Managing & Developing Human Resources Flashcards
principles of conduct governing an individual or group of individuals that a person or an organization feels are important.
Ethics
what are the six steps to ethical decision making
Stop and think
Review long term goals Determine the facts
Consider the options
Consider the Consequences
Choose
T or F Public employees can accept directly, indirectly, whether by themselves or through their spouse or a member of their family gift, favor or service.
False
code of ethics for local government officers or employees under jurisdiction of local finance board.
40A:9-22.5
integrity, honesty, professionalism, and mutual respect are.
Ethical values for Public Works Managers
Live with dignity at all times in all places
Do not accept favors, gifts, loans, contributions, services or other things of value in exchange for concessions
Integrity
Do not claim credit for work that is not your own
Do not make false accusations or charges against an employee
Transact all official business through proper channels
Honesty
Hold unaltered and intact all confidential information
The manager must exercise the highest professional discretion to avoid scandal
Professionalism
Show professional courtesy towards all personnel
Mutual Respect
Occurs when a private interest may benefit from your actions, or when a private interest could interfere with your official duties.
Conflict of interest
T or F Most conflicts result from the exercise of discretionary authority
True
mental conflict between moral necessities and self-control whereby obeying one would violate the other.
Ethical Dilemma
when a personal interest comes in conflict with a public interest
Conflict of interest
The planned and continuous effort by management to recognize and develop opportunities to improve employee competency levels and organizational performance
Human Resource Development (HRD)
Improve competency
Increase productivity
Improve profit/Lower costs
Advantages of an HRD
Support
Involvement
Understanding
Factors that influence an HRD
how many types of analyses are required for a HRD
three
> Determines where training is needed the most
Assess strategic goals
Organizational Analysis
> Review job descriptions
Set performance standards
Manager/Employee interviews or suggestions
Task Analysis
> Who needs to be trained
What kind of training is needed
Determine the best method of training
People Analysis
Convincing employees of the merits of the program
Finding qualified trainers
Obtaining feedback
Monitoring effectiveness
Difficulties implementing HRD programs
Define effectiveness
Is a result
Define efficiency
Is a concept
How many types of HRD programs are there
three
> For new employees
Most prevalent type of training in the workplace
Guide new employees through adjustments to company, job and work group
Explain policies, rules, benefits, infractions, goals
Reduces employee anxiety
Orientation
> For current employees
Opportunity to implement changes that occur within organization
Refresh and promote employer expectation
Introduce new policies and procedures
Update equipment changes
Fulfill government mandated educational training
Reorientation
> For personal and professional advancement
Assists employees in developing oneself as a resource through training subjects
Writing skills
speaking skills
management skills
Encourages advancement
promote within department
Leadership development
Prevents discrimination and harassment on account of a person’s gender/sex in the payment of wages.
> Job content not Job title determined equality
Equal Pay Act of 1963
T or F equal pay act required employers to pay substantially equal with certain exceptions when it came to
>seniority system
>merit system
>system based upon quantity and quality of production by employee.
True
T or F If there was inequality in wages between men and women employers can reduce the wage of either sex in order to equalize their pay
False
Prohibits discrimination and harassment based on religion, sex, color, or national origin.
> covers all private, state, and local governments, and education institution with 15 or more employees
Title VII Civil Rights Act of 1964 and 1991
Title VII forbids discrimination in any aspect including.
> Hiring and firing
Compensation
Transfer
Recruitment
RICE Notice
__prohibits wage discrimination based on sex. __bars all employment discrimination in more categories, including race, color, religion, sex, and national origin.
Difference between Equal Pay Act and Title VII
Protects applicants and employees 40 years of age or older from discrimination and harassment in the workplace due to age. It does not protect employees under the age of 40 from discrimination. Applies to employers with 20 or more employees
Age discrimination act of 1967
Established an Equal Employment Opportunity Commission (EEOC) with the authority and power to investigate and if appropriate, file civil suits against employers in federal court when it found reasonable cause there had been employment discrimination based on race, sex, religion, national origin
Equal Employment Opportunity Act of 1972
Prohibits employers from discriminating and harassment against qualified individuals with dissabilities
Rehabilitation Act of 1973
Prohibits employer from discrimination and harassment against an employee based on pregnancy, childbirth, or pregnancy related conditions.
Pregnancy discrimination act of 1978
Prohibits discrimination and harassment based on a disability or a perceived disability.
>provide reasonable accommodation
>does not have to be severe or permanent condition
>employers with 15 or more
Americans with disabilities act of 1990
> forbids discrimination based on genetic information
Family medical history is included
Any aspect of employment
Prohibits employers from buying, requesting, and requiring genetic information.
Genetic Information and Non-Discrimination Act
Entitles eligible employees of covered employers to take unpaid, job-protected leave for specified family and medical reasons with continuation of group health insurance coverage under the same terms and conditions as if the employee had not taken leave.
