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Human Resource Management (HRM)
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Fair labor standards act
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MGT ch 12/11
| Term | Definition |
|---|---|
| Human Resource Management (HRM) | the process of finding developing and keeping the right people to form a qualified workforce |
| Fair labor standards act | 1938, fed min wage and rules related to overtime, record keeping, child labor |
| Equal Pay Act | 1963, prohibits unequal pay for man and women doing substantially similar work |
| Title VII | 1964, no discrimination based on race, color, religion, sex, gay, gender, national origin |
| Age discrimination | 1967, no discrimination against people 40 or older |
| Pregnancy Discriminaton Act | 1978, no excluding pregnant women |
| ADA | 1990, no discrimination on the basis of physical or mental disabilities |
| Civil Rights Act | 1991, strengthened CRA 1964 by providing jury trials and punitive damages |
| Family and Medical Leave Act | 1993, workers can take up to 12 wks of unpaid leave for pregnancy or birth, adoption of foster care, illness of immediate family, personal medical leave |
| Uniformed Services Employment and Reemployment Rights | 1994, no discrimination against army people, civlian employees will hold and restore civlian jobs |
| Genetic nondiscrmination Act | 2008, basis of genetic information |
| Bona Fide occupational qualification (BFOQ) | allows sex, age, religion when making employment decision only if they are reasonably necessary to the normal business operation |
| Disparate Treatment | intentional discrimination occurs |
| adverse impact | unintentional discrimination that occurs when members of a group are being unintentionally harmed or disadvantaged |
| Four-fifths (80 percent) rule | rule used by courts to determine if there is adverse impact, violation occurs when impact ratio is less than 80% |
| How is impact ratio calculated? | dividing the decision ratio for a protected group by the decision ratio for a non protected group |
| sexual harassment | unwelcome sexual advances, requests for sexual favors, or verbal or physical conduct of sexual nature occurs while performing a job |
| Quid pro quo sexual harassment | the fulfillment of a reward depends on sexual favor |
| Hostile work environment | unwelcome and demeaning sexually related behavior creates an intimidating and offensive work environment |
| recruiting | the process of developing a pool of qualified job applicants |
| job analysis | a purposeful and systematic process for collecting information on the important work related parts of a job |
| job description | a written description of the basic tasks required of a person in the job |
| job specifications | a written summary of the qualifications needed to successfully perform a particular job |
| internal recruiting | process of developing a pool of qualified job applicants from people who already work in the company |
| job posting | a procedure for advertising job opening within the company to existing employees |
| career path | a planned sequence of jobs through which employees may advance in an org |
| external recruting | process of developing a pool of applicants from outside the company (ads, employee referrals, special events) |
| selection | process of gathering information about job applicants to decide who should be offered a job |
| validation | the process of determining how well a selection test or procedure predicts future job performance |
| Human resource information systems (HRIS) | a computer system for gathering, analyzing, storing and disseminating information related to the HRM process |
| Employment references | sources such as previous employers or coworkers who can provide job-related information about candidates |
| background checks | procedures used to verify the truthfulness and accuracy of info that applicants provide about themselves |
| specific ability tests (aptitude tests) | tests that measure the extent to which an applicant possesses the particular kind of ability needed to do a job well |
| cognitive ability tests | tests that measure the extent to which applicants have abilities in perceptual speed, verbal comprehension, numerical aptitude, general reasoning, spatial aptitude |
| biographical data (biodata) | extensive surveys that ask applicants questions about their personal backgrounds and life experiences |
| personality test | an assessment that measures the extent to which an applicant possesses different kinds of job-related personality dimensions |
| work sample tests | tests that require applicants to perform tasks that are actually done on the job |
| assessment centers | a series of managerial simulations, graded by trained observers that are used to determine applicants capability for managerial work |
| unstructured interview | interviews in which interviewers are free to ask the applicants anything |
| structured interviews | interviews where all applicants are asked the same set of standardized questions |
| training | developing the skills, experience, and knowledge employees need to perform their jobs or improve their performance |
| needs assesment | process of identifying and prioritizing the learning needs of employees |
| What is the needs assessment process? | determine specific training needs, select appropriate training methods, evaluate training |
| What are the training objectives? | impart information and knowledge, develop analytical and problem solving skills, practice learn or change job behaviors |
| performance appraisal | the process of assessing how well employees are doing their jobs |
| what are the most common rating errors? | central tendency error, halo error, leniency error |
| central tendency error | all workers are rated as average or in the middle of the scale |
| halo error | all workers are rated as performing at the same level in all parts of their job |
| leniency error | all workers are rated as performing particularly well |
| In the process of performance appraisal the assessor rates all workers as average. Which error have the committed? | central tendency error |
| objective performance measures | measures of job performance that are easily and directly counted or quantified |
| subjective performance measures | measures of job performance that require someone to judge or assess a worker's performance |
| behavior observation scales (BOSs) | rating scales that indicate the frequency with which workers perform specific behaviors that are representative of the job dimensions critical to successful job performance |
| Rater training | training performance appraisal raters in how to avoid rating errors to increase rating accuracy |
| 360 degree feedback | a performance appraisal process in which feedback is obtained from the boss subordinates peers and coworkers and the employees themselves |
| How do managers make performance reviews more comfortable? | separate developmental feedback (improve performance) from administrative feedback (reward), base appraisal feedback on employees self appraisals, review feedback and how employees will address it |
| compensation | the financial and nonfinancial rewards that orgs give employees in exchange for their work |
| employee separation | the voluntary or involuntary loss of an employee |
| job evaluation | a process that determines the worth of each job in a company by evaluation the market value of the KSAs needed to perform it |
| What are some compensation decisions? | pay level, pay variability, pay structure |
| pay level | whether to pay workers at a level that is below, above or at current market wages |
| pay variability | extent to which employees pay varies with individual and organizational performance |
| pay structure | level of pay for specify employees work/experience |
| piecework | a compensation system in which employees are paid a set rate for each item they produce |
| comission | a compensation system in which employees earn a percentage each sale they make |
| profit sharing | a compensation system in which a company pays a percentage of its profits to employees in addition to their regular compensation |
| employee stock ownership plan (ESOP) | a compensation system that awards employees shares of company stock in addition to their regular compensation |
| stock options | a compensation system that gives employees the right to purchase shares of stock at a set price even if the value of the stock increases above that price |
| Hierarchal pay structure | large differences in pay between jobs or org levels, works best when clear link can be drawn between individual performance and rewards |
| compressed pay structure | typically have fewer pay levels and smaller differences in pay between levels, work best for independent work |
| middle ground | combines hierarchal and compressed pay by giving ordinary workers the chance to earn more through ESOPs stock options and profit sharing |
| wrongful discharge | a legal doctrine that requires employers to have a job related reason to terminate employees |
| downsizing | the planned elimination of jobs in a company |
| outplacement services | employee counseling services offered to employees who are losing their jobs because of downsizing |
| early retirement incentive programs (ERIPs) | programs that offer financial benefits to employees to encourage them to retire early |
| phased retirement | employees transition to retirement by working reduced hours over a period of time before completely retiring |
| employee turnover | loss of employees who voluntarily choose to leave the company |
| functional turnover | loss of poor-performing employees who voluntarily choose to leave a company |
| dysfunctional turnover | loss of high-performing employees who voluntarily choose to leave a company |
| What is an accurate assessment of employee turnover? | one of the best ways to influence functional and dysfunctional turnover is to link pay directly to performance |
Created by:
hailee15