{"id":110391,"date":"2023-07-26T18:36:25","date_gmt":"2023-07-26T18:36:25","guid":{"rendered":"https:\/\/learnexams.com\/blog\/?p=110391"},"modified":"2023-07-26T18:38:49","modified_gmt":"2023-07-26T18:38:49","slug":"wgu-c202-managing-human-capital-exam-questions-and-answers-2022-2023-100-correct-verified-answers","status":"publish","type":"post","link":"https:\/\/www.learnexams.com\/blog\/2023\/07\/26\/wgu-c202-managing-human-capital-exam-questions-and-answers-2022-2023-100-correct-verified-answers\/","title":{"rendered":"WGU C202 Managing Human Capital Exam Questions and Answers 2022\/2023| 100% Correct Verified Answers"},"content":{"rendered":"\n<ul class=\"wp-block-list\">\n<li><\/li>\n<\/ul>\n\n\n\n<p>Direct financial compensation<br>compensation received in the form of salary, wages, commissions, stock options or bonuses<\/p>\n\n\n\n<p>indirect financial compensation<br>all the tangible and financially valued rewards that are not included in direct compensation including free meals, vacation time and health insurance<\/p>\n\n\n\n<p>nonfinancial compensation<br>rewards and incentives given to employees that aren&#8217;t financial in nature<\/p>\n\n\n\n<p>base pay<br>reflects the size and scope of an employee&#8217;s responsibilities<\/p>\n\n\n\n<p>severance pay<br>give to employees upon termination of their employment<\/p>\n\n\n\n<p>fixed pay<br>pays employees a set amount regardless of performance<\/p>\n\n\n\n<p>variable pay<br>bases some or all of an employee&#8217;s compensation on employee, team, or organizational<\/p>\n\n\n\n<p>pay structure<br>the array of pay rates for different work or skills within a single organization<\/p>\n\n\n\n<p>pay mix<br>the relative emphasis give to different compensation components<\/p>\n\n\n\n<p>pay leader<br>organization with a compensation policy of giving employees greater rewards than competitors<\/p>\n\n\n\n<p>pay follower<br>an organization that pays its front-line employees as little as possible<\/p>\n\n\n\n<p>resource dependence theory<br>proposition that organizational decisions are influenced by both internal and external agents who control critical resources<\/p>\n\n\n\n<p>wage differentials<br>differences in wage between various workers, groups of workers, or workers within a career field<\/p>\n\n\n\n<p>labor market<br>all of the potential employees located within a geographic area from which the organization might be able to hire<\/p>\n\n\n\n<p>cost of living allowances<br>clauses in union contacts that automatically increase wages base on the U.S. Bureau of Labor Statistics&#8217; cost of living index<\/p>\n\n\n\n<p>market pricing<br>uses external sources of information about how others are compensating a certain position to assign value to a company&#8217;s similar job<\/p>\n\n\n\n<p>Compensation surveys<br>surveys of other organizations conducted to learn what they are paying for specific jobs or job classes<\/p>\n\n\n\n<p>benchmark jobs<br>jobs that tend to exist across departments and across diverse organizations allowing them to be used as a basis for compensation comparisons<\/p>\n\n\n\n<p>job evaluation<br>a systematic process that uses expert judgement to assess differences in value between jobs<\/p>\n\n\n\n<p>ranking methos<br>subjectively compares jobs to each other based on their overall worth to the organization<\/p>\n\n\n\n<p>job classification method<br>subjectively classifies jobs into an exiting hierarchy of grades and categories<\/p>\n\n\n\n<p>point factor method<br>uses a set of compensable factors to determine a job&#8217;s value. skill, resp, effort, working cond.<\/p>\n\n\n\n<p>compensable factor<br>any characteristic used to provide a basis for judging a job&#8217;s value<\/p>\n\n\n\n<p>skills, responsibilities, effort, working conditions<br>Four categories of compensable factors<\/p>\n\n\n\n<p>Hay Group Guide Chart &#8211; Profile Method<br>a point-factor system is used to produce both a profile and a point score for each position.