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Managing Human Capital > Managing Human Capital > Flashcards

Managing Human Capital Flashcards

1
Q

Strategic Risk

A

Affect business strategy

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2
Q

Operations Risk

A

Impact orgs ability to execute business strategy

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3
Q

Financial Risk

A

Affects org workforce costs and productivity

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4
Q

Compliance Risk

A

Government regs (legal - not necessarily ethical)

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5
Q

Virtue Standard

A

Consistent with certain ideal virtues including civility, compassion and benevolence

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6
Q

Fairness Standard

A

Treats all people equally or at least fairly

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7
Q

Utilitarian Standard

A

Good or evil

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8
Q

Rights Standard

A

Protects the moral rights of everyone involved

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9
Q

Common Good Standard

A

Shows respect and compassion for everyone

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10
Q

Entrepreneurial Culture

A

Emphasizes creativity, innovation and risk taking

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11
Q

Beureaucratic Culture

A

emphasizes formal structures and the correct implementation of organization procedures, norms and rules. Commonly asociated with consistency and high ethical standards

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12
Q

Consensual Culture

A

emphasizes loyalty and tradition and encourages employees to stay with the organization for a long time

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13
Q

Competitive Culture

A

emphasizes competitive advantage and market superiority

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14
Q

National Labor Relations Act of 1935

A

Right to unionizeFai

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15
Q

Fair Labor Standardds Act (FLSA) of 1938

A

Minimum wage and overtime rules

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16
Q

Equal Pay Act of 1963

A

Prohibits wage discrimination on the basis of sex

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17
Q

Title VII of the Civil Rights Act of 1964

A

Prohibits discrimination based on race, color, religion, sex or national origin

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18
Q

Age Discrimination in Employment Ace (ADEA) of 1967

A

Potects people over 40

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19
Q

Rehabilitation Act of 1973

A

Prohibits discrimination against disability

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20
Q

Vietnam Era Veterans’ Readjustment Assistance Act of 1974 (VEVRAA)

A

Prohibits discrimination and requires affirmative action for disabled and other categories of veterans

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21
Q

Pregnancy Discrimination Act of 1978

A

Prohibits discrimination on the basis of pregnancy, childbirth or related medical conditionsCo

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22
Q

Consolidate Omnibus Budget Reconciliation Act (COBRA) of 1986

A

At least 4 employees must verify employment eligibility

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23
Q

Worker Adjustment and Retraining Notification Act (WARN) of 1988

A

Prohibits discrimination of osmeone having a disability; fair treatment and reasonable accomodation

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24
Q

The Uniformed Services Employment and Reemployment Rights Act (USERRA) of 1994

A

Military are entitled to return to civilian employment

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25
Q

Family Medical Leave Act of 1993

A

Requires leave and job-return; must have 50 employees

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26
Q

Genetic Information Nondiscrimination Act of 2008

A

Prohibits discrimination based on resutls of genetic testing

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27
Q

Quid Pro Quo

A

unwanted verbal or physical conduct as a condition of employment

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28
Q

Hostile Environment

A

unwanted verbal or physical conduct that creates a bad environment

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29
Q

Stereotyping

A

believing that everyone in a particular group shares certain characteristics or abilities or will behave in the same way

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30
Q

Prejudice

A

outright bigotry

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31
Q

Ignorance

A

being unaware of all requirements of employment law

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32
Q

Perception of loss

A

Believing one will “lose out” on future employment opportunities by hiring more diverse people

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33
Q

Policy

A

guiding principle used to set direction

34
Q

Procedure

A

way of accomplishing something

35
Q

Sourcing

A

Identifying qualified individuals in a labor market; uses analytical skills to generate leads

36
Q

Recruiting

A

Affect number or type of people willing to apply for and accept jobs; identified by sourcing

37
Q

Person-organization fit

A

fit between individual’s values, attitudes and personality and the organization’s values, norms and culture

38
Q

Person-group fit

A

the match between the person and his or her workgroup and supervisor

39
Q

Person-job fit

A

fit between a person’s abilities and the job’s demands and the fit between a person’s needs and motivations and the job’s attributes and rewards

