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83 Cards in this Set
- Front
- Back
Employment Relationship |
"Economic transaction", connection between employers and employees through which individuals sell their labor |
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Egoist (ER perspective) |
Employees and employers are self interested and rational actors, labor market solves all problems |
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Unitarist (ER perspective) |
"Efficiency", markets are imperfect, ER is a long-term partnership, seek mutual gain, conflict is avoidable (HR is based off of this) |
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Pluralist (ER perspective) |
"Efficiency, equity and voice", employees are economically AND psychologically motivated, conflict is inherent (Unions and collective bargaining) |
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Critical (ER perspective) |
Conflict is not just due to non-overlapping interests (HR is manipulative), workers would rise up |
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HRM |
Finding, building and maintaining human capital |
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Human Capital |
Stock of knowledge, skills, abilities, and other characteristics a person has that gives their labor economic value (KSAO's) |
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Examples of HR Functional Areas |
Strategy, Recruitment, Training, Development, Selection, Compliance, Compensation, Employee Relations, etc. |
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Why is HR important? |
Motivate and reward employees, add value to the organization |
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Problems with Poor HR |
Lawsuits, high turnover, low productivity, dissatisfied employees, etc. |
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HR Assistant Duties |
Record keeping, paper pushing, admin. |
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HR Specialist Duties |
Recruiters, trainers, job analyst, labor relations consultant, compensation analyst |
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HR Manager Duties |
Coordinate HR activities, oversee specialists, work alone |
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HR Generalist Duties |
Could function as manager, but does everything, HR Director/VP of HR |
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Small and Large HR Organizations |
Small- HR Generalist or nothing, Large- 1 HRM per 100 employees |
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Demographics |
Diversity increasing, legal compliance may be more difficult, foreign workers |
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Working Families |
More women in the workforce, more diverse families, want more flexibility, push for increases in leave |
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Workforce Aging |
Baby boomers aging, loner life expectancy, people will work longer, different KSAO's, no human capital in the middle ages |
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Globalization |
Companies becoming international, manage international employees, global labor market/customer segments, countries have different norms |
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Economic Recession Effects |
Slack labor market, more workers than jobs, high unemployment, less room for HR practicies |
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Strategic HRM |
Adds value to the company, organization has a broad strategy and each dept. must support the broader strategy with its functional strategy, aligning practices with strategic goals, evidence- based HR |
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Job Analysis |
The process of studying jobs to gather, analyze, and report info about job responsibilities and requirements, must be re-done as jobs change |
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Job Description |
List of tasks essential to the job, includes: job title, Fair Labor Standard Act Status (except or not for overtime), job summary, essential functions and performance standards, date and revision info, disclaimer |
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Job Specification |
List of KSAO's required to do the essential tasks |
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Taylorism (Job Specification) |
Standardized, smallest components, assembly line |
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Hawthorne Studies (Job Specification) |
Tested work environment to productivity |
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Step 1 Conducting a Job Analysis |
Determine what kind of data to collect |
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Step 2 Conducting a Job Analysis |
Determine who/where to collect data from |
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Step 3 Conducting a Job Analysis |
Determine data collection method |
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Step 4 Conducting a Job Analysis |
Collect and analyze data |
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8 Things to Collect for a Job Analysis |
Tasks, scope (supervision received/provided), tools/equipment, context (schedule, physical environment), social, decision-making authority, KSAO's, and performance, most critical: tasks and KSAO's |
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Types of Sources of Info for a Job Analysis |
Job incumbents (person currently in the job), supervisor/manager, former job holders, subject matter experts, O*Net |
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Data Collection Methods |
Observation, work sample, work diary, interview, surveys, other (perform job yourself, background records) |
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How is a Task Essential to the Job? |
The job wouldn't exist without it, there is a lot of time spent on it, it is done often |
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Performance Standards |
Tells you the extent to what you're doing, should specify how much, how accurately, etc., useful for performance appraisals |
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Title VII of the Civil Rights Act of 1964 |
Discrimination- covers all schools and government, race religion, color, sex, national origin. Covers hiring, firing, and job opportunities |
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Equal Employment Opportunity Commission (EEOC) |
Agency of 5 members of the federal government created by the Civil Rights Act of 1964, may or may not file lawsuit |
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Age Discrimination in Employment Act of 1967 (ADEA) |
Discriminating against people aged 40+ is illegal, prohibited mandatory retirement at 65 (few exceptions: drivers) |
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Equal Pay Act of 1963 |
Equal jobs = equal pay, 30% "gender pay gap" |
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Americans with Disabilities Act of 1990 |
Disabled (physical or mental) impairment that limits one or more major life activity (EEOC guidelines) |
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Title I of Americans with Disabilities Act of 1990 |
Requires employers to make "reasonable accommodations", "undue hardship", employee must still be qualified and ab;e to perform essential job duties, alternatives: shorter shifts, different job assignments |
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Step 1 Discrimination Lawsuits |
