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MGT623
| Question | Answer |
|---|---|
| Equity theory, expectancy theory & fairness. Know the theories. How to restore equity in unequitable situations, as well as how to increase motivation applying expectancy theory. How do we assess fairness (remember, we are social beings!). | motivation depends on fair input/output ratio compared to others; restore equity by adjusting inputs or outcomes. Effort leads to performance, performance to valued rewards. Fairness assessed via social comparison, transparency, and consistent treatment. |
| Decreasing employee voluntary turnover … by increasing their organizational commitment! How do HR policies and practices help with each? (HINT: know the difference between intended and unintended voluntary turnover – this is about RETENTION!) | Reduce voluntary turnover by increasing commitment: affective (emotional attachment), normative (obligation), continuance (cost of leaving). HR boosts commitment with supportive culture, growth opportunities, training, and benefits. |
| What information should you include in your performance appraisals? Where is that info coming from? What are the different approaches to PM we learned in class? Problems with the trait approach? How to correct systems that are corrupt with biases | Include task performance, citizenship behaviors, and counterproductive behaviors in appraisals. Use multi-source feedback. Trait approach is biased; correct with behaviorally anchored scales, rater training, and structured processes. |
| Job analyses & job design – What is the purpose of job analyses? How to analyze a job? How to align job design with your job analysis results? | Job analysis identifies tasks and skills; job design structures work to improve motivation and efficiency using motivational, mechanistic, biological, and perceptual approaches aligning with job analysis. |
| Strategies for dealing with labor shortages – What are the pros and cons of these strategies? (e.g., downsizing). | Labor shortage solutions: train staff (long term), temps (fast but costly), outsourcing (flexible but quality risks), overtime (short-term boost/burnout risk), downsizing (cuts cost but harms morale). |
| Motivating employees to attend training – what would you do if you had an employee hesitant about participating. Think about the six steps in instructional design process – how to use this info to get employee buy-in? | Motivate training hesitancy by assessing needs, ensuring readiness, creating engaging environment, selecting proper methods, supporting transfer to job, and evaluating effectiveness per instructional design steps. |
| What are the similarities and differences between disparate impact and disparate treatment? How can HR analyze whether they have one or both in their selection practices? Be able to come up with an example of each. | Disparate treatment: intentional discrimination (e.g., gender bias); disparate impact: unintentional adverse effect (e.g., biased test). HR uses 4/5ths rule and stats to identify and correct issues. |
| Recruitment: How to assess recruitment sources? Know the attributes to consider and be able to make an education judgment if data were provided. Pros and cons of internal vs external recruiting and hiring? | Assess recruitment sources by cost, quality, diversity, speed. Internal recruiting is cheaper, faster, morale-boosting; external brings fresh skills but costs/time more. Use data on hire success for judgment. |
| Many selection methods out there – which are appropriate for a given situation? Remember: what you are trying to assess during the selection phase should align with the method chosen. | Selection methods: cognitive tests for complex jobs, personality for fit, structured interviews, work samples for skills. Align methods to job demands for validity and reliability. |
| Compensation structures – Including pay-for-performance (PFP). What are the pros and cons of this results-oriented approach? What about it makes it fair/unfair? What is one benefit of using pay grades to determine employees’ compensation? | Pay-for-performance motivates but can seem unfair if results are uncontrollable. Pay grades ensure equity by grouping similar roles, simplifying salary decisions. |
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