MGT 352 Exam 1 review PDF

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Review for Exam 1...

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MGT 352 Exam 1 Review Date: Covering: Format: Bring:

Thursday, October 5, 2017 Chapters 1, 2, 3, & 4 40 multiple choice questions @ 2 points each 4 short answer questions @ 5 points each Yourself, a skinny green scantron (Form No. 882E or 882-ES), a pencil, a calculator (you may not use cell phones during exam and you may not share calculators with your neighbors), and a photo ID

Chapter 1: HR Challenges - (6 MC, 1 SA)  Issues surrounding competitive challenges to HR (globalization/expatriates) o Strategic and global challenges  Competing, recruiting, and staffing globally  70-85% of the US economy is affected by international competition  good for business, challenge for HR  Issues for HR o Identifying capable expatriate managers/workers o Developing foreign culture and work practice training programs o Adjusting compensation plans for overseas work o US companies overseas – American law or host country law?  Setting CSR and sustainability goals  CSR – responsibility of the firm to act in the best interests of the people and communities affected by its activities  Sustainability refers to a company’s ability to produce a good or service without damaging the environment or depleting a resource  HR green initiatives  Managing talent, or human capital  Managing change and being market responsive o Technology opportunities  Advancing HR with technology o Productivity and cost challenges o Employee challenges  Managing human capital o What is human capital?  The knowledge, skills, and capabilities of individuals that have economic value to an organization  Intangible and cannot be managed the way organizations manage jobs, products, and technologies o Managers must continue to develop superior knowledge, skills, and experience  Managing change (why change efforts may succeed or fail)  Cost containment efforts o Downsizing o Outsourcing o Employee leasing o Offshoring/nearshoring/homeshoring

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o Hidden costs of layoffs Benefits of a no-layoff policy o Loyal and more productive workforce o Higher customer satisfaction o Readiness to snap back with the economy o Recruiting edge  Larger applicant pools o Workers aren’t afraid to be innovative because they know their jobs are safe Workforce demographic changes o Gender Issues o Age issues HR manager duties/responsibilities o Advising and counseling line managers on HR policies, laws o Providing HR services to managers/departments  Recruiting  Training o Drafting policies to address HR problems o Counseling employees  Address employee concerns/complaints  HR is the employees advocate

Chapter 2: HR Strategy and Planning - (10 MC)  Issues surrounding the HR Planning o Workforce composition  Core knowledge employees  Employees who have firm specific skills that are directly linked to the company’s strategy  Job-based employees  Employees with skills to perform a predefined job that are quite valuable to a company, but not unique  Transferable skills, low investment in training  Contract/supporting workers  employees whose skills are less strategic value and generally available to all firms  Complimentary partners  Individuals and groups with unique skills, but those skills are not directly related to a company’s core strategy o Core v. non-core employees  Core  Strategic knowledge workers  High in strategic value, high in unique skills o Senior software programmer  Non-core  Job-based employees o High in strategic value, low in unique skills o Security value  Contract/Supporting workers o Low in value, low in unique skills o General electrician  Partners with complementary skills o Low in value, high in unique skills o Contract lawyer  Methods for forecasting labor demand o Quantitative  Trend/ratio analysis  Forecasting labor demand based on an organizational index such as sales o Commonly used approach for forecasting HR demand. o Needs three pieces of information  Organizational indicator (sales)  Number of employees last period  Forecasted sales o Qualitative  Management Forecasts  The opinions (judgements) of supervisors, department managers, experts, or others knowledgeable about the organizations future employment needs  Delphi Technique  Experts answer questionnaires in two or more rounds. After each round, a facilitator provides an anonymous summary of the experts’ forecasts o Experts are encouraged to revise their answers in light of the replies of other members

Both approaches consider knowledge of future sales  New technology, new competitors, etc – this information would not be reflected in historical data Quantitative and qualitative methods for forecasting labor supply o Markov analysis (quantitative)  Method for tracking the pattern of employee movements through various jobs  Looks at the internal labor market  Examines flows into, between, and out of the organization  Easy diagnostic tool for identifying staffing problems or “gaps”  Snapshot of movement across 2 time periods o Replacement charts (qualitative)  Listings of current jobholders and persons who are potential replacements if an opening occurs  Considers individual’s specific KSAs  Looks at the internal labor market  More focus on individual employees and their career development  “what if” analysis Internal fit o HR practices complement each other External fit o HR practices fit with overall organizational strategy Business Strategies o Low-cost strategy  Competing on productivity and efficiency  Keeping costs low to offer an attractive price to customers (relative to competitors) o Differentiation strategy  Compete on added value  Involves providing something unique and distinctive to customers that they value HR strategies o Workforce Commitment  Employees are an asset which warrants investment and upgrading  Encourage productivity  Training for expanding skills to use for current and future jobs  Job security  Career development  Performance appraisal focus on developing employees o Labor transactional  Employees are a cost to be minimized rather than an asset that adds value  HR’s primary purpose is to minimize labor costs  No long-term commitment to employees  No training investment – job specific training only  No career development  Performance appraisal primary purpose – weed out Calculating turnover rates o US Department of Labor suggests the following formula  (Number of separations during the month/total number of employees at midmonth) multiplied by 100 o Avoidable turnover 

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Another method that reflects only the avoidable separations [(S – US)/M] multiplied by 100

