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CPWM Study > Managing & Developing Human Resources > Flashcards

Managing & Developing Human Resources Flashcards

1
Q

principles of conduct governing an individual or group of individuals that a person or an organization feels are important.

A

Ethics

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2
Q

what are the six steps to ethical decision making

A

Stop and think
Review long term goals Determine the facts
Consider the options
Consider the Consequences
Choose

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3
Q

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.

A

False

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4
Q

code of ethics for local government officers or employees under jurisdiction of local finance board.

A

40A:9-22.5

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5
Q

integrity, honesty, professionalism, and mutual respect are.

A

Ethical values for Public Works Managers

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6
Q

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

A

Integrity

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7
Q

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

A

Honesty

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8
Q

Hold unaltered and intact all confidential information
The manager must exercise the highest professional discretion to avoid scandal

A

Professionalism

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9
Q

Show professional courtesy towards all personnel

A

Mutual Respect

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10
Q

Occurs when a private interest may benefit from your actions, or when a private interest could interfere with your official duties.

A

Conflict of interest

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11
Q

T or F Most conflicts result from the exercise of discretionary authority

A

True

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12
Q

mental conflict between moral necessities and self-control whereby obeying one would violate the other.

A

Ethical Dilemma

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13
Q

when a personal interest comes in conflict with a public interest

A

Conflict of interest

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14
Q

The planned and continuous effort by management to recognize and develop opportunities to improve employee competency levels and organizational performance

A

Human Resource Development (HRD)

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15
Q

Improve competency
Increase productivity
Improve profit/Lower costs

A

Advantages of an HRD

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16
Q

Support
Involvement
Understanding

A

Factors that influence an HRD

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17
Q

how many types of analyses are required for a HRD

A

three

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18
Q

> Determines where training is needed the most
Assess strategic goals

A

Organizational Analysis

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19
Q

> Review job descriptions
Set performance standards
Manager/Employee interviews or suggestions

A

Task Analysis

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20
Q

> Who needs to be trained
What kind of training is needed
Determine the best method of training

A

People Analysis

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21
Q

Convincing employees of the merits of the program
Finding qualified trainers
Obtaining feedback
Monitoring effectiveness

A

Difficulties implementing HRD programs

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22
Q

Define effectiveness

A

Is a result

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23
Q

Define efficiency

A

Is a concept

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24
Q

How many types of HRD programs are there

A

three

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25
Q

> 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

A

Orientation

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26
Q

> 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

A

Reorientation

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27
Q

> 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

A

Leadership development

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28
Q

Prevents discrimination and harassment on account of a person’s gender/sex in the payment of wages.

> Job content not Job title determined equality

A

Equal Pay Act of 1963

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29
Q

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.

A

True

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30
Q

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

A

False

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31
Q

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

A

Title VII Civil Rights Act of 1964 and 1991

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32
Q

Title VII forbids discrimination in any aspect including.

A

> Hiring and firing
Compensation
Transfer
Recruitment
RICE Notice

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33
Q

__prohibits wage discrimination based on sex. __bars all employment discrimination in more categories, including race, color, religion, sex, and national origin.

A

Difference between Equal Pay Act and Title VII

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34
Q

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

A

Age discrimination act of 1967

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35
Q

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

A

Equal Employment Opportunity Act of 1972

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36
Q

Prohibits employers from discriminating and harassment against qualified individuals with dissabilities

A

Rehabilitation Act of 1973

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37
Q

Prohibits employer from discrimination and harassment against an employee based on pregnancy, childbirth, or pregnancy related conditions.

A

Pregnancy discrimination act of 1978

38
Q

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

A

Americans with disabilities act of 1990

39
Q

> forbids discrimination based on genetic information
Family medical history is included
Any aspect of employment
Prohibits employers from buying, requesting, and requiring genetic information.

A

Genetic Information and Non-Discrimination Act

40
Q

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.

A

Family medical leave act

41
Q

to be an eligible employee for FMLA you need.

A

1,250 hours worked previous year
worked at least 12 months
works for covered employer

42
Q

Maximum number of weeks leave for FMLA

A

12 weeks

43
Q

> 1,000 hours previous year
No provision relating to certification of fitness to return to work.
No provision requiring spouses to share leave

A

NJFMLA

44
Q

> 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..

A

FMLA Military Leave

45
Q

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.

A

Harassment

46
Q

When someone, or a group of people subjects you yo unwanted or unwelcome sexual conduct.
>can refer to hostile environment

A

Sexual Harassment

47
Q

> Sexually suggestive behavior
Sexual comments
Racial slurs
Derogatory comments

A

Examples of Harassment and Sexual Harassment

48
Q

Latin term for “this for that”

A

Quid Pro Quo

49
Q

A supervisor offer employment benefit or detriment in exchange for sexual favors or other relation ship obligations.