<br>know how<br>problem solving<br>accountability<br>working conditions<\/p>\n\n\n\n<p>Know-how, problem solving, accountability, working conditions<br>Hay Group Method based on four main factors<\/p>\n\n\n\n<p>Position Analysis Questionnaire<br>a structured job evaluation questionnaire that is statistically analyzed to calculate pay rates based on how the labor market is valuing worker characteristics. a copyrighted, standardized, structured job analysis questionnaire. 6 sections covering 187 job elements.<\/p>\n\n\n\n<p>job pricing<br>the generation of salary structures and pay levels for each job based on the job evaluation data<\/p>\n\n\n\n<p>single rate system, pay grades and broadbanding<br>Three most common job pricing systems<\/p>\n\n\n\n<p>pay grade (pay scale)<br>the range of possible pay for a group of jobs<\/p>\n\n\n\n<p>broadbanding<br>using very wide pay grades to increase pay flexibility<\/p>\n\n\n\n<p>internal equity<br>when employees perceive their pay to be fair relative to the pay of other jobs in the organization<\/p>\n\n\n\n<p>employee equity<br>the perceived fairness of the relative pay between employees performing similar jobs for the same organization<\/p>\n\n\n\n<p>external equity<br>when an organization&#8217;s employees believe that their pay is fair when compared to what other employers pay their employees who perform similar jobs<\/p>\n\n\n\n<p>comparable worth<br>if two jobs have equal difficulty requirements, the pay should be the same, regardless of who fills them<\/p>\n\n\n\n<p>wage rate compression<br>starting salaries for new hires exceed the salaries paid to experienced employees<\/p>\n\n\n\n<p>golden parachute<br>lucrative benefits given to executives in the event the company is taken over<\/p>\n\n\n\n<p>Cost-of-living adjustments<br>pay increases to account for a higher cost of living in one country versus another<\/p>\n\n\n\n<p>Housing allowance<br>payments to subsidize or cover housing and related costs<\/p>\n\n\n\n<p>hardship premiums<br>increased salary for living in an area with a lower quality of life, less safety, etc.<\/p>\n\n\n\n<p>tax equalization payments<br>increased salary to make up for higher taxes that reduce take-home pay and decrease employee&#8217;s purchasing power<\/p>\n\n\n\n<p>inflation adjustments<br>larger and\/or more frequent raises to maintain employee&#8217;s purchasing power in the face of inflation<\/p>\n\n\n\n<p>Fair Labor Standards Act of 1938<br>a federal law that sets standards for minimum wages, overtime pay, and equal pay for men and women performing the same jobs<\/p>\n\n\n\n<p>exempt employees<br>employees who meet one of the FLSA exemption tests, are paid on a fixed salary basis and are not entitled to overtime pay<\/p>\n\n\n\n<p>non-exempt employees<br>employees who do not meet any of one of the FLSA exemption tests and are paid on an hourly basis and covered by wage and hour laws regarding minimum wage, overtime pay and hours worked<\/p>\n\n\n\n<p>workers&#8217; compensation<br>a type of insurance that replaces wages and medical benefits for employees injured on the job in exchange for relinquishing the employee&#8217;s right to sue the employer for negligence<\/p>\n\n\n\n<p>fixed rewards<br>predetermined compensation (salary and benefits)<\/p>\n\n\n\n<p>variable rewards (incentives)<br>&#8220;at risk&#8221; rewards which are linked to factors determined as valuable, including performance, skills, competence and contribution<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Recognize and reward high performers<\/li>\n\n\n\n<li>Increase the likelihood of achieving corporate goals<\/li>\n\n\n\n<li>Improve productivity<\/li>\n\n\n\n<li>Move away from an entitlement culture<br>Top four reasons organizations give for tying pay to performance ar<\/li>\n\n\n\n<li>Preference of individual employees<\/li>\n\n\n\n<li>Size of the rewards for high performance<\/li>\n\n\n\n<li>Method of motivating individual job performance<\/li>\n\n\n\n<li>Objectivity of the evaluation process that determines the rewards<br>Before designing an incentive pay plan to motivate performance, it is important to consider the<\/li>\n\n\n\n<li>Company performance<\/li>\n\n\n\n<li>Reduced merit increases<\/li>\n\n\n\n<li>Reductions in head