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Chapters 1 & 2HR professional characteristics - ethical (book and PowerPoint) Diversity - Whether diversity is something every organization should have. Is it good or not good to have diversity in an organization Generations and Differences - be able to distinguish differences, whether they are baby boomer or gen x/gen y. It will be questions that are more distinct for each generation HR Trends - Work force being older. In 2042 what is considered the minority could be the majority. Technological trend. HR Professional Characteristics
HRM are the policies, practices, and systems that influence employees'o Behavior o Attitudeso Performance
Includes: recruitment, selection, training, compensation, performance management, and general policy implementationo Ultimately drive organizational performance
Some HR managers are good at being strategic… some are not HR management requires substantial human relations skills, including skills in
o Communicatingo Negotiating o Team Development
HR professionals also need o To understand the language of business o To be credible with line managers and executiveso To be strategic partners
HR professionals must have integrity Always have to be on best behavior
Ethics in Human Resource Management
Ethics o The fundamental principles of right and wrong o Ethical behavior is behavior that is consistent with those principles o Many ethical issues in the workplace involve human resource management
Employee Rights
Right of free consent Right of privacy Right of freedom of conscience Right of freedom of speech Right to due process
Ethical companies act according to four principles
Ethical companies emphasize mutual benefits Employees assume responsibility for the actions of the company The company has a sense of purpose or vision that employees value and use in their day-to-day
work They emphasize fairness
Important Points
HR professionals should be competent in their functional area(s) of HR HR professionals must be strategic to be effective HR professionals must add value to the organization if they want to succeed in this profession Not an easy profession - but can be a lot of fun and very interesting
Change in the labor force
Aging workforceo HR Implications of an Aging Workforce
HRM spends much time on retirement planning, retraining and motivating workers Organizations struggle to control rising costs of health care and benefits Managers will supervise older employees
Organizations must find ways to prepare youth labor force Diverse Workforce Skill Deficiencies By 2022 labor force will grow from 122 million to 163 million
Generations
Silent Generation - Veterans Born between 1925 and 1945. Great depression era. Value security Baby Boomers - 1946 - 1964 They value the opportunity to learn. Saw more women come into the
workforce. More loyalty in the workforce Generation Y - Saw a lot more mobility in the workforce Generation X or Millennials - 1965 - 1980 struggle/butt heads with Gen Y Todays Workforce
Diverse Workforce
Another kind of change affecting the U.S. labor force is that it is more diverse ino Racialo Ethnico And gender terms
The 2022 workforce is expected to be 78% white, 12% African American, and 10% Asian and other minorities.
The fastest growing of these categories are Asian and "other groups" because these groups are experiencing immigration and birthrates above the national average.
The ethnic category of Hispanics is growing even faster, and the Hispanics share of the US labor force is expected to reach 19% of the total by 2022
There is also greater gender diversity o Between 2012 and 2022, women's share of the labor force is expected to remain steady, at
around 47% White Americans no longer the majority by 2022 HRM Practices That Support Diversity Management
o Communication
Communicate with employees from a variety of backgrounds o Development
Provide career development for employees with different background and abilitieso Performance Appraisal
Provide feedback based on objective outcomes o Employee Relations
Create a work environment that is comfortable for all and fosters creativity Total Quality Management (TQM)
TQM is a companywide effort to continuously improve the ways people, machines, and systems accomplish work
TQM approach provides guidelines for all the organization's activities, including HRM TQM Core Values
o Methods and processes are designed to meet the needs of internal and external customerso Every employee receives training in quality o Quality is designed into a product or service so that errors are prevented from occurring o Organizational promotes cooperation with vendors, suppliers, and customers to improve
quality and hold down costso Managers measure progress with feedback based on data
Chapter 3READ THE ENTIRE CHAPTER TO UNDERSTAND IT Chapter 3 has a lot of questions that don’t necessarily build on each other EEO Laws - section in book that has all eeo laws. Know the ones listed (ADA, what is it what is it not who does it apply to etc). Military (If you were gone and came back, for how much time, if you were injured, going to therapy PG 65). For all laws know what it is who it applies to what it protects Be able to distinguish the difference between Disparate Treatment and Impact Age discrimination - protects over the age of 40 Sexual Harassment- Quid Pro Quo, This for that, if you are authority position says if you don’t do this that will happen.
