Test 2 Flashcards
EEOC Time limits on filing
180 days:
- Must file withing 180 calendar days of the incident
- If there have been two incidents and only the most recent is within the 180-day window, then only this last incident will be included as part of the investigation
- Exception: Harassment if charge is ongoing the investigation will be go as far back as necessary
300 days:
- only if a state enforces law (discrimination)
Equal Pay Act of 1963
- Requires that men and women in the same organization who are doing equal work must be paid equally
-Defined equal in terms of skill effort responsibility and working conditions - Allows for differences in pay based on seniority, merit, quantity or quality of production
Lilly Ledbetter Fair Pay Act of 2009
- 19 years of service with unequal pay
- “no claim within 180 days”
- decision reversed by congress
- Amendment of title 7 to grant 180 day filing at last event of discrimination in case of unequal pay
Age Discrimination in Employment Act of 1967
-Prohibits discrimination against employees over the age of 40
- companies would lay off older employees
- typically higher earners and therefore more expensive
Employer Answer to Age discrimination in employment act
early retirement -> waive right to sue under ADEA
Courts honor these agreements if:
- Employees were not coerced
- Presented in a way employees could undertstand
- Given sufficient time to make a decision
Forecasting Labor Demand
Attempts to determine the supply of and demand for various types of human resources to predict areas within the organization where there will be future labor shortage and surplus:
Leading indicator, statistics (objective), intuition (subjective)
Leading indicator
- objective measure that accurately predicts future labor demand
Intuition
Subjective assessment by those with expertise
Statistics
- Requires quantitative data
- Need a lengthy history to reliably detect patterns
- Cannot account for black swans
- normally complemented by intuition and common sense
Labor surplus: Downsizing
The planned elimination of large numbers of personnel designed to enhance organizational competitiveness
1. Reduce payroll cost
2. Replaced by machines
3. Mergers and acquisitions
4. Company relocation
Worker adjustment and retraining notification act of 1988
- 100 or more employees
- must provide workers with a 60 days notice of plant closing and mass layoffs
- 50 or more employees in 30 day period; 50+ employees if 33% of workforce or 500 employees
- No warning required if layoffs are for six months or less or hired for a temporary and completed project
Problems with layoffs
- Loss of talent and disruption of social networks
- Loss of morale
Lack of job security may lead to employees seek alternative employment
-oftentimes must re-hire individuals that were laid off
Reliability
- The degree to which a measurement is free from random error
- Can be thought of as consistency in measurement or outcomes
Inter item reliability
Asking the same thing different ways
Test retest reliability
Taking the same test or survey multiple times
Inter rater reliability
Multiple interviewers evaluate the same applicant
Validity
Defined as the extent to which a performance measure assesses all the relevant and only the relevant aspects of job performance
Predictive validation
Establish correlation between pre-employment test scores and job performance:
1. Test all applicants using some measure, instrument or scale
2. Hire some applicants and reject others
3. Measure new hire job performance at some later date
4. Correlate pre-employment test scores of each applicant with post-employment performance ratings
Concurrent validation
Establish correlation between current employees test scores and on the job performance
Content validation
Requires expert judgment to validate
Nondirective Interview
- Applicant given maximum amount of freedom in determining the course of discussion
- Interviewer refrains from influencing applicants’ responses
Structured interview
- Use of a structured set of questions (increases validity)
- Same questions asked of all applicants
Behavioral description interview
- Questions about what the applicant actually did in his/her last job
Sequential and Panel Interview
- Sequential: interviewers meet one on one with each candidate
- Interviewers compare notes
-Panel: candidate meets with a group of interviewers (reliability +) - faster than sequential
Physical ability tests
Reliability : high
Validity: Moderate criterion validity, high content validity for some jobs
Generalizability: Low only physically demanding jobs