count<\/li>\n\n\n\n<li>Reduced benefits<\/li>\n\n\n\n<li>Pay freezes<br>Most common way employers fund variable pay programs<\/li>\n<\/ul>\n\n\n\n<p>reward differnentiation<br>differentiating rewards based on performance rather than giving all employees the same reward<\/p>\n\n\n\n<p>short-term incentives<br>one-time variable rewards used to motivate short-term employee behavior and performance (typically one year or less). ie bonus or profit sharing. to motivate attendance, cust serv, safety, production quality and quantity<\/p>\n\n\n\n<p>profit sharing<br>the distribution of organizational profits to all employees<\/p>\n\n\n\n<p>stock options<br>the right of an employee to buy shares of the company&#8217;s stock at a certain price (the exercise price) during some future period of time<\/p>\n\n\n\n<p>long-term incentives<br>incentives that motivate behaviors and performance that support company value and long-term organizational health. ie stock options<\/p>\n\n\n\n<p>vesting<br>the point at which employees can sell or transfer the stock option<\/p>\n\n\n\n<p>pay for performance programs<br>rewards employees based on some specific measure of their performance<\/p>\n\n\n\n<p>variable pay plans<br>pay for performance plans that put a small amount of base pay at risk, in exchange for the opportunity to earn additional pay if performance meets or exceeds a standard<\/p>\n\n\n\n<p>spot awards<br>awards given immediately when a desired behavior is seen<\/p>\n\n\n\n<p>extrinsic motivation<br>motivation that comes from outside the individual, including performance bonuses<\/p>\n\n\n\n<p>intrinsic motivation<br>derived from an interest in or enjoyment from doing a task<\/p>\n\n\n\n<p>skill-based pay<br>rewards for employees based on the range and depth of their knowledge and skills. effort and coop w\/supervisor<br>limited ability, partial proficiency, full competence<\/p>\n\n\n\n<p>limited ability<br>ability to perform simple tasks without direction<\/p>\n\n\n\n<p>partial proficiency<br>ability to apply more advanced principles on the job<\/p>\n\n\n\n<p>full competence<br>ability to analyze problems associated with the job<\/p>\n\n\n\n<p>competency-based pay<br>skill-based pay for professional jobs<\/p>\n\n\n\n<p>multi-crafting<br>employees gain proficiency in two or more trades<\/p>\n\n\n\n<p>recognition awards<br>rewards for specific achievements like tenure with the organization, helping a coworker or attendence<\/p>\n\n\n\n<p>compressed workweek<br>40 hour work week in less than five days<\/p>\n\n\n\n<p>job sharing<br>two or more people split a single job<\/p>\n\n\n\n<p>flextime<br>scheduling option that lets employees decide when to work within parameters<\/p>\n\n\n\n<p>telecommuting<br>allows employees to work from home and link to the company&#8217;s offices via computer.<\/p>\n\n\n\n<p>gainsharing<br>a program in which the firm shares the value of productivity gains with employees<\/p>\n\n\n\n<p>scanlon plans<br>gainsharing programs based on implementing employee suggestions for lowering the cost per unit produced<\/p>\n\n\n\n<p>improshare<br>a gainsharing plan based on a mathematical formula that compares a performance baseline with actual productivity during a given period with the goal of reducing production time<\/p>\n\n\n\n<p>employee stock ownership plans<br>tax-exempt, employer-established employee trusts that hold company stock for employees<\/p>\n\n\n\n<p>errors of commission<br>an employee receives an undeserved reward<\/p>\n\n\n\n<p>errors of omission<br>an employee who deserves a reward doesn&#8217;t receive one<\/p>\n\n\n\n<p>employee benefits<br>nonwage compensation or rewards given to employees (indirect compensation)<\/p>\n\n\n\n<p>Social Security, Unemployment Insurance, Workers&#8217; Compensation, Family Medical Leave Act, COBRA<br>5 Mandatory Benefits<\/p>\n\n\n\n<p>Social Security<br>provides retirement income to qualified workers and their spouses after working a certain number of hours<\/p>\n\n\n\n<p>unemployment insurance<br>provides temporary income during periods of involuntary unemployment<\/p>\n\n\n\n<p>workers&#8217; compensation