What it is: If you don’t go on this trip and stay with me I will demote youIt is not Quid Pro Quo - If you are an employee saying that to somebody higher up but is still sexual harassment. Sexual harassment is anything that is unwelcomed Sexual favoritism is also sexual harassment Hostile work environment is also sexual harassment
LOOK AT LAWS AND READ CHAPTER 3 THOROUGHLY
Who governs those laws EEO Laws - Equal Employment Opportunity - Condition in which all individuals have an equal chance for employment, regardless of their race, color, religion, sex, age, disability, or national origin
Federal government's efforts in this area include o Constitutional amendmentso Legislationo Executive Orderso Court Decisions
Age Discrimination in Employment Act of 1967 ADEA Requirements
o Prohibits discrimination in employment against individuals 40 years of age or older Covers
o Employers with 15 or more employees working 20 or more weeks per year; labor unions; employment agencies; federal government
Enforcement Agency o EEOC
ADA - Americans with Disabilities Act of 1990
Requirementso Prohibits discrimination against individuals with disabilities
Coverso Employers with 15 or more employees
Enforcement Agency o EEOC
Protects individuals with disabilities from being discriminated against in the workplace. Prohibits discrimination based on disability in all employment practices Employers must take steps to accommodate individuals covered by the act What is a disability
o A physical or mental impairment that substantially limits one or more major life activities (e.g. blindness, paralysis, depression)
o A record of having such an impairment (e.g. dyslexia)o Being regarded as having such an impairment (e.g. facial burns)
Who is Covered?o Individuals with a serious disability (e.g. deafness) or a history of a disability (e.g. cancer)o Mental and psychological disorders covered
What responsibilities do employers have?
OFCCP - Enforcement Agency
Rehabilitation Act of 1973o Requirements
Requires affirmative action in the employment of individuals with disabilitieso Covers
Government Agencies; federal contractors and subcontractors with contracts greater than $2500
Executive Order 11246
o Requirements Requires affirmative action in hiring women and minorities
o Covers Federal contractors and subcontractors with contracts greater than $10,000
OFCCP - Office of Federal Contract Compliance Programs
Agency responsible for enforcing the executive orders that cover companies doing business with the federal government
Each year, the OFCCP audits government contractors to ensure they are actively pursuing the goals in their plans
OFCCP examines the plan and conducts on site visits to examine how individual employees perceive the companies affirmative- action policies
USERA -Uniformed Services Employment and Reemployment Rights Act of 1994
Requirementso Requires rehiring of employees who are absent for military service, with training and
accommodations as needed Covers
o Veterans and members of reserve components Enforcement Agency
o Veterans Employment and Training Service Disperate Treatment
One of the potential signs of discrimination is desperate treatment Differing treatment of individuals, where the differences are based on individuals race, color,
religion, sex, national origin, age, or disability status. Disparate Treatment would include hiring or promoting one person over and equally qualified
individual because of the individuals race
Disperate Impact A condition in which employment practices are seemingly neutral yet disproportionately exclude a
protected group from employment opportunities A condition in which employment practices are seemingly neutral yet disproportionately exclude a
protected group from employment opportunities Pregnancy Discrimination Act (1978)
Defines discrimination on the basis of pregnancy, childbirth, or related form of medical condition to be a form of illegal sex discrimination.
Benefits, including health insurance, should cover pregnancy and related medical conditions in the same way as other medical conditions
Sexual Harassment
Refers to unwelcome sexual advances, requests for sexual favors, and other verbal or physical contact of a sexual nature o Quid pro quo (this for that)o Hostile environment
Applies to same-sex harassment, male to female, and female to male
Healthy Workplace Act: being proposed in 18 states - to prevent workplace bullying Preventing Sexual Harassment
o Disparate Treatment o Disparate Impacto BFOQ Bono Fide Occupational Qualification (BFOQ)
Organization can prevent sexual harassment by:o Developing and communicating that defines and forbids it o Training employees to recognize and avoid this behavior o Providing a means for employees to complain and be protected
Civil Right of 1964
Prohibits employers from discriminating based on o Race o Coloro Religiono Sexo National Origin
Applies to organizations that employ 15 or more working 20 or more weeks per year; labor unions; and employment agencies
Chapter 4Know what a job description is The order of a job analysis tied in with the job descriptions
Job Analysis - Description and specification What it is and what it produces
PowerPoint had a scenario where somebody was terminated based on poor performance, person said no and wanted lawyer
What would steps be as HR directorGo back to job description and job analysisSlide talks about how different functions relate to job analysis
HR functions
Training, recruitment, etc Ways to redesign somebodies job
Job rotationJob enlargement
If given scenario where you have an employee and wants to learn more what would you do Job sharingJob rotation Job enrichment
Be able to select what job characteristic it is Job Sources
ONET etc
Job Analysis
Process of getting detailed information about jobs Conducting a job analysis
o Gather information from current employee and supervisoro Observe the position or operation o Ask employees to keep a work journal o Interviewso Develop and distribute questionnaireso Online resources
Job Analysis includes preparation of o Job descriptionso Job specifications
Job Description
A list of task, duties, and responsibilities (TDRs) that a particular job entails Key Components
o Job Titleo Brief description of the TDRso List of the essential duties with detailed specifications of the tasks involved in carrying out
each duty Job Specification
A list of knowledge, skills, abilities, and other characteristics, (KSAO needed to perform a particular jobo Knowledge
Factual or procedural information necessary for successfully performing a task o Skill
An individuals level of proficiency at performing a particular tasko Ability
A general enduring capability that an individual possesseso Other Characteristics
Job- related licensing, certifications, or personality traits Sources of job information
Incumbentso People who currently hold the position in the organization