40
Q

Case Interview Question

A

business situation, challenge or problems and asked to present a solution

41
Q

Situation Interview Question

A

hypothetical situation; not about past behavior

42
Q

Behavioral Interviewe Question

A

Gain insight from past behavior

43
Q

Procedural Fairness

A

Perceived fairness of the policies and procedures used to determine outcomes

44
Q

Distributive Fairness

A

Fairness in the outcomes

45
Q

Interaction Fairness

A

Fairness of interpersonal treatment

46
Q

Needs assessment in training development

A

1st Step: creates foundation for effective training

47
Q

Learning objectives in training development

A

Identify desired learning outcomes

48
Q

Design in training development

A

develop content, learning methods, materials and setting and instructors trained

49
Q

Implementation in training development

A

training program implemented

50
Q

Evaluation in training development

A

collecting information to make decisions around adopting or improving a set of activities

51
Q

Kirkpatrick - Reaction

A

How participatns felt; feedback forms and surveys

52
Q

Kirkpatrick - Learning

A

Change in participants’ knowledge, skills, behiavior or attitude; pre and post test or assessments; observation, simulation, interviews

53
Q

Kirkpatrick - Behavior

A

Extent to which what is learned in training is used; long-term observation; sustainability of behaviors

54
Q

Kirkpatrick - Results

A

business impact; performance appraisal & ROI analysis

55
Q

Personal Standard Bias

A

What you beleive should be the standard

56
Q

Contract effect bias

A

determination is made by comparing the target employee with someone else

57
Q

First Impression Bias

A

Initial judgements influrence later assessments

58
Q

Recency Effect Bias

A

recent events are given a disproportionately large influence on the rating

59
Q

High potential error bias

A

When potential is confused with performance

60
Q

Halo effect bias

A

When one positive factor influences other areas of performance

61
Q

Horns effect bias

A

When one negative factor influences other areas of performance

62
Q

Similar to me effect bias

A

when high ratings are given to someone perceived as similar to the rater

63
Q

Leniency Error Bias

A

high rating given to all employees regardless of performance

64
Q

Central Tendancy Bias

A

Rating all employees in the middle of the scale

65
Q

Stereotyping bias

A

Everyone in a group shares certain characteristics or will behave in the same way

66
Q

Opportunity bias

A

Ignoring of factors beyond the employee’s control that influence their performance

67
Q

NLRA of 1935: Wagner Act

A

Right of nonmanagerial employees to join unions nad bargain colelctively

68
Q

Railway Labor Act

A

For airlines and railroads; keeps airlines and railroads moving

69
Q

NLRA of 1947: Taft-Hartley Act: Extended Wagner Act

A

Prohibited secondary boycotts; prohibited union shops and closed shopes that forced union membership; enabled employees to choose not to join a union

70
Q

Labor Management Reporting and Disclosure Act of 1959: Landrum-Griffin Act

A

Outlined bill of rights for union members and established procedure of elections etc

71
Q

Closed Union Shop

A

Employs only poeple who are already union members (Taft-Hartley Labor act made illeggal)A

72
Q

Agency Union Shop

A

Requires nonunion workers to pay a fee to the union

73
Q

Open Union Shop

A

Does not discriminate based on union membership

74
Q

Strike

A

Members refuse to work

75
Q

Boycott

A

Members don’t buy firm’s products

76
Q

Lockout

A

Management keeps employees away and uses management staff or replacements instead

77
Q

Drivers of Attraction

A

Competitve base pay, job security, career advancement opportunities

78
Q

Drivers of Retention

A

base pay/salary. career advancement, trust in senior leadership

79
Q

Drivers of Engagement

A

Intereste in employee well-being, understanding org goals and objectives, reasonable workload and healthy work/life balance

80
Q

Affective Commitment

A

Employees stay because they want to

81
Q

Normative Commitment

A

Employees stay becuase they feel they should

82
Q

Continuance Commitment

A

Employees stay because they feel they have to

Managing Human Capital (1 decks)

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