insurance<br>pays for medical costs and sometimes time off if an employee suffers a job-related sickness or accident, and survivor benefits in the case of an employee&#8217;s death in exchange for relinquishing the employee&#8217;s right to sue the employer for negligence<\/p>\n\n\n\n<p>Family and Medical Leave Act of 1993<br>requires most employers to provide employees up to 12 weeks of unpaid leave to care for family members<\/p>\n\n\n\n<p>Consolidated Omnibus Budget Reconciliation Act<br>provides a continuation of group health coverage for employees and qualified beneficiaries that might otherwise be terminated when an employee experiences a qualifying event<\/p>\n\n\n\n<p>Customary benefits<br>commonly provided benefits that are viewed as an entitlement by employees<br>insurance, retirement plans<\/p>\n\n\n\n<p>Life Insurance<br>pays a beneficiary or beneficiaries a sum of money after the death of an insured individual<\/p>\n\n\n\n<p>Disability insurance<br>supplements workers&#8217; compensation insurance to provide continued income in the event of an employee becoming disabled<\/p>\n\n\n\n<p>health insurance<br>health care coverage for employees and their dependents<\/p>\n\n\n\n<p>presenteeism<br>an employee physically comes to work but does not function at his or her full potential<\/p>\n\n\n\n<p>defined benefit retirement plans<br>promise participants a monthly benefit at retirement<\/p>\n\n\n\n<p>Employee Retirement Income Security Act of 1974<br>a federal law that protects employees&#8217; retirement benefits from mismanagemen<\/p>\n\n\n\n<p>domestic partners<br>two people who are not married, but are in a same-sex or opposite-sex arrangement similar to marriage<\/p>\n\n\n\n<p>flexible spending account<br>an employer-sponsored benefit that allows you to pay for eligible medical expenses on a pretax basis<\/p>\n\n\n\n<p>total compensation statement<br>communicating total compensation in detail through a written summary of employee direct and indirect compensation<\/p>\n\n\n\n<p>flexible benefits plans<br>give employees a set amount of credits or dollars to allocate among different benefits options provided by the employer<\/p>\n\n\n\n<p>safety culture<br>the shared safety attitudes, beliefs and practices that shape employees&#8217; safety behavior<\/p>\n\n\n\n<p>ergonomics<br>designing the work environment to reduce the physical and psychological demands placed on employees<\/p>\n\n\n\n<p>cumulative trauma disorders<br>skeletal and muscle injuries that occu when the same muscles are used to preform tasks repetitively<\/p>\n\n\n\n<p>Occupational Safety and Health Administration<br>created by the Occupational Safety and health Act to set and enforce protective workplace safety and health standards<\/p>\n\n\n\n<p>OSHA standards<br>rules describing the methods employers must legally follow to protect their workers from hazards<\/p>\n\n\n\n<p>-Imminent danger situations<br>-Fatalities &amp; Catastrophes<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Complaints<\/li>\n\n\n\n<li>Referrals of hazard information from others<br>-Follow-ups<br>-Planned or programmed investigations<br>Order of Priority for OSHA Inspections<\/li>\n<\/ul>\n\n\n\n<p>Employee Wellness Programs<br>any initiative designed to increase company performance or employee performance or morale through improved employee health<\/p>\n\n\n\n<p>wellness incentives<br>rewards for engaging in healthy behavior or participating in wellness programs<\/p>\n\n\n\n<p>functional stress<br>manageable levels of stress that generate positive emotions including satisfaction, excitement and enjoyment<\/p>\n\n\n\n<p>dysfunctional stress<br>an overload of stress resulting from a situation of under- or over-arousal continuing for too long<\/p>\n\n\n\n<p>problem-focused coping strategies<br>deal directly with the cause of stress<\/p>\n\n\n\n<p>emotion-focused coping strategies<br>focus on the emotions brought on by the stressor<\/p>\n\n\n\n<p>workplace bullying<br>a repeated mistreatment of another employee through verbal abuse; conduct that is threatening, humiliating or intimidating; or sabotage that