Chapter 9- Management

consists of the activities managers perform to plan for, attract, develop, and retain an effective workforce

consists of the activities managers perform to plan for, attract, develop, and retain an effective workforce

human resource management

the economic or productive potential of employee knowledge, experience, and actions

human capital

someone whose occupation is principally concerned with generating or interpreting information as opposed to providing manual work

knowledge worker

the economic or productive potential of strong, trusting, and cooperative relationships

social capital

What is the most common type of worker in this century?

knowledge worker

What type of planning consists of developing a systematic, comprehensive strategy for understanding current employee needs and predicting future employee needs?

strategic human resource planning

determining the basic elements of a job by observation and analysis (provides the necessary information for the job description and job specification)

job analysis

summarizes what the holder of the job does and how and why he or she does it (can change over time)

job descriptions

describes the minimum qualifications a person must have to perform a job successfully

job specification

Becoming knowledgeable about the staffing the organization might need helps in doing what?

predicting future employee needs

process of locating and attracting qualified applicants for jobs open in the organization

recruitment

hiring from the inside

internal recruitment

hiring from the outside

external recruitment

Which external recruiting methods work the best?

employee referrals and e-recruitment tools

gives a candidate a picture of both the positive and the negative features of the job and the organization before joining a firm

realistic job preview

screening of job applicants to hire the best candidate

selection process

What 3 components are involved in the selection process of recruitment?

background information, interviewing, and employee tests

interview with no fixed set of questions and no systematic scoring procedure

unstructured interview

What is a benefit of an unstructured interview?

provides a more accurate assessment of the applicant’s job-related personality traits

Why is the unstructured interview criticized?

overly subjective and is more likely to be legally attacked

interview that involves asking each applicant the same questions and comparing their responses to a standardized set of answers

structured interview

What type of interview focuses on hypothetical situations?

situational interview

What type of interview explores what applicants have actually done in the past?

behavioral-description interview

tests that measure physical abilities, strength and stamina, mechanical ability, mental abilities, and clerical abilities

ability tests

test that measures performance on actual job tasks

performance tests (aka skills test)

For legal reasons, tests must have…

reliability and validity

tests that measure such personality traits as adjustment, energy, sociability, independence, and need for achievement

personality tests

tests that assess attitudes and experiences related to a person’s honesty, dependability, trustworthiness, reliability, and prosocial behavior

integrity tests

automated recruiters canvas the web for ideal employees, based on a specific algorithm

talent analytics

wages or salaries, incentives, and benefits

compensation

basic wage or salary paid to employees in exchange for doing their jobs

base pay

commisions, bonuses, profit-sharing plans, and stock options

incentives

health insurance, dental insurance, life insurance, disability protection, retirement plans

benefits

programs that help employees to integrate and transition to new jobs

onboarding

helping the newcomer fit smoothly into the job and the organization (designed to give employees the information they need to be successful)

orientation

educating technical and operational employees to do their current jobs better

training

What are the 5 steps of training?

assessment

objectives

selection

implementation

evaluation

coaching, training, positions, job rotation, and planned work activities

on-the-job learning and development

classroom programs, workbooks, videos, games and simulations, and computer-assisted instruction

off-the-job learning and development

segments learning into bite-sized content, enabling a student to master one piece of learning before advancing to anything else

microlearning

set of processes and managerial behaviors that involves defining, monitoring, measuring, and evaluating, and providing consequences for performance expectations

performance management

What are the 4 steps in performance management?

define performance

monitor and evaluate performance

review performance

provide consequences

assessing and employees performance and providing feedback

performance appraisal (aka performance review)

measures desired results (based on fact and also numerical)

objective appraisal

based on a manager’s perceptions of an employees traits and behaviors (easy to create and use but validity is questionable)

subjective appraisal

rates employee graduations in performance according to scales of specific behaviors

behaviorally anchored rating scale

employees are appraised not only by their managerial supervisors but also by peers, subordinates, and sometimes clients