Utility: Moderate, may prevent injuries or disability
Legality: Must establish job relatedness; generally adverse impact on women and individuals with disabilities
Cognitive ability tests
Cognitive ability is positively associated with better performance across the vast majority of occcupations
Most common cognitive ability tests
Verbal: understand use verbal and written language
Quantitative: speed and accuracy of mathematical solutions
Reasoning: develop a workable solution for a complex problem
Five factor model of personality
- Openess to experience: curios, imaginative
- Conscientiouness: dependable, organized, linked with performance
- Extraversion: sociable, assertive, talkative
- Agreeableness: courteous, trusting
- Neuroticism: worried, anxious
Work samples
A test to determine whether the individual can perform the work required of the job
Honesty tests
- Polygraph Act 1988: banned use of lie detecting machines in most organizations
Drug tests
- Jobs that involve safety hazards
- Administered systematically
- Results reported to individual
- Avenue for appeal
- Rehabilitation or wellness counseling
Myers-Briggs type indicator
Extraversion <-> Introversion
Sensing <-> Intuition
(Fact vs Impression)
Thinking <-> Feeling
(Logical vs people oriented)
Judging <-> Perceiving
(Task oriented vs casual and loose)
Criticism of Myers Briggs type indicator
- scale is dichotomized
- lacks reference to neuroticism
- little retest reliability
- Thinking and feeling are orthogonal
Macchiavellianism
- lack of morality and manipulativeness
- strategic rather than impulsive
Psychopathy
Deficits in affect and self control
Narcissism
Defined by clash between a grandiose identity and underlying insecurity
Performance Evaluation
Most companies use an annual paper based performance review
(less than 30% use an automated process)
72% of companies are somewhat satisfied to extremely dissatisfied with their performance appraisal process
Performance evaluation methods
Comparative approach:
Compare an individual’s performance to that of others in the same job
Single ranking:
Best to worst performer; does not stand up well in courts
Forced distribution:
Required percentage at the high and low ends; Bell curve
Paired comparison:
Comparison of each employee with all other employees in the same role
Performance Evaluation Methods: Attribute approach
Extent to which individuals have certain attributes believed to be desirable for the company’s success
Performance Evaluation Methods: Behavioral approacch
-Behaviorally anchored rating scales and behavioral observation scales
Performance Evaluation Methods: Quality approach
- Customer orientation and prevention of errors
- Customer satisfaction is the primary goal
Performance Evaluation Methods: 360 degree appraisals
Downward, lateral and upward
Balanced scorecard
Performance by objectives:
- set targets and evaluate achievements
- often percentage based
Individual biases in performance ratings
- Similarity attraction
- Transient mood or affect
- Distributional errors ( leniency, strictness)
- Halo and horns biases
- confirmation bias
- Primacy-recency effects
SMART criteria/objectives
S-Specific
M-Measurable
A-Attainable
R-Relevant
T-Timely
National Labor Relations Act
Employees:
- Forming or attempting to form a union in your workplace
NLRA Union Membership Exclusions:
- Supervisor
- Independent contractor
- Domestic service provider
- Agricultural laborers
- Federal, state or local government employee
Union Formation
More than 50% of the bargaining unit signs authorization cards:
- Union asks management to voluntarily recognize union existence
- Union is certified by NLRB if more than 50% of employees vote in favor of a union
- If more than 1 union and neither obtains 50+% -> run off elections
If at least 30% sign cards, and management refuses to recognize unions:
- Group can the NLRB for an election
- NLRB review votes
- Management can challenge authenticity of votes or claim coercion
Union Survival: Union Shop
- New hires must join union within specified time
- Must pay union dues
Union Survival: Agency shop
- Does not require union membership
- Does require payment of union dues
Maintenance of membership
- No requirement of union membership
- If you do join must remain a member for a certain period of time
- Often the duration of the negotiated contract
Taft Hartley act 1947
Gave states rights to establish a Right to work
-> Mandatory union membership and dues illegal
Required 80 days notification of intent to strike
Prohibited federal employees from striking
Allowed employers to deliver some anti union messages