Dictionary of Occupational Titles (DOT)o Published by U.S. Department of Labor
Occupational Information Network (O*NET)o An online job description database developed by the Labor Department
Job Design
The process of defining how work will be performed and what tasks will be required in a given job May limit the amount of information and memorization involved
Job Redesign
A similar process that involves changing an existing job design To design jobs effectively, a person must thoroughly understand
o Job itself (through job analysis) and o Its place in the units of work flow
Job Characteristics Model
Jobs are more motivating if they have greater skill variety, task identity, task significance, autonomy, and feedback
Job enlargement (extension, rotation)o Broadening types of tasks performed in a job
Extension Enlarging jobs by combining several relatively simple jobs to form a job with a
wider range of tasks Job Rotation
Enlarging jobs by moving employees among several different jobs Job Enrichment
o Empowering workers by adding more decision-making authority to jobs o Based on Herzberg's theory of motivation o Individuals motivated more by intrinsic aspects of work
Self-Managing Work Teamo Have authority for an entire work process or segmento Team members motivated by autonomy, skill variety, and task identity
Flexible Work Schedules (Flextime, Compressed Week)o A scheduling policy in which full-time employees may choose starting and ending times
within guidelines o A work schedule that allows time for community and family interests can be extremely
motivating Job Sharing
o A work option in which two part-time employees carry out tasks associated with a single jobo Enables an organization to attract or retain valued employees who want more time to
attend family matters Telework
o The broad term for doing one's work away from a centrally located office o Advantages to employers include
Less need for office space Greater flexibility to employees with special needs
o Easiest to implement for managerial, professional, or sales jobso Difficult to set up for manufacturing workers
Ergonomics o Study of interface between individuals' physiology and characteristics of physical work
environment o Goal is to minimize physical strain on the worker by structuring physical work environment
around the way the human body workso Redesigning work to make it more worker - friendly can lead to increased efficiencieso The goal is to minimize physical strain on the worker by structuring the physical work
environment around the way the human body worksDesigning Jobs that Motivate
Skill varietyo Extent to which a job requires a variety of skills to carry out tasks involved
Task Identity o Degree to which a job requires completing a "whole" piece of work from beginning to end
Task Significance o Extent to which the job has an important impact on lives of other people
Autonomy o Degree to which the job allows an individual to make decisions about the way work will be
carried out Feedback
o Extent to which a person receives clear information about performance effectiveness from the work itself
Chapter 5Several questions that are geared toward forecasting
What is/is not forecasting Steps in forecasting
If labor shortage what are some options If surplus what are some options What is yield ratio/ what is not, be able to recognize it What is your goal with recruitment
Find most qualified candidate etc What is a recruiter Recruitment sources
Internal and external sources Be able to provide sources and why I chose Internal source or external source
Personal Policies
Employment at willDue process
Job Ad
What type of grade would you give it.Know what an effective job ad is Minimum qualifications/ requirements What they will actually be doing in a job
Labor surplus how to predict Forecasting
Attempts to determine supply and demand for various types of HR to predict areas within the organization where there will be labor shortages or surplus
Forecasting Stepso Forecast labor demando Determine labor supplyo Determine labor surplus or shortage
Forecasting Labor Demand
Trend Analysiso Constructing and applying statistical models that predict labor demand for next year,
given relatively objective statistics from previous year Leading Indicators
o Objective measures that accurately predict future labor demand Determine Labor Surplus or Shortage
Based on forecasts for labor demand and supply, planner can compare figures to determine whether there will be a shortage or surplus of labor for each job category
Determining expected shortages and surpluses allows the organization to plan how to address these challenges
Options for reducing a surpluso Downsizingo Pay or hour reductiono Demotionso Transferso Work sharingo Hiring freezeo Natural attritiono Early Retirement o Retraining
Options for avoiding a shortage o Overtime - the easiest and fastest strategyo Temporary employeeso Outsourcing o Retrained transferso Turnover reductionso New external hireso Technological innovation
Recruitment
Key objectives o Attract a large pool of QUALIFIED applicants o Discourage UNQUALIFIED applicants from applying
Other important objectives o Encourage applications from QUALIFIED applicants with diverse backgrounds
(experience, demographics, etc)o Attract QUALIFIED applicants who will fit within your organization's culture, regardless
of qualifications
o Avoid international or unintentional discrimination against underrepresented groups, including women, ethnic minorities, the elderly, and the disableds, the elderly, and the disabled
Recruitment is a two way processo Organizations are attempting to attract prospective qualified employeeso Job applicants are evaluating prospective employerso Job seekers are influenced by organization size, global presence, industry, profitability,
reputation, and culture o Characteristics of an organization's recruiters and recruitment program can influence an
applicant's decision to apply for a position and/ or accept/reject a job offer Recruitment Sources
Internal Sourceso Job Posting
Process of communicating information about a job vacancy On company bulletin boards In employee publications On corporate intranets Anywhere else organization communicates with employees
o Internal recruiting generally makes job vacancies more attractive because candidates see opportunities for growth and advancement
External Source o Direct applicantso Referrals o Advertisements in newspapers and magazines o Electronic recruiting o Public employment agencieso Private employment agencies o Colleges and universities
Three Aspects of Recruiting
Job Choice o Personal policies o Recruiter traits and behaviors o Recruitment sources
Personal Policies Internal vs External Recruiting Lead-the-market pay strategies Employment-at-will policies Image advertising
Image advertising
Such as in this campaign to recruit nurses, promotes a whole profession or organization as opposed to a specific job opening.