interferes with the other person&#8217;s work<\/p>\n\n\n\n<p>workplace violence<br>any act of threat of physical violence, harassment, intimidation or other threatening disruptive behavior that occurs at the workplace<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Human resources<\/li>\n\n\n\n<li>Physical resources<\/li>\n\n\n\n<li>Business continuity<br>Disaster plans should cover:<\/li>\n<\/ul>\n\n\n\n<p>labor union<br>a group of at least two employees who band together as a single entity to address pay, hours, and working conditions with their employer<\/p>\n\n\n\n<p>collective bargaining<br>when the employer and union negotiate in good faith on wages, benefits, work hours and other employment terms and conditions<\/p>\n\n\n\n<p>Industrial Unions<br>unions composed primarily of semi-skilled employees in manufacturing industries<\/p>\n\n\n\n<p>Trade Unions<br>unions composed primarily of skilled employees in a single trade<\/p>\n\n\n\n<p>Employee associations<br>union of professional employees<\/p>\n\n\n\n<p>National Labor Relations Act of 1935 (Wagner Act)<br>guarantees the right of nonmanagerial employees of firms engaged in interstate commerce to join unions and bargain collectively<\/p>\n\n\n\n<p>Railway Labor Act<br>act that governs employment relations for airlines and railroads<\/p>\n\n\n\n<p>National Labor Relations Act of 1947 (Taft-Hartley Act)<br>amended the Wagner Act to clarify what are considered unfair labor practices by unions and employees<\/p>\n\n\n\n<p>right to work laws<br>state laws that prohibit union shops in which all workers in a unionized workplace must join the union and pay dues<\/p>\n\n\n\n<p>union shops<br>all workers in a unionized workplace are forced to join the union and pay dues<\/p>\n\n\n\n<p>closed shop<br>shop that exclusively employs people who are already union members. Taft-Hartley Act made this illegal.<\/p>\n\n\n\n<p>agency shop<br>shop that requires nonunion workers to pay a fee to the union for its services in negotiating their contracts<\/p>\n\n\n\n<p>open shop<br>shop that does not discriminate based on union membership in employing or keeping workers.<\/p>\n\n\n\n<p>Labor Management Reporting and Disclosure Act of 1959 (Landrum-Griffin Act)<br>act that outlined a Bill of Rights for union members and sets up procedures for union elections, discipline and financial reporting<\/p>\n\n\n\n<p>card check<br>employees sign a card of support if they are in favor of unionization.<\/p>\n\n\n\n<p>50%<br>If at least <strong>__<\/strong> of workers sign a union authorization card, the NRLB requires the employer to recognize the union without a secret ballot election<\/p>\n\n\n\n<p>decertification election<br>an election to determine if a majority of employees want to no longer be represented by a union<\/p>\n\n\n\n<p>hard bargaining<br>taking a strong position on an issue<\/p>\n\n\n\n<p>surface bargaining<br>going through the motions of negotiations with no intent of reaching an agreement<\/p>\n\n\n\n<p>collective bargaining agreement<br>a legal written contract between organized labor and an employer that is enforceable through the negotiated grievance and arbitration procedure<\/p>\n\n\n\n<p>Permissive<br><strong>__<\/strong> subjects may be negotiated but don not have to be.<\/p>\n\n\n\n<p>Mandatory<br><strong><em>_<\/em><\/strong> subjects are those required by The National Labor Relations Board.<\/p>\n\n\n\n<p>Illegal<br><strong><em>_<\/em><\/strong> subjects may not be negotiated.<\/p>\n\n\n\n<p>mandatory<br>wages, overtime, seniority, grievance procedures, safety and work practices, procedures for layoff, recall, discharge and discipline are <strong><em>_<\/em><\/strong> subjects.<\/p>\n\n\n\n<p>permissive<br>Definition of bargaining unit, retiree health insurance or pension, ground rules, settlement of grievances or charges, drug testing, labeling are <strong><em>__<\/em><\/strong> subjects.<\/p>\n\n\n\n<p>illegal<br>proposals to discriminate, union shop clauses in right to work states, closed shop clauses, handing goods produced by nonunion companies are <strong><em>__<\/em><\/strong> subjects.