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EIU > Management Exam 1 > Flashcards

Management Exam 1 Flashcards

1
Q

Employee Engagement 3

A
  • Job satisfaction
  • Ability
  • Willingness to perform
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2
Q

HRM Past

A
  • HR managers were paper pushers and simply organized personnel files
  • HR functioned more as a cost center
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3
Q

HRM Present

A
  • HR managers improve organizational revenues and profits by creating the right work environment
  • HR functions more as a productivity center. Technology helps improve efficiency
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4
Q

Productivity

A

The amount of output organizations receive per unit of input

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5
Q

Effectiveness

A

Did we do the right thing?

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6
Q

Efficiency

A

Did we do things right?

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7
Q

Most critical HRM Competencies 4

A
  • Business knowledge
  • Organizational leadership
  • Critical evaluation - ability to interpret information and make decisions
  • HR expertise
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8
Q

Knowledge Workers 3

A
  • Those who have the knowledge to do things
  • Keeping track of different information
  • Someone who works in knowledge
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9
Q

HRM’s critical dependent variables 4

A
  • Productivity
  • Employee engagement
  • Turnover
  • Absenteeism
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10
Q

Employee Engagement

A

Having motivated, satisfied, and competent workers

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11
Q

Influence of Social Media 5

A
  • Recruitment
  • Selection
  • Onboarding
  • Training and development
  • Performance management
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12
Q

Four Major HRM Skill sets

A
  • Technical
  • Interpersonal
  • Conceptual and design
  • Business
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13
Q

Interpersonal

A

People skills

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14
Q

Line Managers

A

Control what the organization does by creating processes and assisting employees who produce what the business sells

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15
Q

Staff managers

A

Advice line management on issues within their fields of specialized knowledge

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16
Q

HR responsibilities of Line Management 6

A
  • Legal considerations
  • Labor cost controls
  • Leadership and motivation
  • Training and development
  • Appraisal and Promotion
  • Safety and security of employees
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17
Q

Strategy and Strategic Planning

A

Looks at the long-term
- External and internal influences

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18
Q

Vision

A

What the organization expects to become at a particular point in the future

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19
Q

Mission Statement

A

A statement laying out expectations of what the organization is going to do to become the organization that was envisioned

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20
Q

Three Strategic Questions

A
  • What is the present situation?
  • Where do we want to go?
  • How do we plant to get there?
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21
Q

Types of Strategies 3

A
  • Cost Leadership
  • Broad Differentiation
  • Focus or niche
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22
Q

Cost leadership

A

Focuses on lowering organizational costs required to create products or services

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23
Q

Broad Differentiation

A

Focuses on developing a distinctive impression of the product or service in customers’ minds

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24
Q

Focus or Niche

A

Focuses on a specific portion of a larger market

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25
Q

Michael Porter’s Five-Forces Competitive Analysis

A
  • Rivalry among competitors
  • Threat of substitute products and service
  • Potential new entrants
  • Power of suppliers
  • Power of buyers
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26
Q

Organizational Structure

A

Determines how an organization groups its resources to accomplish its mission

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27
Q

Complexity

A

Degree of vertical, horizontal, and spatial differentiation within the organization

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28
Q

Formalization

A

Degree to which jobs are standardized within an organization

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29
Q

Centralization

A

Degree to which decision-making is concentrated within the organization

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30
Q

Levels of Organizational Culture and Artifacts

A

Level 1
- Behavior
Level 2
- Values and Beliefs
Level 3
- Assumptions
- How we have always done things

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31
Q

Measurement Tools for Strategic HRM 4

A
  • HR Scorecard
  • Economic Value Added (EVA)
  • Return on Investment (ROI)
  • Balanced Scorecard (BSC)
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32
Q

HR Scorecard

A

Identifies what HR is doing, how it is aligned with the organization, and how the organization has gained by HR’s actions
- What is HR doing and does it help the company gain?

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33
Q

Discrimination

A

In HR, discrimination is making distinctions among people

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34
Q

Illegal Discrimination

A

Making distinctions that harm people by inappropriately using an individual’s membership in a protected class as a basis for an employment decision

35
Q

OUCH Test

A
  • Objective
  • Uniform in application
  • Consistent in effect
  • Has job relatedness
36
Q

Equal Pay Act of 1963

A
  • Women who do the same job get paid the same as men
  • Pay differences other than sex are allowed
37
Q

Civil Rights Act of 1964

A
  • Illegal to discriminate against someone because of their race, color, religion, sex, or national origin
38
Q

Disparate treatment

A

When an employee is intentionally treated differently based on his/her membership in a protected class

39
Q

Disparate Impact

A

When an officially neutral employment practice disproportionately and unintentionally excludes members of a protected group

40
Q

Pattern or Practice

A

Ongoing disparate treatment

41
Q

4/5’s Rule

A

If the selection rate for a certain group is less than 80% of that of the group with the highest selection rate, there is an adverse impact on that group.