Employee shows proof they've been discriminated. Adverse impact: unintentional Disparate impact: intentional. They then establish a prima facie case (only for businesses with 15 employees or more) |
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Step 1A: Discrimination Lawsuits |
4/5th rule- minority selection rate must not be less than 80% of highest selection rate by group (adverse impact) |
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Step 1B: Discrimination Lawsuits |
Standard Deviation Rule- spread around an average, hiring rates should be within 2 S.D.'s |
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Step 1C: Discrimination Lawsuits |
Restricted policy- rules for hiring and firing, exclude most members of a class |
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Step 1D: Discrimination Lawsuits |
Population comparisons- compare proportion of protected group members in the business with that of the labor market |
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Step 1E: Discrimination Lawsuits |
McDonnell-Douglas Test- have proof of discrimination and a part of a protected class (disparate impact) |
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Step 2: Discrimination Lawsuits |
Shift of Proof- after a prima facie case, the burden shifts to the employer |
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2 Primary Defenses of a Prima Facie |
BFOQ (unable to perform role, tough to prove) & business necessity defense (created by courts, mostly adverse) |
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Step 1 Enforcement of EEOC |
Employee files complaint with EEOC |
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Step 2 Enforcement of EEOC |
EEOC informs employer |
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Step 3 Enforcement of EEOC |
Investigation- employer issues formal statement, whole thing takes about 6 months |
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Step 4 Enforcement of EEOC |
Dismissal or a reasonable cause |
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Step 5 Enforcement of EEOC |
Conciliation |
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Step 6A Enforcement of EEOC |
If reasonable cause- EEOC may or may not pursue the case |
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Step 6B Enforcement of EEOC |
If not- individual may pursue the case, "right to sue" letter within 90 days |
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When EEOC sues |
They look at number of people affected, money involved, frequency of charges against employer, the type of charge |
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Sexual Harassment |
Made legal by the Title VII (Civil Rights), 3 types: Submission is a term or condition, submission is considered in employee decisions, hostile work environment |
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Sexual Harassment: Illegal |
a trade whether you lose or gain, hostile environment by employees, hostile environment by non-employees (customers) |
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Affirmative Defense (If Employer Gets Sued) |
Employer must show it took "reasonable care" to prevent and correct behavior, and must show the claimant unreasonably failed to take advantage of employer's policies, both must be true |
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If Employer Loses Lawsuit |
Back pay, compensation damages, hiring restraintment |
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Employment-At-Will |
Doctrine stating employees can quit/be fired at anytime, with or without reason, exceptions: an actual contract with the company, exceptions in certain states |
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Public Policy (Employment-At-Will) |
Refusing to violate state law, reporting a violation of the law, worker's comp |
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Implied Contracts (Employment-At-Will) |
Documentation outlines firing, burden of proof on employee |
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Good Faith Covenant (Employment-At-Will) |
Employers must have "good faith" with employees (can't fire someone before they receive commission) |
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Fair Labor Standards Act of 1938 (FLSA) |
40 hour work week exempt (not eligible) vs. non-exempt (eligible), salaried >$47,476/yr. Covers federal minimum wage, child labor standards |
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2 Levels of Strategy |
Corporate: Portfolio of business (geography), concentration, diversification, vertical integration, expansion Competitive: Beat competition, Porter's Generic Strategies- 1. Cost leadership: lowest price/production cost (cheap food) 2. Differentiation: emphasize uniqueness, customers not price sensitive (disney world) 3. Focus: focus on one certain product (redbox) Functional: Each dept. supports the competitive strategy |
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Step 1 Strategic Management Process |
Where are we now? What is our mission? |
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Step 2 Strategic Management Process |
Internal and external audits - SWOT Analysis |
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Step 3 Strategic Management Process |
Create strategic options (expand market, etc.) |
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Step 4 Strategic Management Process |
Review strategic options (narrow actions) |
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Step 5 Strategic Management Process |
Make a strategic choice |
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Step 6 Strategic Management Process |
Translate into goals (define and measure success) |
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Step 7 Strategic Management Process |
Implement the strategies (use goals to inform new policies) |
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Step 8 Strategic Management Process |
Evaluate performance (are you meeting the goals?) |
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Transactional HRM |
HR practices that don't add value back to the company (benefits, paperwork, etc.) |
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How to do Strategic HRM |
Attract/motivate employees, top managers must communicate overall strategy to HR and HR must communicate ways to support overall strategy |
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Balanced Scorecard |
A way of tracking metrics (data) across a business, a concise way to manage across the organization (target exceeded or not?) |
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Strategy Maps |
Visualize the balanced scorecard, clarifies roles of each dept. (HR = Learning and Growth) |
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Commitment vs. Control |
Commitment: investing in employees Control: Labor costs as low as possible |
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HR Scorecard |
People-Operations-Customer-Finance. Collect data, many possible metrics, only focus on strategy-based metrics |
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Benchmarking |
Comparing your metrics to other company's |
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High Performance Work Systems |
Common strategic focus for HR, improve productivity/performance for employees (employment security, selective hiring, extensive training, etc), inimitable/research |