MGMT 3000 Exam 3

human resource management

the process of managing an organization's employees. includes all aspects of people management to effectively meet an organization's goals.

the strategic role of HRM

HR drives organizational performance. Cited as the top factor in competitive success, as managing human capital leads to competitive advantage and higher organizational performance.

human capital

the economic value of the combined knowledge, experience, skills, and capabilities of employees

new social contract between employer and employee

Fifty years ago, employees used to stay in the same job with the same company for their entire career - companies offered job stability, a decent wage, and benefits. Today's workforce is more mobile, less loyal, and more diverse.

goals of HRM

attract, motivate, maintain

Equal Pay Act (1963)

stipulates that employers cannot discriminate in pay based on sex when doing substantially similar work at the same organization.

Title VII of the Civil Rights Act (1964)

Forbids discrimination on the basis of sex, race, color, religion, or national origin (protected groups) in all areas of the employment relationship. created the EEOC. sex discrimination includes pregnancy, sexual identity and orientation.

Age Discrimination in Employment Act (1967)

prohibits discrimination based on age. Those aged 40+ are protected.

American with Disabilities Act (1990)

prohibits discrimination against qualified disabled people and must provide reasonable accommodations.

Occupational Safety and Health Act (1970)

protects employees from hazardous working conditions by establishing mandatory

safety and health standards in organizations.

Family & Medical Leave Act (1993)

employers must provide up to 12 weeks of unpaid leave for childbirth, adoption, personal/family emergency.

Patient Protection and Affordable Care Act (2010)

employers required to provide health insurance or pay a fee. Requires preexisting conditions to be covered (Obama Care).

Attracting an Effective Workforce

1. HR planning

2. Recruiting

3. Selection

4. Hiring new employee

human resource planning

activities that managers engage in to forecast their current and future needs for human resources. takes into account new technologies, the volume of business, and the employee turnover rate

matching model

match between what the org. has to offer and the needs of the individual. jobs are characterized by requirement and rewards, and individuals are characterized by qualifications and motivation.

recruiting

the process of locating and attracting qualified applicants within or outside the organization to fill job vacancies or newly added positions.

job analysis

the first step of recruiting. the act of gathering information about the essential duties of a vacant job in addition to needed knowledge, skills, and abilities. output is a job description.

job posting

an official advertisement of job opening to inform job seekers of a job opportunity

5 Best Job Search Websites

1. LinkedIn

2. Company Website

3. Glassdoor

4. Google Jobs

5. Indeed

selection

process employers use to assess applicant to determine the fit between the job and applicant.

structured interview

set of standardized questions that are asked of every applicant so fair comparisons can be made.

unstructured interview

An interview in which the question-answer sequence is spontaneous, open-ended, and flexible. Less comparable to other interviews.

behavioral questions

ask people to describe how they have behaved in the past (ex: How have you responded to negative feedback or bad reviews?)

situational questions

ask candidates how they would behave in a particular situation. (ex: How would you handle a situation in which you disagreed with your manager?)

brain teasers

may be used by companies in interviews that put a premium on innovativeness and problem solving

legality of applications and interview questions

employers are not allowed to ask any question explicitly gathering information about national origin, race, disabilities, criminal record, religion, age, marital/family status, etc.

employment tests

cognitive ability tests, physical ability tests, personality inventories (i.e. Big 5), and other assessments used in the selection process

background check

search a candidate's background such as criminal record, credit history, and other indicators of honesty, integrity, and stability.

training

teaching employee the skills, abilities, knowledge to perform the current job.

development

developing employees for future promotions (50% of openings are fulfilled internally)

performance management

Process of communicating and clarifying job responsibilities, priorities, and performance expectations that optimize an individual's performance and aligns performance with organizational goals.

performance appraisal

observing and evaluating employee performance, recording assessment, and providing feedback. usually done annually and done to take corrective action if needed.

compensation

all direct and indirect financial payments plus all awards given to employees (hourly or salary)

pay-for-performance

an incentive program that rewards employees for meeting specific, individual goals

across-the-board pay increase

when a team or group of employees reaches a goal, all get a compensatory reward. can lead to unequal contribution to goals.

benefits required by law

Social security, unemployment compensation, worker's compensation insurance, family and medical leave, health care

additional benefits to attract/maintain employees (not legally required)

paid time off, retirement

employment-at-will

an employer can terminate an employee, & employee can choose to leave, at any time, for any reason, even for no reason unless doing so violates a law or an employment contract.

terminations

the end of an employment relationship. useful in maintaining an effective workforce.

U.S. Population by Race

57.8% White

18.7% Hispanic

12.7% Black

5.9% Asian

4.1% Multiracial

1.4% Other

gender in the workplace

53.2% Men 46.8% Women

race in management positions

white and asian men are the most likely to have a management position, followed by white and asian women.

diversity, equity and inclusion

three linked values that are working to be supportive of different groups of individuals, including people of different races, ethnicities, religions, abilities, genders, and sexual orientations.

benefits of workplace diversity

1. Better use of employee talent

2. Increased understanding of the marketplace

3. Enhanced breadth of understanding among managers

4. Better team problem solving

5. Lower costs related to turnover, absenteeism, and lawsuits

challenges of workplace diversity

1. Language barrier

2. Different communication styles

3. Us-and-them mentality

4. Cultural misunderstandings

5. Discrimination between employees

6. Difficulty in reaching a consensus

road blocks

limits to diversity. unconscious bias, prejudice, discrimination, stereotypes, ethnocentrism

unconscious bias

attitudes/stereotypes that affect our understandings and actions without our conscious knowledge

prejudice

the tendency to view people who are different as being deficient

discrimination

acting out prejudicial attitudes toward others

stereotypes

irrational belief associated with a particular group of people

ethnocentrism

the belief that one's own culture is inherently superior to other groups

Executive Order 11246

requires affirmative action from federal contractors in hiring women and minorities, created the Office of Federal Contract Compliance Programs to monitor this requirement

Trump's Executive Order (2025)

Ends illegal discrimination and restores merit-based opportunity. Directs the Attorney General along with federal agencies to identify private sector companies with "egregious and discriminatory" DEI programs, rescinds several DEI-related executive orders issued by prior administrations including EO 11246.

