Review HR MGMT

Midterm Exam Study Guide

Organizational Life-Cycle Stages and HR Goals

Entrepreneurial Stage, Communal Stage, Formalization Stage, and Elaboration Stage

Entrepreneurial Stage

Focus on survival, need generalist, flexible roles

Communal Stage

Focus on identity and direction, need strong culture and communication

Formalization Stage

Emphasis on rules, formal procedures, and performance management

Elaboration Stage

Need for adaptability and change management, decentralized decision-making

Success from Stake Holder Perspectives

Owners/Investors, Employees, Customers, and Society

Owners/Investors

ROI, profitability

Employees

Job satisfaction, growth opportunities

Customers

Quality service/product

Society

Ethical practices, social responsibility

Core HR Functions

Staffing

Training and Development

Performance Management

Compensation

Employee and Labor Relations

Safety and Health

Competitive Business Strategies

Cost Leadership - Low-cost, efficient operations (e.g., Walmart)

Differentiation - unique offerings, innovation (e.g., Apple)

HR Strategy Approaches

Universalistic Approach – one-size-fits-all best practices

Contingency Approach – aligns HR practices with business strategy

Aligning HR and Business Strategy

Match HR Practices (training, compensation, recruiting) to support the chosen strategy (cost vs. differentiation)

Key Employment Laws

Title VII of Civil Rights Act

ADA

ADEA

Equal Pay Act

FMLA

Title VII of Civil Rights Act

Prohibits discrimination based on race, color, religion, sex, national origin

ADA

Americans with Disabilities Act, requires reasonable accommodation

ADEA

Age Discrimination in Employment Act

Equal Pay Act

Prohibits wage disparity based on gender

FMLA

Family and Medical Leave Act

Types of Discrimination

Disparate Treatment - intentional

Disparate Impact - unintentional, polices that negatively affect certain groups

Bona Fide Occupational Qualifications (BFOQ)

Legal defense for disparate treatment when certain traits are essential for the job (applies only to disparate treatment)

Example: Hiring only female staff for a women’s shelter.

4/5ths Rule

Used to detect disparate impact

Selection rate for group A must be ≥ 80% of group B’s rate

Calculate: (Group A’s selection rate ÷ Group B’s selection rate) If < 0.80 → potential discrimination

Sexual Harassment Types

Quid Pro Quo

Hostile Work Environment

Quid Pro Quo

Job benefits in exchange for sexual favors

Hostile Work Environment

Unwelcome conduct that creates an intimidating or offensive work environment

Reasons for not reporting Sexual Harassment 

Fear of retaliation 

Not being believed

Lack of clear reporting channels

Reasonable Accommodation

Making adjustments for employees with disabilities or religious beliefs unless it causes undue hardship

4 Approaches to Job Design

Mechanistic

Motivational

Biological

Perceptual

Mechanistic

Efficiency and Simplicity

Motivational 

Job enrichment and employee satisfaction

Biological

Ergonomics and physical comfort

Perceptual-Motor

Mental demands and reduce errors

Autonomy

Degree of control over work 

Interdependence

Degree of reliance on others

3 types of Interdependence

Sequential - tasks flow in a set order

Reciprocal - back-and-forth interaction

Pooled - independent work that combines into output

Job Description 

Duties and responsibilities

Job Specification

Qualifications and KSAOS

What does KSAOs stand for

Knowledge - factual information

Skills - learned competencies

Abilities - inherent capabilities

Other traits - traits like personality, motivation

Effective Recruiting

Attracts qualified candidates

Communicates realistic job info 

Matches company strategy 

Internal Hiring Pros and Cons

Pros: Cost -effective, promotes morale

Cons: Limited pool, internal conflict

External Pros and Cons 

Pros: New ideas, larger pool

Cons: Costly, longer adjustment time 

Batch Recruiting

Collect applicants over time

Flow Recruiting

Ongoing hiring as applicants arrive

Forecasting External Hiring Needs

Use employment forecasting spreadsheets to calculate how many external hires are needed based on turnover, internal promotions, etc.

Broad Recruiting

Wide reach, good for entry-level roles

Targeted Recruiting

Focuses on specific groups, better for specialized roles

Recruiting Messages

Realistic, Brand-based, and Targeted

“Realistic” Recruiting Message

Balanced view, good for long-term fit

“Brand-based” Recruiting Message

Promote company image 

“Targeted” Recruiting Message

Tailored to specific candidate groups

Realistic Job Preview (RJP)

Gives candidates an honest view of job expectations

Reduces turnover and increases job satisfaction

Different Selection Tests

Cognitive Ability Tests, Personality Tests, Work Samples, Structured Interviews, Unstructured Interviews, Situational Judgement Tests (SJTs)

Cognitive Ability Tests

Mental capabilities (IQ, problem-solving)

Personality Test

Fit with culture and role

Work Samples

Actual job tasks 

Structured Interviews

Consistent questions

Unstructured Interviews

More conversational, less reliable

Situational Judgement Tests (SJTs)

How one would handle hypothetical situations 

Best Practices for Terminating an Employee

• Plan the termination carefully (document reasons, timing)

• Be clear, direct, and respectful

• Conduct termination meeting privately

• Explain severance, benefits, and next steps

• Comply with legal requirements (avoid discrimination, wrongful termination)

• Offer support such as outplacement services if possible

Types of Turnover

Voluntary, Involuntary, Functional, Dysfunctional

Voluntary Turnover 

Employee chooses to leave (resignation, retirement)

Involuntary Turnover

Employer initiates termination (layoffs, firing)

Functional Turnover

Loss of poor performers (sometimes beneficial)

Dysfunctional Turnover

Loss of high performers (harmful to the organization)

Two Types of Withdrawal

Psychological Withdrawal – mental disengagement (daydreaming, reduced effort)

Physical Withdrawal – physically leaving the workplace (absenteeism, quitting)