<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>right to identify business objectives<\/li>\n\n\n\n<li>right to determine the uses of material assets<\/li>\n\n\n\n<li>right to take disciplinary action for cause<br>Management rights cover three areas:<\/li>\n<\/ul>\n\n\n\n<p>negotiation<br>a process in which two or more parties make offers, counteroffers and concessions in order to reach an agreement<\/p>\n\n\n\n<p>distributive negotiation<br>occurs under zero-sum conditions, where any gain to one party is offset by an equivalent loss to the other party<\/p>\n\n\n\n<p>integrative negotiation<br>a win-win negotiation in which the agreement involves no loss to either party<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Separate people from the problem<\/li>\n\n\n\n<li>Focus on interests, not positions<\/li>\n\n\n\n<li>Create options for mutual gain<\/li>\n\n\n\n<li>Insist on objective criteria<br>Four fundamental principles of integrative negotiation:<\/li>\n<\/ul>\n\n\n\n<p>mediation<br>using a neutral third party to attempt to resolve the dispute through facilitation<\/p>\n\n\n\n<p>arbitration<br>an impartial third party acts as both judge and jury in imposing a binding decision on both negotiating parties<\/p>\n\n\n\n<p>rights arbitration<br>covers disputes over the interpretation of an existing contract and is often used in settling grievances<\/p>\n\n\n\n<p>interest arbitration<br>resolves disputes over the terms of a collective bargaining agreement currently being negotiated<\/p>\n\n\n\n<p>strikes<br>union members refuse to work, halting production or services<\/p>\n\n\n\n<p>unfair labor practice strikes<br>strike protesting illegal employer activities<\/p>\n\n\n\n<p>economic strikes<br>strike over disputes regarding wages or benefits<\/p>\n\n\n\n<p>recognition strikes<br>strikes intended to force employers to recognize unions<\/p>\n\n\n\n<p>jurisdictional strikes<br>strikes affirming members&#8217; right to certain job assignments and protest the work assignments to another union or to unorganized employees<\/p>\n\n\n\n<p>boycott<br>union members refuse to use or buy the firm&#8217;s products to exert economic pressure on management<\/p>\n\n\n\n<p>secondary boycott<br>when a union encourages third parties such as customers and suppliers to stop doing business with a company. Taft-Hartley Act makes these illegal.<\/p>\n\n\n\n<p>lockout<br>management keeps employees away from the workplace and uses management staff or replacements to run the business<\/p>\n\n\n\n<p>dysfunctional<br>conflict that focuses on emotions and differences between both parties<\/p>\n\n\n\n<p>collaborating, accommodating, competing, compromising, avoiding<br>Five conflict management strategies<\/p>\n\n\n\n<p>collaborating<br>attempting to work with the other person to find some solution which fully satisfies the concerns of both parties<\/p>\n\n\n\n<p>accommodating<br>neglecting one&#8217;s own concerns to satisfy the concerns of the other person<\/p>\n\n\n\n<p>competing<br>pursuing one&#8217;s own concerns at the the other person&#8217;s expense<\/p>\n\n\n\n<p>compromising<br>trying to find some expedient, mutually acceptable middle ground solution which partially satisfies both parties<\/p>\n\n\n\n<p>avoiding<br>not immediately pursuing one&#8217;s own concerns or those of the other person and not addressing the conflict<\/p>\n\n\n\n<p>labor relations strategic plan<br>identifies the labor relations goals desired individually or jointly by labor and management, determines the best strategy to reach those goals, and develops and executes the actions needed to implement that strategy<\/p>\n\n\n\n<p>compliance strategy, collaboration strategy, avoidance strategy<br>Three primary labor relations strategies<\/p>\n\n\n\n<p>compliance strategy<br>strategy that relies heavily on the application of labor law to enforce the rights and obligations created by statute and by contract<\/p>\n\n\n\n<p>collaboration strategy<br>strategy that relies heavily on labor relations to pursue an interest-based approach to problem solving<\/p>\n\n\n\n<p>avoidance strategy<br>strategy in which management