Chapter 3: Legal Issues - (16 MC, 2 SA)*  Federal Equal Employment Opportunity (EEO) laws o Laws whose purpose is the elimination of discrimination in HR management decisions o Prohibits employers from using non job related characteristics when making employment decisions  Title VII of the 1964 Civil Rights Act o Prohibits discrimination in ALL HR activities on the basis of race, color, gender, religion, and national origin o Most significant of the anti-discrimination laws o Exceptions to the law  Bona Fide occupational qualifications  Business necessity  Equal Pay Act 1963 o Prohibits discrimination in pay, benefits, and pensions based on a workers gender o Must provide equal pay for equal work, regardless of gender  Age Discrimination in Employment Act (ADEA) o Prohibits employers from discrimination against people age 40+ (as amended) in any HR-related activities  Americans with Disabilities Act (ADA) o Definition  A physical or mental impairment that substantially limits one or more of the major life activities  A record of such impairment  Being regarded as having such an impairment o Qualified individual with a disability  Has a covered disability  Can perform the essential functions of the job with or without reasonable accommodation o Issues  Protected group: mentally/physically disabled  Definition of disability  Essential functions  Reasonable accommodation  Selection issues  Medical exams o ADA does not cover  Current illegal use of drugs  Infectious or communicable diseases of public health significance (food handling jobs)  ADA Amendments Act o Congress’ reaction to a number of Supreme Court decisions that limited the scope of coverage under ADA o States that a person should be considered disabled if he/she is diagnosed with an impairment regardless of whether corrective devices, medicine, etc can correct it  Civil Rights Act of 1991 o Amended Civil Rights Act of 1964 to address the following issues  Supreme Court rulings  Misperceptions about how to create equal employment opportunity  Necessary additions to the civil rights act after 20+ years

Seven main issues  Shifted burden of proof in discrimination cases back to the employer  Quotas prohibited  Subgroup norming prohibited  Employer may not be sued for reverse discrimination if under courtordered AAP  Right to sue for punitive damages if victim of intentional discrimination  Sexual harassment is covered under EEO law  US citizens worked as expatriates are covered under US EEO law State EEO law o California Fair Employment and Housing Act (FEHA) and how it differs from Title VII Equal Employment Opportunity Commission (EEOC) activities; Discrimination types - disparate treatment and adverse impact; steps in each type of discrimination case (e.g., evidence needed for prima facie case McDonnell-Douglas Test for disparate treatment cases, Four-fifths rule for adverse impact cases; evidence needed to defend against discrimination charge under disparate treatment or adverse impact); Supreme Court rulings Sexual harassment (court tests used in establishing hostile environment harassment) o Definition  Unwelcome advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature in the working environment o An employer is considered guilty of sexual harassment when  The employer knew or should have known about the unlawful conduct and failed to remedy it or take corrective action  The employer allows nonemployees (customers or sales people) to sexually harass employees Affirmative Action plans o Organizations that have AAPs  Federal contractors  Court-order  Voluntary o Characteristics of AAPs o

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Chapter 4: Job Analysis - (8 MC, 1 SA)**  Why job analysis is important/relationship of job analysis to HR functional areas o Recruitment  Determine what qualifications we need to target in recruitment efforts o Selection  Provide job duties and job specifications for selection process o Performance appraisal  Provide performance criteria for evaluating employees o Training and development  Determine training needs and develop instructional programs o Compensation management  Provide basis for determining employees rate of pay  prioritizing jobs to be analyzed o High priority jobs first  Entry level  Jobs with dated descriptions  Rapidly changing  Physically demanding  Jobs with performance deadlines  Information collected o Duties, tasks, responsibilities o Equipment used o Physical working conditions o Important KSAs o Performance Standards o Experience/education required  Sources of job information o Employees  Pros  Cons o Supervisors o Outside sources  DOT  Dictionary of Occupational Titles  Systematic occupational classification of jobs found  Contains standardized and comprehensive job descriptions of jobs found in the labor market  ONET  Occupational Information Network  Online database of occupations  Information on job tasks, KSA’s, compensation, etc.  Professional Organizations  Methods of data collection o Interview o Surveys/questionnaires o Observation o Diaries  Verifying and ensuring data quality  Outcomes of job analysis o Job Description  Statement of the tasks, duties, and responsibilities of a job to be performed

Key elements of a job description  Job title o Indicated job duties and organizational level  Job statement o Distinguishes job from all other jobs  Essential functions o Indicate core duties of the job  Job specifications o Skills required to perform the job and physical demands of the job o Job Specifications  Statement of the needed knowledge, skills, and abilities of the person who is to perform the job  Job specifications used in selection must relate specifically to the duties of the job Problems with job descriptions o Often too vague and provide little guidance to the jobholder o Often outdated o May violate the law by containing specifications not related to job success o Limit the scope of activities of the jobholder, reducing organizational flexibility – the “it’s not in my job description” syndrome Job analysis approaches o Position analysis questionnaire  All jobs are examined against the same set of questions  Makes it easier to compare across jobs  Prefabricated questionnaire developed by consulting company used by many organizations  Over 180 questions on possible behaviors for a job (33-50% apply to any given job)  Quantitative method  Requires college reading level o Critical incidents technique  Not a complete job analysis process  Job analysis method by which job tasks are identified that are critical to job success  Only collects 5 to 7 examples of critical tasks  Ok if the purpose of job analysis is limited to examining critical aspects of the job legal issues in job analysis/influence of ADA on job analysis process/essential functions issues 

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* One multiple choice question will come from a bold-face term in this chapter not covered in class ** You may skip sections on and “Job Design” (16th ed., pp 157-170; 17th ed., pp 143 -148) and “Designing Work Around Teams” (16th ed., pp 162-170; 17th ed., pp 149 - 157)...