A

Quid Pro Quo Sexual Harassment

50
Q

example of third party harassment

A

harassment by an employee toward a non-employee

51
Q

negative action taken in response to an actual or perceived injury or offense.

A

Retaliation

52
Q

Has been proven to be the most universal tool in the hiring process.

A

Interviewing

53
Q

> interviewers often favor those who share his/her attitude
Remain unbiased and fair
prior knowledge about the applicant

A

Preparation for successful interview

54
Q

How many ways are there to improve an interview

A

5

55
Q

> Do not prejudge
Focused on the candidate and the organization
fixed set of questions

A

Structure the interview

56
Q

> Remain positive
Trained to follow similar patterns in evaluating responses

A

Train the interviewers

57
Q

> elaborate on job details and expectations
Provide information to the candidate

A

Provide candidate with detailed job information

58
Q

Item by item form during the interview process.

A

Standardize interview evaluation form

59
Q

Provides accuracy during interview evaluation process

A

Take Notes

60
Q

Formal process in an organization whereby each employee is evaluated to determine how he/she is performing

A

Performance Appraisals

61
Q

> Achieve goals
Enhance employee productivity
Two way feedback from employee/manager
One on one discussions

A

Examples of Performance Appraisals

62
Q

T or F if completed correctly appraisals lead to
>salary increases
>terminations
>promotions

A

True

63
Q

How many basic appraisal categories are there.

A

three

64
Q

Performance is consistent with stated requirements for the job.

A

Normal performance

65
Q

Classification for behavior you feel is not satisfactory based on stated requirements. target for improvement

A

Need to improve

66
Q

Classification for above average performance based on the requirements of the job.

A

Above expectations

67
Q

how many factors distort appraisals

A

six

68
Q

Evaluating employees against one’s own values or standards and not the department standards

A

Leniency error

69
Q

The tendencies to let the assessment of one individual trait influence the overall assessment of every trait.

A

Halo error

70
Q

Evaluating employees based on the way the evaluator concludes them to be and not by the standards that are set.

A

Similarity error

71
Q

The tendencies of the evaluator to give all employees an average rating, or in some cases when pressured, give all employees above average ratings.

A

Central tendency

72
Q

The evaluator allows the employee to fill out his own appraisal sheet.

A

Management by objector

73
Q

Keep personal feelings and views out of the evaluation process.

A

Implicit bias

74
Q

Content and format negotiated

A

performance appraisal

75
Q

> not negotiable
Established by employer
Reasonable according to industry standard

A

Performance standard

76
Q

What factors are performance levels affected by

A

Skill, Effort, External Conditions

77
Q

What are the two factors that affect employees

A

personal and organizational problems

78
Q

What are some organizational problems that affect employees

A

Poor lack of equipment, limited support of employees and staff , and harassment

79
Q

What are some personal problems that affect employees

A

alcohol, substance, illiteracy, financial/gambling, domestic abuse, stress, identify behaviors.

80
Q

what are ways a manager can address performance issues.

A

be alert, provide time, ask broad questions, employee verbalize, explain impact, make employee aware of resources

81
Q

comprehensive approach that many organizations have taken to deal with all forms of personal problems, including substance abuse, medical and financial counseling.

A

Employee assistance program

82
Q

What is the intent of EAP

A

to catch a problem early and intervene before it affects employee performance

83
Q

> Retention of valuable employees
Improve staff morale
Reduce absenteeism
Employee cost savings

A

Major benefits of EAP

84
Q

Practice of training employees or imposing penalties to conduct themselves in accordance with organizational rules or standards of behavior.

A

Discipline

85
Q

What are the four categories of disciplinary action

A

Attendance, on the job behavior, honesty, outside activities

86
Q

Management’s actions taken to correct employee behavior on the job.

A

Corrective action

87
Q

> Seriousness of offense
Duration of the problem
Extenuating factors
Degree of socialization
History/Past Practice
Management support

A

Factors when using discipline

88
Q

> consistent
progressive
Proper guidelines and established rules
fair and unbiased

A

Disciplinary action

89
Q

What is the steps to a progressive discipline model.

A

Oral, written, suspension, dismissal

90
Q

For investigating employee complaints when do you conduct an investigation.

A

Whenever there is a formal complaint or report of suspected misconduct or harassment.

91
Q

What are the steps to conducting an employee investigation

A

Setting the right tone, process, interview the witness, draw conclusions and report to hr

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