42
Q

Age Discrimination in Employment Act of 1967

A

Prohibits discrimination against employees age 40 or older

43
Q

Americans with Disabilities Act of 1990

A
  • Requires employers to make reasonable accommodation to individuals with disabilities
  • Unless it imposes an undue hardship on the organization
44
Q

Lilly Ledbetter Fair Pay Act of 2009

A

Extends the period of time in which an employee is allowed to file a lawsuit to within 180 days

45
Q

What does the EEOC do? 4

A
  • Investigate and resolve discrimination complaints through either conciliation or litigation
  • Gather and compile statistical information on such complaints
  • Provide education and outreach programs on what constitutes illegal discrimination
  • Help an employee file a law suit
46
Q

Affirmative Actions

A

Policies and programs by government agencies and private organizations designed to prefer hiring of individuals in protected groups to correct past discrimination

47
Q

EEO

A

Forbids employment discrimination

48
Q

Sexual harassment types

A

Quid pro quo
- Trading favors
Hostile Work Environment
- Uncomfortable work setting

49
Q

Religious Discrimination

A

Make reasonable accommodation for religion-based requests

50
Q

Work Flow Analysis

A
  • Identify expected results
  • Determine steps required to create the end result
  • Spots inputs necessary to carry out and perform the same tasks
51
Q

Job Analysis: Basis for HR 6

A
  • HR planning
  • Job evaluation for compensation
  • Staffing
  • Training
  • Performance management
  • Maintaining a safe work environment
52
Q

Job Description

A

Identification of the major tasks, duties, and responsibilities that are components of a job

53
Q

Job specification

A

Identification of the qualifications of a person who should be capable of doing the job tasks in the job description

54
Q

Common job analysis methods 5

A
  • Questionnaires
  • Interviews
  • Diaries
  • Observation of working in jobs
  • Subject matter experts
55
Q

Job design

A

Identifies tasks that employees are responsible for and how those tasks will be accomplished

56
Q

Job redesign

A

Changes tasks or how they are performed
Working smarter not harder

57
Q

Job simplification

A

Eliminate tasks, combine tasks, and/or change task sequence

58
Q

Job expansion

A

Rotation, enlargement, and enrichment of jobs

59
Q

HR Forecasting

A
  • Identifies the estimated supply and demand for the different types of HR in the organization over some future period, based on analysis of past and present demand
60
Q

Trends analysis

A

Reviewing historical items and relating changes to business factors to form a predictive chart

61
Q

Job enrichment

A

Doing deeper tasks
- Book keeper vs and accountant

62
Q

Ratio analysis

A

Reviewing historical data and calculating proportions between a business factor and number of employees needed

63
Q

Regression analysis

A

Identifies relationships between a series of variable data points to forecast future variables

64
Q

Qualitative Forecasting

A

Based on knowledge of a pool of experts in a subject or an industry

65
Q

Succession planning 3

A
  • Have people ready to move into vacated positions
  • Make predictions for leadership requirements
  • Prepare new leaders to take on higher positions or recruit people
66
Q

Options for a surplus 7

A
  • Downsizing and layoffs
  • Pay reduction
  • Work sharing
  • Natural attrition
  • Hiring freeze
  • Retraining and transfers
  • Early retirement
67
Q

Options for a shortage 7

A
  • Overtime
  • Temporary or contract employees
  • Retrain employees
  • Outsourcing
  • Turnover reduction
  • Hire new employees
  • Technological innovation
68
Q

Recruiting

A

Matches employees with jobs and creates reasonable pool of qualified candidates for a job opening

69
Q

Reasonable Pool

A

15-25 people

70
Q

External Forces that affect Recruiting 2

A
  • Labor Market
  • Social and legal environment
71
Q

Internal Recruiting

A

Filling job openings with current employees or individuals known by current employees

72
Q

Internal Recruiting Sources

A
  • Promotions or lateral moves from within
  • Employee referrals
73
Q

Open Recruiting

A

Advertising position openly within the organization

74
Q

Targeted recruiting

A

Managers privately nominate workers

75
Q

Closed Recruiting

A

HR searches files for individuals with requisite skills/qualifications and sends the list of the hiring manager

76
Q

External Recruiting

A

Engaging individuals from labor market outside the organization to apply for a job

77
Q

Internal Recruiting Advantages 4

A
  • Increase organizational commitment and job satisfaction
  • Know the “back channels” of the organization
  • Existing knowledge of internal employees
  • Quick
78
Q

External Recruiting Disadvantages 5

A
  • Disruption of introducing different ways of operating
  • More time and costs for training
  • May adversely affect current employees
  • Orientation and training costs
  • External hires have no history with the organization
79
Q

External Recruiting Advantages 5

A
  • Avoids creating or perpetuating resistance to change
  • Finds individuals with complex skill sets who are not available internally
  • Lowers training costs by hiring someone with requisite skills
  • Increases organizational diversity
  • Encourages change
80
Q

Internal Recruiting Disadvantages 7

A
  • Smaller applicant pool
  • Opens another position to fill
  • Success in one job doesn’t mean success in a different job
  • External candidates may have better qualifications
  • Internal employees may feel entitled to the job
  • May create or perpetuate resistance to change
  • May stifle creativity as they are already in the organization
81
Q

Sources of External Recruiting 4

A
  • Walk-ins
  • Educational Institutions
  • Employment Agencies
  • Advertising
82
Q

Yield Ratio

A
  • Divide the number of qualified applicants by the number of applicants
  • 40 applicants and 28 have the basic qulaifications
  • 28/40 = 70%
83
Q

New hire turnover

A
  • Divide the number of recruits that left within a specific time frame by the number of new hires
  • 84 people were hired and 13 left within 3 months.
    13/84 = 15.5%

EIU (2 decks)

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