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Human Capital Test 3 > test 3 > Flashcards

test 3 Flashcards

1
Q

Occupational safety and health act of 1973

A

each employer has a general duty to furnish each employee a place of employment free from recognized hazards that cause or are likely to cause death or serious physical harm

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2
Q

Sexual Harassment

A

unwelcome advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature in the working environment

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3
Q

an employer is considered guilty of sexual harassment when:

A

-the employer knew or should have known about the unlawful conduct and failed to remedy it or to take corrective action -the employer allows nonemployees to sexually harass employees

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4
Q

quid pro quo harassment

A

occurs when “submission to or rejection of sexual conduct is used as a basis for employment decisions” -demotion or loss of pay

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5
Q

Hostile environment harassment

A

unwelcome sexual conduct has purpose of interfering with job performance -dirty jokes, vulgar, nude pics

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6
Q

courts use a — test for hostile environment

A

reasonable person test

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7
Q

true or false. sexual orientation is not a valid defense against discrimination

A

true

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8
Q

true or false. no federal law bars discrimination based on sexual orientation, or transgender and transsexual individuals

A

true

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9
Q

Uniform guidelines on employee selection procedures

A

procedural document published in the federal register to assist employers in complying with federal regulations against discriminatory actions.

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10
Q

Validity

A

the requirement that, when using a test or other selection instrument to choose individuals for employment, employers must be able to prove that the selection instrument bears a direct relationship to job success.

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11
Q

adverse impact

A

the rejection of a significantly higher percentage of a protected class for employment, placement, or promotion when compared with a non protected class. -could be unintentional but still discriminatory

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12
Q

4/5 rule

A

a selection program has an adverse impact when the selection rate for any racial, ethnic, or sex class is less than 4/5 of the rate of the class with the highest selection rate. -not a legal definition, but used to monitor

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13
Q

Restricted policy (disparate treatment)

A

an employers intentional unequal treatment or evaluation by different standards of protected class members -protected class members receive unequal treatment or are evaluated by different standards

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14
Q

employees who believe they have been discriminated against may file with the —

A

EEOC

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15
Q

true/false. supervisors must not retaliate against individuals who invoke their legal rights to file charges or to support other employees

A

true

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16
Q

employers that do not have an — are legally vulnerable (discrimination)

A

EEO policy

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17
Q

Affirmative action

A

policy that goes beyond equal employment opportunity by requiring organizations to comply with the law and correct past practices by increasing the numbers of minorities and women in specific positions

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18
Q

reverse discrimination

A

act of giving preference to members of protected classes to the extent that unprotected individuals believe they are suffering discrimination

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19
Q

Contractual relationships

A

occur when persons or companies are hired to perform work but who are not legal employees

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20
Q

temporary employees

A

usually employed by a temporary employment agency that the employer has contracted with; not a legal employee of the organization but can be determined to be an employee if under direct control for some time

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21
Q

employees

A

legal workers of the organization from whom the organization must withhold taxes

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22
Q

employment at will

A

provisions state that either party in the employment relationship can terminate that relationship at any time, regardless of cause.

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23
Q

exception of employment at will:

A

contracts, federal and state law, -violation of public policy, implied contract, good faith and fair dealing

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24
Q

recruitment

A

the process of locating potential applicants and encouraging them to apply for existing or anticipated job openings

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25
Q

labor market

A

area from which applicants are to be recruited

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26
Q

2 main goals of recruiting:

A

-generate a large applicant pool -qualified applicant pool

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27
Q

pros of external recruiting

A

-people with new ideas -opportunity to buy talent (ksa) on the market -possible reduced training expenses by hiring people with the appropriate KSAs

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28
Q

Cons of external recruiting

A

-organizations will make mistakes in hiring even when they use best selection devices -increased recruitment costs -longer to organizations to fill open positions

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29
Q

Realistic job preview (RJP)

A

attempt to offer potential hires the most realistic picture possible

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30
Q

Selection

A

the process of choosing individuals who have relevant qualifications to fill existing or projected job openings

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31
Q

2 general employee selection models:

A

person job fit,person organization fit

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32
Q

Person job fit

A

-job analysis identifies required individual competencies (KSAs) for job success -select applicants whose KSAs best match those required by the job

33
Q

Person organization fit

A

-the degree to which individuals are matched to the culture and values of the organization -select applicants who best fit with the organization’s culture and values.

34
Q

job description

A

detailed list of tasks, duties, responsibilities, and authority

35
Q

job specifications

A

individual competencies employees need for success- the knowledge, skills, abilities, and other factors (KSAs) that lead to superior performance.