DEI today

Discrimination against protected groups remains illegal. EEO statements support anti-discrimination law. Affirmative Action statements probably not supported with exception of disability and veteran status. Advisable NOT to collect data on race.

components of individual behavior

1. Self-Awareness

2. Job Satisfaction

3. Perception

4. Attributions

5. Personality Traits

6. Attitudes

7. Emotions

8. Stress

self-awareness

being aware of the internal aspects of one's nature, such as personality traits, beliefs, & emotions. helps to understand your own behaviors, how you affect others and their behaviors.

enhancing self-awareness

Seeking feedback and self-assessment improves performance and job satisfaction

self-assessment

Reflection to gain insights into oneself from the results of self-assessment instruments. Learn about ones self-confidence and self-efficacy

job satisfaction

degree to which a person finds fulfillment in the job; positive emotional response you experience when doing you job or when you are present at work. impacts absenteeism and turnover (not productivity).

organizational commitment

an individual's psychological attachment to the organization. trust is an important component. impacts turnover, productivity, satisfaction

determinants of job satisfaction

1. job

2. advancement

3. supervisor

4. co-workers

5. pay

perception

the cognitive process people use to make sense of the environment by selecting, organizing, and interpreting information from the environment

perceptual distortions

errors in perceptual judgment. examples are stereotyping and the halo effect.

halo effect

forming an overall impression is based on one characteristic

attributions

judgments about the cause of a person's behavior. can be internal or external

internal attribution

judgement that characteristics of the person caused their behavior

external attribution

attributing the cause of a person's behavior to an external event or situation in the environment

fundamental attribution error

underestimating the influence of external factors and overestimating the influence of internal factors

self-serving bias

giving too much credit to yourself for doing well (internal attribution) and blaming external factors for failing

personality

set of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment

big five personality traits

extraversion, agreeableness, conscientiousness, emotional stability, openness to experience

grit

passion and perseverance in the pursuit of long-term goals. characteristic found in extraordinarily successful people.

authoritarianism

The belief that power and status differences are appropriate within organizations

machiavellianism

behavior directed at gaining power and manipulation others for personal gain

emotions

a mental state that arises spontaneously within a person based on interactions with the environment (not a conscious effort) and is often accompanied by physiological changes or sensations

emotional contagion

the process by which emotions are transferred from one person to another

negativity bias

term used to describe how the human mind reacts more quickly and strongly to perceived bad things than it does to good things

stress

an individual's physiological and emotional response to external stimuli that create physical or psychological demands that exceed the individual's knowledge, abilities, or resources

resilience

the personal strength that helps most people cope with stress and recover from adversity and even trauma

challenge stress

stress that challenges and increases your focus, alertness, efficiency, and productivity

threat stress

Stress that is counterproductive and can burn you out.

relationship between stress and performance

There can be too much stress or too little stress. There is a moderate, optimal amount.

causes of workplace stress

workload, interpersonal issues, work-life balance, job security

Peter Drucker on leadership

Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes.

Peter Drucker on Managers vs. Leaders

Management is doing things right; leadership is doing the right things.

contemporary leadership

Leadership is no longer about leading those who largely perform simplistic tasks to those who perform more complex, cognitive tasks.

contemporary leadership theories

level 5 leadership, servant leadership, authentic leadership

level 5 leadership

two characteristics: professional will, giving resolve to always continue, and personal humility that allows the leader to accept responsibility for failures and give credit for success to other people

servant leadership

Became popular due to the moral decay of many leaders, based on the bible, leaders prioritize the development of the worker and give away power, ideas, information, recognition, credit, and money.

authentic leadership

A type of leadership style in which people act in a real, genuine and sincere way that is true to who they are, thus inspiring trust and loyalty in their followers.

great man approach

a leadership perspective that sought to identify the inherited traits great leaders in history possessed that distinguished them from people who were not leaders

leadership traits

including the great man theory, the belief that leaders are born not made, and certain traits are combined with their strengths to achieve high levels of influence

behavioral approaches to leadership

1. task-oriented behavior

2. people-oriented behavior

Ohio State Studies

Identified two behaviors: consideration of others and initiating structure to obtain goals among subordinates. Concluded that leadership style is based on a combination of those two behaviors.

University of Michigan Studies

Identified two dimensions of leader behavior: employee oriented: emphasizing personal relationships, and production oriented: emphasizing task accomplishment. found that leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction

Situational Model of Leadership

Focus on followers rather than leader. Looks at characteristics of followers in determining appropriate leadership behavior. Subordinates vary in readiness in two dimensions: willingness and ability.

Charismatic Leadership

a style of leadership in which leaders use personality or charm to inspire, motivate, and acquire loyalty and commitment from employees

Transactional leaders

individuals who clarify the role and task requirements of subordinates, initiate structure, and in exchange provide appropriate rewards.

Transformational leaders

distinguished by their special ability to bring about innovation and change by creating an inspiring vision, shaping values, building relationships, and providing meaning for followers. results in performance that exceed organizational expectation

power

the ability to influence the behavior of others