engages in lawful or unlawful efforts to prevent a union from forming or seeks the decertification of an existing union<\/p>\n\n\n\n<p>Weingarten rights<br>rights that guarantee employees the right to union representation during investigatory interviews by the employer<\/p>\n\n\n\n<p>cost-of-living adjustments<br>pay tied to inflation indicators rather than merit<\/p>\n\n\n\n<p>works councils<br>council of elected workers that participate in shared workplace governance<\/p>\n\n\n\n<p>codetermination<br>worker representation on the company&#8217;s board of directors<\/p>\n\n\n\n<p>organizational citizenship behaviors<br>discretionary behaviors that benefit the organization but that are not formally rewarded or required<\/p>\n\n\n\n<p>employee engagement<br>when employees are committed to, involved with, enthusiastic and passionate about their work<\/p>\n\n\n\n<p>organizational commitment<br>the extent to which an employee identifies with the organization and its goals and wants to stay with the organization<br>affective, normative, continuance<\/p>\n\n\n\n<p>affective commitment<br>a positive emotional attachment to the organization and strong identification with its values and goals<\/p>\n\n\n\n<p>normative commitment<br>feeling obliged to stay with an organization for moral or ethical reasons<\/p>\n\n\n\n<p>continuance commitment<br>staying with an organization because of perceived high economic and\/or social costs involved with leaving<\/p>\n\n\n\n<p>burnout<br>exhaustion of physical or emotional strength or motivation usually as a result of prolonged stress or frustration<\/p>\n\n\n\n<p>voluntary turnover<br>the separation is due to the employee&#8217;s choice<\/p>\n\n\n\n<p>involuntary turnover<br>the separation is due to the organization asking the employee to leave<\/p>\n\n\n\n<p>functional turnover<br>the departure of poor performers<\/p>\n\n\n\n<p>dysfunctional turnover<br>the departure of effective performers the company would have like to retain<\/p>\n\n\n\n<p>avoidable turnover<br>turnover that the employer could have prevented<\/p>\n\n\n\n<p>unavoidable turnover<br>turnover that the employer could not have prevented<\/p>\n\n\n\n<p>optimal turnover<br>the turnover level producing the highest long-term levels of productivity and business improvement<\/p>\n\n\n\n<p>downsizing<br>a permanent reduction of multiple employees intended to improve the efficiency or effectiveness of the firm<\/p>\n\n\n\n<p>employment at will<br>an employment relationship which either party can legally terminate at any time for just cause, no cause, or evan a cause that is morally wrong as long as it is not illegal<\/p>\n\n\n\n<p>exit inteviews<br>asking separated employees why they left to acquire information that can be used to improve conditions for current employees<\/p>\n\n\n\n<p>mobility barriers<br>factors that make it harder to leave an organization<\/p>\n\n\n\n<p>succession management<br>an ongoing process of systematically identifying, assessing and developing organizational leadership to enhance performance<\/p>\n\n\n\n<p>succession management plans<br>written policies that guide the succession management process<\/p>\n\n\n\n<p>replacement planning<br>identifying specific back-up candidates for specific senior management positions<\/p>\n\n\n\n<p>skill inventories<br>tracks employees&#8217; competencies and work experiences in a searchable database<\/p>\n\n\n\n<p>mobility policies<br>policies that specify the rules by which people move between jobs within an organization<\/p>\n\n\n\n<p>workforce redeployment<br>the movement of employees to other parts of the company or to other jobs the company needs filled to match its workforce with its talent needs<\/p>\n\n\n\n<p>active job seeker<br>someone actively looking for information about job opportunities<\/p>\n\n\n\n<p>semi-passive job seeker<br>someone at least somewhat interested in finding a new job but inconsistently looks for one<\/p>\n\n\n\n<p>passive job seeker<br>someone not actively looking for a new job but who could be tempted by the right opportunity<\/p>\n\n\n\n<p>internal recruiting source<br>locates