This as is designed to create a positive impression of the profession, which is now facing a shortage of workers
Evaluating the Quality of a Source
Yield ratio expresses the percentage of applicants who successfully move from one stage of the recruitment and selection process to the next
By comparing yield ratios of different recruitment sources, we can determine which source is best or most efficient for type of vacancy o Find cost of using particular recruitment source for a particular type of vacancyo Divide that cost by number of people hired to fill that type of vacancy o A low cost per hire means the recruitment source is efficient
Job Advertisement Effectiveness
Does the job advertisement provide a clear and effective summary of the job description Are the responsibilities, skills and experience listed clearly and concisely Does it provide the work location for the position? Are minimum job requirements clear? Does it provide contact information?
Recruiters
Recruiters should provide timely feedback and avoid offensive behavior They should avoid behaving in ways that might convey the wrong impression about the
organization Organization can recruit with teams rather than individual recruiters
Chapter 6Look at teach back Make sure to look at page 175 Be familiar with the different tests that are out there
Honest tests Personality testsWork Sample
A lot of the multiple choice are written in a way During an interview for a dental hygienist all the kids were asked to with a very difficult person to engage how a persons were.. What type of situation is this Don’t need to know assessment centers Can gain info
Application Resume Background check
When applications come in
Have set of minimum requirements Can be pros and cons to electronic systems
If given scenarios may be given internal and external resources what is best Couple true and false from 5/6 - know what it is and what it is not Methods to evaluate candidate Look over section on resume Selection
Screening applications and resumes
Testing and reviewing work samples Interviewing Candidates Checking References and Background Making a Selection
Acceptable and unacceptable interview questions Interviews
Nondirective interview o The interviewer has great discretion in choosing questions to ask each candidate
Structured interview o Consists of a predetermined set of questions for the interviewer to ask
Interview Types
Situational Interviewso The interviewer describes a situation likely to arise on the job, then asks the candidate what
he or she would do in that situation Behavior description interview
o The interviewer asks the candidate to describe how he or she has handled a type of situation in the past
Interviewing Advantages
Can provide evidence of communication and interpersonal skills Most valid when they focus on job knowledge and skills
Interviewing Disadvantages
Can be unreliable Low on validity Costly Subjective/biased
Gathering Background Information
Application Forms Resumes Reference Checks Background Checks
Background Checks
8 out of 10 large companies 2/3rds of smaller orgs report conducting background checks Internet allows for faster and easier searching for convictions (60% of males have been arrested at
some point) Requests for expunging police records has been on the rise so background checks may not be as
complete as employers would prefer Employment Tests and Work Samples
Physical Ability Tests Cognitive Ability Tests Job performance Tests
Work Samples Personality Inventories Honesty Tests Drug Tests Medical Examinations
Types of Employment Tests
Job Performance and Work Sampleso Assess ability to perform a sample of the work
EX. Assessment Centers Employment Tests
Aptitude testso Assess how well a person can learn or acquire skills and abilities
Achievement testso Measure a person's existing knowledge and skills
Five major personality dimensions measured by personality inventories
Extroversion Adjustment Agreeableness Conscientiousness Inquisitiveness
How organizations select employees
Multiple-Hurdle Modelo Process of arriving at a selection decision by eliminating some candidates at each stage of
the selection process Compensatory Model
o Process of arriving at a selection decision in which a very high score on one type of assessment can make up for a low score on another
Communicating the Decision
When a candidate has been selected, the organization should communicate the offer to the candidate. The offer should include o Job responsibilities o Work scheduleo Rate of Pay o Starting date o Other relevant details