360-degree assessment

all employees within a business unit ranked against one another and grades are distributed along a bell curve

forced rankings

To help increase performance, managers should offer what two types of appraisals?

formal and informal

conducted at specific times throughout the year and based on performance measures that have been established in advance

formal appraisals

conducted on an unscheduled basis and consists of less rigorous indications of employee performance

informal appraisals

moving upward in a company in fair ways

promotions

moving sideways in a company with similar responsibilities

transfer

the threat of moving downward in a company

discipline and demotion

moving out of the organization through layoffs, downsizing, and firings

dismissal

a formal conversation to find out why an employee is leaving and to learn about potential problems in the organization

exit interview

contract that prohibits one party from criticizing the other

non-disparagement agreement

gives employees legal right to examine letters of reference concerning them

privacy act

requires employers to verify the eligibility for employment of all their new hires (including US citizens)

immigration reform and control act

prohibits employers from demoting or firing employees who raise accusations of fraud to a federal agency

sarbanes-oxley act

sets rules for managing pension plans; provides federal insurance to conver bankrupt plans

employee retirement income security act (ERISA)

requires employers to provide 12 weeks of unpaid leave for medical and family reasons, including for childbirth, adoption, or family emergency

family and medical leave act

allows employees to switch health insurance plans when changing jobs and receive new coverage regardless of preexisting health conditions; prohibits group plans from dropping ill employees

health insurance portability and accountability act (HIPPA)

increased federal minimum wage to $7.25 per hour

fair minimum wage act

establishes minimum health and safety standards in organizations

occupational safety and health act (OSHA)

requires and extensions of health insurance benefits after termination

consolidated omnibus budget reconciliation act (COBRA)

employers with more than 50 employees must provide health insurance

patient protection and affordable care act

requires men and women to be paid equally for performing equal work

equal pay act

prohibits discrimination on basis of race, color, religion, national origin, or sex

civil rights act (Title 9)

prohibits discrimination in employees over 40 years old and restricts mandatory retirement

age discrimination in employment act (ADEA)

prohibits discrimination against essentially qualified employees with physical or mental disabilities or chronic illness and requires reasonable accommodations to be provided to them

americans with disabilities act (ADA)

permits suits against employers for punitive damages in cases on intentional discrimination

civil rights act

people are hired or promoted, or denied hiring or promotion, for reasons not relevant to the job

discrimination

an organization uses an employment practice or procedure that results in unfavorable outcomes to a protected class

adverse impact

employees from protected groups are intentionally treated differently

disparate treatment

unwanted sexual attention that creates an adverse work environment

sexual harrassment

jeopardizes being hired or obtaining job benefits or opportunities unless he or she implicitly or explicitly acquiesces

quid pro quo

doesn’t risk economic harm but experiences an offensive or intimidating environment

hostile environment

abusive physical, psychological, verbal or nonverbal behavior that is threatening, humiliating, or intimidating

bullying

organizations of employees formed to protect and advance their members’ interests by bargaining with management over job-related issues

labor unions

negotiations between management and employees about disputes over compensation, benefits, working conditions, and job security

collective bargaining

enforces procedures whereby employees may vote for a union and collective bargaining

national labor relations board (NLRB)

employer must hire only workers for a job who are already in the union (this is illegal)

closed shop

workers aren’t required to be union members when hired for a job but must join the union within a specified time

union shop

workers must pay equivalent of union dues, but aren’t required to join the union

agency shop

workers may choose to join or not join a union

open shop

new employees are paid less or receive lesser benefits than veteran employees

two-tier wage contracts

a clause during the period of the contract ties future wage increases to increases in the cost of living

cost-of-living adjustment (COLA)

the union agrees to give up previous wage or benefit gains in return for something else, such as no-layoff policy

givebacks

a complaint by an employee that management has violated the terms of the labor-management agreement

grievance

process in which a neutral third party, an arbitrator, listens to both parties in a dispute and makes a decision that the parties have agreed will be binding

arbitration