HR MGMT Midterm

profit center

a group or department that generates revenue or profit for an organization

cost center

a group or department that’s an expense to operate; doesn’t generate revenue

human capital

the collective sum of attributes, life experience, knowledge, inventiveness, energy, and enthusiasm that people choose to invest in their work

productivity

the amount of output organizations receives per unit of input

productivity center

centers that positively influence revenue by enhancing the way work gets done

employee engagement

the measure of personal investment and emotional connection employees experience at their workplace

employee experience

the employee lifecycle at each point in the job from start to finish

functional turnover

loss of a poor performer

dysfunctional turnover

loss of an effective performer

avoidable turnover

loss of a good worker that could have been avoided

unavoidable turnover

loss of n employee that could not have been avoided

knowledge worker

exploring and creating ideas; use their head more than hands

line managers

control what the organization does by creating processes and assisting employees; on the production line

staff managers

advise line managament on issues w/in their fields of knowledge

business acumen

ability to understand and apply info to contribute to the strategic plan

organizational leadership/navigation

direct and contribute to initiatives and processes

critical evaluation

ability to interpret info to make business decisons

HR expertise

ability to apply principles and practices of HRM

strategy

looks at external environment and the internal environment to create strategic advantages

strategic planning

when organizations analyze the environments better and reacts quicker than their competitors

three strategic questions

1) What’s the present situation?

2) Where do we want to go?

3) How do we plan to get there?

external influences

customers, governments, competition, suppliers, labor force, shareholders, society, technology, the economy

internal influences

culture, strategy, structure

vision

focus for the future; answers the question, “why do we exist?; aspirational

mission

expectations of what the organization will do to realize the vision; what they will do to get there

cost leadership

focus on lowering organizational costs required to create products or

services; ex: Costco, Walmart, Dollar Tree

broad differentiation

designed to set a brand or business apart by developing products that offer unique attributes that customers want; ex: starbucks

focus or niche

focus on a specific portion of a larger market; goal is to find the one

thing, a niche the company will focus on and become fanatical about

SWOT

a list of your business's greatest strengths, weaknesses, opportunities, and threats

strengths and weaknesses are internal to the company (think reputation, patents, location).

five force analysis (michael porter)

tool for analyzing competition of business

competitive rivalry

looks at the number and strength of your competitors

supplier power

determined by how easy it is for your suppliers to increase their prices

buyer power

how easy it is for buyers to drive your prices down

threat of substitution

the likelihood of your customers finding a different way of doing what you do

threat of new entry

your position can be affected by people's ability to enter your market; how easily this could be done

organizational structure

how activities such as task allocation, coordination, and supervision are directed toward the achievement of organizational objectives

complexity

degree of vertical, horizontal, and spatial differentiation within the organization

formalization

degree to which jobs are standardized within an organization

centralization

degree to which decision-making is concentrated at a single point within the organization

decentralization

degree to which decision making is spread throughout the organization

span of control

the number of subordinates a manager can efficiently and effectively direct

functional structure

a top-down flowchart with a high-ranking executive at the top, with multiple middle managers

product structure

a group of the highest executives sit at the top, while different products are separated into mini-companies

matrix structure

a company structure in which the reporting relationships are set up as a grid, or matrix, rather than in the traditional hierarchy. In other words, employees have dual reporting relationships - generally to both a functional manager and a product manager

culture

the character and personality of your organization; what makes your business unique and is the sum of its values, traditions, beliefs, interactions, behaviors, and attitudes

what impacts culture

mission, vision, values, leadership, management, workplace practices, policies, people

balanced scorecard

a management tool and framework to implement and manage strategy; links a vision to strategic objectives, measures, targets, and initiatives

recruiting

-matches employees with jobs and creates a reasonable pool of qualified candidates

external forces that affect recruiting

covid, labor market, competitors, social/legal enviornments

internal recruiting

filling job openings with current employees or individuals known by current employees

internal recruiting sources

promotions/lateral moves and employee referrals

fair labor standards act

sets the federal minimum wage (periodically raised by Congress), restricts child labor, sets overtime pay.

national labor relations act (wagner act)

gives workers the right to unionize and prohibits employer unfair labor practices

equal pay act

eliminates pay differentials based on gender; aim of eliminating the practice of paying women lower wages for the same job based on their gender

civil rights act

prohibits employment discrimination based on race, color, religion, gender, or national origin

age discrimination act

prohibits age discrimination against those over 40 years of age in organizations that have 20 or more workers

occupational safety and health act (OSHA)

the safety and health act protects worker health and safety and provides a hazard-free workplace

americans with disability act

-prohibits employment discrimination based on mental or physical disabilities

-requires employers to make "reasonable accommodation" to individuals with disability, if they are otherwise qualified to perform the “essential functions” of the job, unless it imposes an “undue hardship” on the organization

family and medical leave act

requires employers to provide unpaid leave for childbirth, adoption, or illness; up to twelve weeks or twenty-six for seriously injured service people

discrimination

being treated differently than someone else

reasonable accommodation

a change that accommodates employees with disabilities, so they can do the job without causing the employer “undue hardship.”

undue hardship

-an "action requiring significant difficulty or expense" when considering several factors.