36
Q

reliability

A

degree to which interviews, tests, and other selection procedures yield comparable data over time and alternative measures

37
Q

validity

A

degree to which a test or selection procedure measures a persons attributes

38
Q

criterion related validity

A

the extent to which a selection tool predicts, or significantly correlates with, important elements of work behavior.

39
Q

predictive validity

A

correlates pre employment test scores and eventual job performance

40
Q

concurrent validity

A

correlates employment tests with current job performance

41
Q

final decision

A

selection of applicant by departmental or immediate supervisor to fill vacancy

42
Q

compensatory approach

A

permits a high score in one area to make up for a low score in another area -key issue is how to weight each predictor

43
Q

non compensatory approach

A

minimum score must be obtained on each predictor -key issue is when to collect predictor information

44
Q

multiple cutoff model

A

collect info on all predictors at one time

45
Q

multiple hurdle model

A

only applicants with sufficiently high scores at each selection stage go on to subsequent stages in the selection process.

46
Q

organizational culture

A

a patter on of basic assumptions that are considered valid and that are taught to new members as the way to perceive, think and feel in the organization

47
Q

3 levels in organizational culture:

A

artifacts, values, assumptions

48
Q

artifacts

A

symbols of culture in the physical and social work environment

49
Q

what is the most visible and accessible level of culture?

A

artifacts

50
Q

Values

A

underlying beliefs about what should or should not be

51
Q

espoused values

A

what members say they value

52
Q

enacted values

A

values reflected in behavior

53
Q

assumptions

A

deeply held beliefs that guide behavior and tell members how to perceive and think about things -the essence of culture -violating assumptions is unthinkable

54
Q

Theories about the relationship between organizational culture and performance:

A

-strong culture perspective -adaptive perspective -fit perspective

55
Q

Strong culture

A

culture with a consensus on the values that drive the company and with an intensity that is recognizable even to outsiders

56
Q

Explain the fit perspective

A

-a culture is good only if it fits the industry or the firms strategy -useful in explaining short term performance but not long term performance -fails to explain how firms can adapt to environmental change

57
Q

Adaptive culture

A

-a culture is good if it allows the organization to adapt to its environment -

58
Q

organizational socialization

A

the process by which newcomers are transformed from outsiders to participating, effective members of the organization -how new members learn the organization culture

59
Q

3 stages of socialization process:

A

-anticipatory socialization -encounter -change and acquisition

60
Q

anticipatory socialization

A

takes place prior to first day of work -newcomers bring prior learning and expectations to the job -realism and congruence

61
Q

encounter

A

-newcomers learn the tasks associated with the job, clarify their roles, and establish new relationships -task, role, and interpersonal demands

62
Q

change and acquisition

A

newcomers begin to master the demands of the job

63
Q

training

A

effort initiated by an organization to foster learning among its members -tends to be narrowly focused and oriented toward short term performance concerns

64
Q

development

A

effort that is oriented more toward broadening an individuals skills for future responsibilities

65
Q

firm specific skills

A

those skills that are valuable only in that particular organization (more specific knowledge)

66
Q

general skills

A

those skills that employees possess that could be used in multiple organizations (basic verbal, math, and computer skills)

67
Q

Training for KSAs:

A

includes training directly related to job performance, and more general skills training (grad school)

68
Q

training for cultural enrichment:

A

-training that helps employees fit with the organizational culture -employees less willing and motivated to engage in this type of training b/c they may perceive it as brainwashing and doesn’t increase their external marketability.

69
Q

Four phases to a strategic approach to training:

A
  1. needs assessment based on the firms competitive objectives 2. training program design 3. training program implementation 4. training program evaluation
70
Q

organization analysis

A

examination of the environment, strategies, and resources of the organization to determine where training emphasis should be placed.

71
Q

task analysis

A

process of determining what the content of a training program should be on the basis of a study of the tasks and duties involved in the job.

72
Q

person analysis

A

a determination of the specific individuals who need training

73
Q

clear instructional objectives

A

represent the desired, performance centered objectives of a training program

74
Q

trainee readiness and motivation

A

use positive reinforcement, goal setting, interesting instruction, eliminate threats to learning

75
Q

principles of learning

A

-explain the value, use meaningful presentation, model correct behaviors, understand learning styles -use active practice and repetition, feedback and reinforcement (rewards)

76
Q

characteristics of successful trainers

A

knowledgeable, adaptable, sincere, since of humor, interested, give clear instructions, enthusiastic

77
Q

characteristics of successful trainers

A

knowledgable, adaptable, sincere, sense of humor, interested, give clear instructions, provide individual assistance, enthusiastic

78
Q
A

Human Capital Test 3 (1 decks)

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