcement

Answer 12

Positive Reinforcement
Negative Reinforcement
Punishment
Extinction

Question 13

McClelland Motivation

Answer 13

Need for Achievement
Need for Power
Need for Affiliation

Question 14

Progressive Discipline

Answer 14

Verbal Warning
Written warning
Suspension with pay
Suspension without pay
Transfer or demotion
Termination

Question 15

Exceptions to At-Will Employment

Public Policy (most widely recognized exception – protects employees against adverse ee actions violating a public interest)

Answer 15

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)

Question 16

Non-Exempt Employees

Answer 16

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.

Question 17

Exempt Employees

Answer 17

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

Question 18

Exempt Employees Pay Deduction

Answer 18

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

Question 19

Independent Contractor

Answer 19

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