test 3 Flashcards
Occupational safety and health act of 1973
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
Sexual Harassment
unwelcome advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature in the working environment
an employer is considered guilty of sexual harassment when:
-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
quid pro quo harassment
occurs when “submission to or rejection of sexual conduct is used as a basis for employment decisions” -demotion or loss of pay
Hostile environment harassment
unwelcome sexual conduct has purpose of interfering with job performance -dirty jokes, vulgar, nude pics
courts use a — test for hostile environment
reasonable person test
true or false. sexual orientation is not a valid defense against discrimination
true
true or false. no federal law bars discrimination based on sexual orientation, or transgender and transsexual individuals
true
Uniform guidelines on employee selection procedures
procedural document published in the federal register to assist employers in complying with federal regulations against discriminatory actions.
Validity
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.
adverse impact
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
4/5 rule
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
Restricted policy (disparate treatment)
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
employees who believe they have been discriminated against may file with the —
EEOC
true/false. supervisors must not retaliate against individuals who invoke their legal rights to file charges or to support other employees
true
employers that do not have an — are legally vulnerable (discrimination)
EEO policy
Affirmative action
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
reverse discrimination
act of giving preference to members of protected classes to the extent that unprotected individuals believe they are suffering discrimination
Contractual relationships
occur when persons or companies are hired to perform work but who are not legal employees
temporary employees
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
employees
legal workers of the organization from whom the organization must withhold taxes
employment at will
provisions state that either party in the employment relationship can terminate that relationship at any time, regardless of cause.
exception of employment at will:
contracts, federal and state law, -violation of public policy, implied contract, good faith and fair dealing
recruitment
the process of locating potential applicants and encouraging them to apply for existing or anticipated job openings
labor market
area from which applicants are to be recruited
2 main goals of recruiting:
-generate a large applicant pool -qualified applicant pool
pros of external recruiting
-people with new ideas -opportunity to buy talent (ksa) on the market -possible reduced training expenses by hiring people with the appropriate KSAs
Cons of external recruiting
-organizations will make mistakes in hiring even when they use best selection devices -increased recruitment costs -longer to organizations to fill open positions
Realistic job preview (RJP)
attempt to offer potential hires the most realistic picture possible
Selection
the process of choosing individuals who have relevant qualifications to fill existing or projected job openings
2 general employee selection models:
person job fit,person organization fit
Person job fit
-job analysis identifies required individual competencies (KSAs) for job success -select applicants whose KSAs best match those required by the job
Person organization fit
-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.
job description
detailed list of tasks, duties, responsibilities, and authority
job specifications
individual competencies employees need for success- the knowledge, skills, abilities, and other factors (KSAs) that lead to superior performance.
reliability
degree to which interviews, tests, and other selection procedures yield comparable data over time and alternative measures
validity
degree to which a test or selection procedure measures a persons attributes
criterion related validity
the extent to which a selection tool predicts, or significantly correlates with, important elements of work behavior.
predictive validity
correlates pre employment test scores and eventual job performance
concurrent validity
correlates employment tests with current job performance
final decision
selection of applicant by departmental or immediate supervisor to fill vacancy
compensatory approach
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
non compensatory approach
minimum score must be obtained on each predictor -key issue is when to collect predictor information
multiple cutoff model
collect info on all predictors at one time
multiple hurdle model
only applicants with sufficiently high scores at each selection stage go on to subsequent stages in the selection process.
organizational culture
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
3 levels in organizational culture:
artifacts, values, assumptions
artifacts
symbols of culture in the physical and social work environment
what is the most visible and accessible level of culture?
artifacts
Values
underlying beliefs about what should or should not be
espoused values
what members say they value
enacted values
values reflected in behavior
assumptions
deeply held beliefs that guide behavior and tell members how to perceive and think about things -the essence of culture -violating assumptions is unthinkable
Theories about the relationship between organizational culture and performance:
-strong culture perspective -adaptive perspective -fit perspective
Strong culture
culture with a consensus on the values that drive the company and with an intensity that is recognizable even to outsiders
Explain the fit perspective
-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
Adaptive culture
-a culture is good if it allows the organization to adapt to its environment -
organizational socialization
the process by which newcomers are transformed from outsiders to participating, effective members of the organization -how new members learn the organization culture
3 stages of socialization process:
-anticipatory socialization -encounter -change and acquisition
anticipatory socialization
takes place prior to first day of work -newcomers bring prior learning and expectations to the job -realism and congruence
encounter
-newcomers learn the tasks associated with the job, clarify their roles, and establish new relationships -task, role, and interpersonal demands
change and acquisition
newcomers begin to master the demands of the job
training
effort initiated by an organization to foster learning among its members -tends to be narrowly focused and oriented toward short term performance concerns
development
effort that is oriented more toward broadening an individuals skills for future responsibilities
firm specific skills
those skills that are valuable only in that particular organization (more specific knowledge)
general skills
those skills that employees possess that could be used in multiple organizations (basic verbal, math, and computer skills)
Training for KSAs:
includes training directly related to job performance, and more general skills training (grad school)
training for cultural enrichment:
-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.
Four phases to a strategic approach to training:
- needs assessment based on the firms competitive objectives 2. training program design 3. training program implementation 4. training program evaluation
organization analysis
examination of the environment, strategies, and resources of the organization to determine where training emphasis should be placed.
task analysis
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.
person analysis
a determination of the specific individuals who need training
clear instructional objectives
represent the desired, performance centered objectives of a training program
trainee readiness and motivation
use positive reinforcement, goal setting, interesting instruction, eliminate threats to learning
principles of learning
-explain the value, use meaningful presentation, model correct behaviors, understand learning styles -use active practice and repetition, feedback and reinforcement (rewards)
characteristics of successful trainers
knowledgeable, adaptable, sincere, since of humor, interested, give clear instructions, enthusiastic
characteristics of successful trainers
knowledgable, adaptable, sincere, sense of humor, interested, give clear instructions, provide individual assistance, enthusiastic
