Midterm

Question 1

Michael Porter’s Model

Answer 1

rival firms, new entrants, suppliers, customers, substitutes

this is step 2: external analysis

Question 2

strategic analysis

Answer 2

mission, external analysis, internal analysis, strategic formulation, strategy implementation, evaluation

Question 3

human capital

Answer 3

collective brainpower in an organization

Question 4

offshoring

Answer 4

the business practice sending jobs to other countries

overall goal is to have money

Question 5

how do demographics in the labour market impact HR planning

Answer 5

changing demographics means changing in shifts in employee talents

need to have diverse workforce to take every demographic into account

Question 6

strategic human resource management (SHRM)

Answer 6

the pattern of human resources deployments and activities that enable an organization to achieve its strategic goals

Question 7

the role of HR managers

Answer 7

good HR managers marry HRP to the strategic planning process for their organizations as a whole

Question 8

the strategic planning process (6)

Answer 8

mission, vision, and values: identify purpose and scope, HR: capture underlying philosophy

external analysis: opportunities and threats
HR: demographic trend

internal analysis: strengths and weaknesses, core competencies
HR: internal culture, composition

strategy formulation: corporate strat, business strat
HR: productivity and efficiency

strategy implementation: design structure, systems, allocating resources
HR: reconcile S&D, staffinf, layoffs, etc.

evaluation: assessment and benchmarking
HR: HR metrics, balanced scorecard

Question 9

Differences between pay equity and pay equality

Answer 9

pay equity means equal pay for work of equal value and equal pay for similar or substantially similar work - makes it illegal for employers to discriminate against individuals on the basis of job content

pay equality means equal pay for equal work - men and women are paid the same

Question 10

diversity management

Answer 10

The optimization of an organization’s multicultural workforce to each business objectives

Question 11

employment equity and identify key legislation/acts that have helped
improve employment equity

Answer 11

Employment equity refers to the employment of individuals in a fair and non-biased manner. Makes good business sense and contributes to the bottom line

The Canadian human rights act

Employment equity act

Canadian charter of rights and freedoms

Provincial/territorial legislation

Question 12

how diversity management and employment equity differ from each other

Answer 12

• Diversity management is voluntary; employment equity is not
• Managing diversity is a broader, more inclusive concept, encompassing factors such as religion, personality, lifestyle, and education
• Goal of diversity management is to have the workforce at all levels resemble the population

Question 13

undue hardship

Answer 13

Undue hardship refers to the point where the financial cost or health and safety risks make accommodation impossible

Question 14

explain what a “BFOR” is and provide an example

Answer 14

A justifiable reason for discrimination based on business reasons related to safety or effectiveness, which is considered a necessary (not merely preferred) requirement for performing the job

Mandatory age requirement to drive a bus

Question 15

Discrimination:

Answer 15

to treat someone differently because of a personal characteristic

Question 16

direct (intentional) discrimination:

Answer 16

deliberate use of a prohibited criteria when making employment decisions, also illegal to have different treatment quality of employees for jobs

Question 17

Indirect (Unintentional) Discrimination:

Answer 17

appear neutral, but have adverse effects – job advertisement having a bunch of young white men in picture (not diverse)

Question 18

four components that help to make an effective antiharassment policy in the workplace

Answer 18

• establish sound anti-harassment policies – respectful workplace and climate
• communicate such policies to all employees
• enforce policies in a fair and consistent manner
• take an active role in maintaining a working environment that is free of harassment

Question 19

Job description

Answer 19

is a document which states an overview of the duties, responsibilities and functions of a specific job in an organization.

Question 20

Job specification

Answer 20

is a statement of the qualifications, personality traits, skills, etc. required by an individual to perform the job.

Question 21

Job enrichment

Answer 21

is enhancing a job by adding more meaningful tasks and duties to make the work more rewarding or satisfying

Question 22

Job enlargement

Answer 22

is adding additional activities within the same level to an existing role. This means that a person will do more, different activities in their current job.

For example, an employee who will now also manage her own planning where this was formerly done by her manager

Question 23

differences between job enlargement and job enrichment

Answer 23

Job enlargement aims at broadening one’s job in order to make the job more motivating. Job enrichment is the process of adding motivators to existing jobs. This means that job enlargement is a way to do job enrichment but not all job enrichment activities are also considered job enlargement. We will explain this in more depth later.

Question 24

describe at least two types of job analysis

Answer 24

Work-oriented: Focus is on generating a list of concise task statements that define the job

Task Inventory: Emphasize work outcomes and descriptions of the various tasks performed to accomplish those outcomes

Worker-oriented: Focus is on generating a list of KSAO statements

Position analysis questionnaire structured job analysis questionnaire with Focuses on general behaviours and human abilities Tasks and KSAOs in 6 categories

Question 25

difference between reliability and validity

Answer 25

Reliability: The degree to which interviews, tests, and other selection procedures yield comparable data over time

Validity: the degree to which a test of selection procedure measures a person’s attributes

Question 26

construct validity

Answer 26

The extent to which a selection tool measures a theoretical construct or trait

Question 27

criterion validity

Answer 27

The extent to which a selection tool predicts, or significantly correlates with, important elements of work behaviour

Question 28

least five different methods of recruitment

Answer 28

Internal job postings, replacement charts, advertising online, job fairs, employee referrals, LinkedIn

Question 29

realistic job preview

Answer 29

The provision of a balanced realistic picture of the positive and negative aspects of a job and an organization to job applicants.

Question 30

how realistic job previews benefit job seekers

Answer 30

Tells all aspects of job, including the goods and the bads

People are more likely to remain at the job as and be successful because there will be fewer unpleasant surprises

Question 31

how realistic job previews benefit organizations

Answer 31

Allows for the applicants to understand the full picture of the job and what to expect if they take the job, reducing turnover within the company (turnover costs $$$)

Question 32

inter-rater reliability is important in selection process

Answer 32

Inter-rater reliability: a selection tool is reliable when it gives consistent results (judges all give you a 7/10)

Question 33

Test-retest reliability:

Answer 33

a selection tool is reliable when it gives consistent results (weigh scale always saying you weigh 130…. But what if you weight 150?)

Question 34

Construct validity:

Answer 34

extent to which a selection tool measures a theoretical construct or trait

Question 35

Content validity:

Answer 35

extent to which a selection instrument, such as a test, adequately samples the knowledge and skills needed to perform a particular job

Question 36

Criterion/predictive validity:

Answer 36

extent to which applicants’ test scores match criterion data obtained from those applicants/employees after they have been on the job for an indefinite period

Question 37

face validity

Answer 37

is a simple form of validity where you apply a superficial and subjective assessment of whether or not your study or test measures what it is supposed to measure

Think “face value”

Important because resumes are only quickly looked at and in an interview, you do not have much time to impress

Question 38

behavioral description interview

Answer 38

An interview in which an applicant is asked questions about what he or she did in a given situation

“tell us a story where you were put under pressure and how you dealt with it… blah blah blah”

Question 39

situational interview

Answer 39

An interview in which an applicant is given a hypothetical incident and asked how he or she would respond to it

Question 40

selection tests that are most predictive of job performance

Answer 40

• Ability Tests: Ability = Characteristics or attributes that an applicant “brings” to the employment situation Ex: Finger dexterity
• Pychomotor tests: Purdue pegboard test for med school/surgeons
• Emotional intelligence tests: ability to perceive others emotions, express emotions accurately, regulate emotions