-These factors include the nature and cost of the accommodation in relation to the size, resources, nature, and structure of the employer's operation

illegal discrimination

being treated differently than someone else "because of" a protected characteristic

types of discrimination

age, disability, sexual orientation, religious, national origin, pregnancy

disparate (adverse) treatment

when an employee is intentionally treated differently based on

his/her membership in a protected class

disparate (adverse) impact

when an officially neutral employment practice disproportionately and unintentionally excludes members of a protected group

pattern/practice

when an employer engages in actions over time that intentionally deny the rights provided by Title VII to a member of a protected class

ouch test

objective, uniform, consistent, has job relatedness

objective

based on fact cognitive knowledge or qualifiable evidence

uniform in application

apply the same “tests” in the same ways

consistent in effect

the result is not significantly different for different groups

has job relatedness

action must relate to the essential job functions

4/5’s rule

used by the Federal Government to ensure that tests do not favor one group over another

bona fide occupational qualifications (BFOQ)

-employment qualities or attributes of a prospective or current employee that an employer can consider under the law for the purpose of hiring or retention

-qualifictions may include gender, age, and national origin, if those characteristics are considered essential to the job requirements

business necessity

the legal concept used to justify an employer’s employment criteria that disproportionately affect a group of individuals; essentially means the company can demonstrate that its hiring criteria are necessary for the success of the business

vietnam era veterans readjustment assistance act of 1974

employers with federal contracts/subcontracts of US$100,000 or more must provide equal opportunity and affirmative action for Vietnam era veterans, special disabled veterans, and veterans who served on active duty during a war, campaign, or expedition

equal employment opportunity commission (EEOC)

1. Investigate and resolve discrimination complaints through either conciliation or litigation.

2. Gather and compile statistical information on such complaints.

3. Provide education and outreach programs on what constitutes illegal discrimination.

managing diversity

sexual harassment

unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature constitutes sexual harassment when submission to or rejection of this conduct explicitly or implicitly affects an individual's employment, unreasonably interferes with an individual's work performance or creates an intimidating, hostile or offensive work environment

quid pro quo

-latin for “soemthign for something”

-describes a situation when two parties engage in a mutual agreement to exchange goods or services reciprocally

-one transfer is thus contingent upon some transfer from the other party

hostile work environment

conduct must be intentional, severe, recurring, and/or pervasive and interfere with the employee's ability to perform his/her job

“hostile”

intimidating, offensive, abusive and/or otherwise offensive, going beyond rudeness or casual joking

workplace planning

the process of analyzing the existing workforce, planning for future requirements, conducting a gap analysis and developing a plan for filling the gaps which could include recruitment, training, promotion, etc.

job analysis

analyzes one small part of the workflow process that results in the Job Description and Job Specification. It includes duties, responsibilities, skills, knowledge, outcomes and conditions

basis of HR

• Planning and training

• Job evaluation for compensation

• Staffing (recruiting and selection)

• Performance management

• Maintaining a safe work environment

job description

identifies major tasks, duties, and responsibilities of a job

job specification

identifies qualifications in the job description

person specification/behavioral competencies

-summarizes characteristics of those who perform the job well

-e.g., attention to detail, creativity, client focused, etc.

four common job analysis methods

questionnaires, interviews, diaries, observation

tasks

the specific actions or functions that the job holder performs

competencies

the underlying knowledge, skills, abilities, and attributes that enable the job holder to perform the tasks effectively

job design

identifies tasks that employees are responsible for and how those tasks will be accomplished (effectiveness)

job resdeisgn

changes tasks or how they are performed; about working smarter, not harder (efficiency)

five core job chacteristics of job design

task identity, task significance, skill variety, autonomy, feedback

task identity

seeing a whole piece of work; employees can complete a task from beginning to end with an identifiable outcome

task significance

importance of the job; the characteristic is determined by the impact the employee’s work has no other within or outside the organization

skill variety

degree to which employees can do several different tasks using many different skills, abilities, and talents

autonomy

degree to which employees have control over their work

feedback

degree to which the job offers information to employees regarding performance and work outcome

critical psychological states

experienced meaningfulness, responsibility, knowledge of result