Family medical leave act
to be an eligible employee for FMLA you need.
1,250 hours worked previous year
worked at least 12 months
works for covered employer
Maximum number of weeks leave for FMLA
12 weeks
> 1,000 hours previous year
No provision relating to certification of fitness to return to work.
No provision requiring spouses to share leave
NJFMLA
> Qualifying exigency leave- most common issues with military member such as deployment to sponsored functions.
Military caregiver leave- 26 weeks in 12 month period, medical treatment, therapy etc..
FMLA Military Leave
Conduct that has the purpose or effect of unreasonably interfering with an individual’s work performance or creating an intimidating hostile or offensive work environment.
Harassment
When someone, or a group of people subjects you yo unwanted or unwelcome sexual conduct.
>can refer to hostile environment
Sexual Harassment
> Sexually suggestive behavior
Sexual comments
Racial slurs
Derogatory comments
Examples of Harassment and Sexual Harassment
Latin term for “this for that”
Quid Pro Quo
A supervisor offer employment benefit or detriment in exchange for sexual favors or other relation ship obligations.
Quid Pro Quo Sexual Harassment
example of third party harassment
harassment by an employee toward a non-employee
negative action taken in response to an actual or perceived injury or offense.
Retaliation
Has been proven to be the most universal tool in the hiring process.
Interviewing
> interviewers often favor those who share his/her attitude
Remain unbiased and fair
prior knowledge about the applicant
Preparation for successful interview
How many ways are there to improve an interview
5
> Do not prejudge
Focused on the candidate and the organization
fixed set of questions
Structure the interview
> Remain positive
Trained to follow similar patterns in evaluating responses
Train the interviewers
> elaborate on job details and expectations
Provide information to the candidate
Provide candidate with detailed job information
Item by item form during the interview process.
Standardize interview evaluation form
Provides accuracy during interview evaluation process
Take Notes
Formal process in an organization whereby each employee is evaluated to determine how he/she is performing
Performance Appraisals
> Achieve goals
Enhance employee productivity
Two way feedback from employee/manager
One on one discussions
Examples of Performance Appraisals
T or F if completed correctly appraisals lead to
>salary increases
>terminations
>promotions
True
How many basic appraisal categories are there.
three
Performance is consistent with stated requirements for the job.
Normal performance
Classification for behavior you feel is not satisfactory based on stated requirements. target for improvement
Need to improve
Classification for above average performance based on the requirements of the job.
Above expectations
how many factors distort appraisals
six
Evaluating employees against one’s own values or standards and not the department standards
Leniency error
The tendencies to let the assessment of one individual trait influence the overall assessment of every trait.
Halo error
Evaluating employees based on the way the evaluator concludes them to be and not by the standards that are set.
Similarity error
The tendencies of the evaluator to give all employees an average rating, or in some cases when pressured, give all employees above average ratings.
Central tendency
The evaluator allows the employee to fill out his own appraisal sheet.
Management by objector
Keep personal feelings and views out of the evaluation process.
Implicit bias
Content and format negotiated
performance appraisal
> not negotiable
Established by employer
Reasonable according to industry standard
Performance standard
What factors are performance levels affected by
Skill, Effort, External Conditions
What are the two factors that affect employees
personal and organizational problems
What are some organizational problems that affect employees
Poor lack of equipment, limited support of employees and staff , and harassment
What are some personal problems that affect employees
alcohol, substance, illiteracy, financial/gambling, domestic abuse, stress, identify behaviors.
what are ways a manager can address performance issues.
be alert, provide time, ask broad questions, employee verbalize, explain impact, make employee aware of resources
comprehensive approach that many organizations have taken to deal with all forms of personal problems, including substance abuse, medical and financial counseling.
Employee assistance program
What is the intent of EAP
to catch a problem early and intervene before it affects employee performance
> Retention of valuable employees
Improve staff morale
Reduce absenteeism
Employee cost savings
Major benefits of EAP
Practice of training employees or imposing penalties to conduct themselves in accordance with organizational rules or standards of behavior.
Discipline
What are the four categories of disciplinary action
Attendance, on the job behavior, honesty, outside activities
Management’s actions taken to correct employee behavior on the job.
Corrective action
> Seriousness of offense
Duration of the problem
Extenuating factors
Degree of socialization
History/Past Practice
Management support
Factors when using discipline
> consistent
progressive
Proper guidelines and established rules
fair and unbiased
Disciplinary action
What is the steps to a progressive discipline model.
Oral, written, suspension, dismissal
For investigating employee complaints when do you conduct an investigation.
Whenever there is a formal complaint or report of suspected misconduct or harassment.
What are the steps to conducting an employee investigation
Setting the right tone, process, interview the witness, draw conclusions and report to hr