talent currently working for the company that would be a good fit with another position<\/p>\n\n\n\n<p>external recruiting source<br>targets people outside the organization<\/p>\n\n\n\n<p>succession management<br>the ongoing process of preparing employees to assume other positions in the organization<\/p>\n\n\n\n<p>talent inventory<br>manual or computerized records of employee&#8217;s relevant characteristics, experiences and competencies<\/p>\n\n\n\n<p>internal job posting systems<br>communicate information about internal job openings to employees<\/p>\n\n\n\n<p>careers site<br>the area of an organization&#8217;s website devoted to jobs and careers with the company<\/p>\n\n\n\n<p>internet data mining<br>proactively search the internet to locate semi-passive and passive job seekers with the characteristics and qualifications needed fore a position<\/p>\n\n\n\n<p>job fairs<br>a place where multiple employers and recruits meet to discuss employment opportunities<\/p>\n\n\n\n<p>offshoring<br>opening a location in another country or outsourcing work to an existing company abroad<\/p>\n\n\n\n<p>observation<br>watching people working in similar jobs for other companies to evaluate their ptoential fit with your organization<\/p>\n\n\n\n<p>Online job boards<br>an internet site that helps job seekers and employers find one another<\/p>\n\n\n\n<p>resume databases<br>searchable database of prescreened resumes<\/p>\n\n\n\n<p>search firms<br>an independent company that specializes in the recruitment of particular types of talent<\/p>\n\n\n\n<p>recruiting<br>the set of practices and decisions that affect either the number or types of individuals willing to apply for and accept job offers<\/p>\n\n\n\n<p>recruitment spillover effects<br>the positive or negative unintended consequences of recruiting activities<\/p>\n\n\n\n<p>applicant tracking system<br>software that helps manage the recruiting process<\/p>\n\n\n\n<p>efficiency oriented recruiting metrics<br>track how efficiently a firm is hiring<\/p>\n\n\n\n<p>strategic recruiting metrics<br>recruiting metrics that track recruiting processes and outcomes that influence the organization&#8217;s performance, competitive advantage or strategic execution<\/p>\n\n\n\n<p>Realistic job previews<br>presenting both positive and potentially negative information about a job in an objective way. 3 funcs served: self selection, vaccination (coping mechanism), commitment to the choice<\/p>\n\n\n\n<p>Organizational image<br>people&#8217;s general impression of an organization based on both feelings and facts<\/p>\n\n\n\n<p>employer image<br>an organization&#8217;s reputation as an employer<\/p>\n\n\n\n<p>brand<br>symbolic picture of all the information connected to a company or a product including its image<\/p>\n\n\n\n<p>employer brands<br>summary of what an employer offers to employees<\/p>\n\n\n\n<p>selection<br>the process of gathering and evaluating the information used for deciding which applicants will be hired<\/p>\n\n\n\n<p>person-job fit<br>the fit between a person&#8217;s abilities and the job&#8217;s demands and the fit between a person&#8217;s desires and motivations and the job&#8217;s attributes and rewards<\/p>\n\n\n\n<p>person-group fit<br>match between an individual and his or her workgroup and supervisor<\/p>\n\n\n\n<p>person-organization fit<br>fit between an individual&#8217;s values, attitudes, and personality and the organization&#8217;s values, norms and culture.<\/p>\n\n\n\n<p>screening assessment methods<br>reduce the pool of job applicants to a group of job candidates. ie resumes, job applications, phone screens.<\/p>\n\n\n\n<p>evaluative assessment methods<br>evaluate job candidates to identify whom to hire.<br>ie psychomotor tests, cognitive ability test, non-cog ability test, personality assessment, integrity tests, job knowledge test, structured interview, unstructured interview, work samples, simulations, assessment center<\/p>\n\n\n\n<p>contingent assessment methods<br>a job offer is made contingent on passing the assessment.<br>ie ref checks, med &amp; drug tests, background checks<\/p>\n\n\n\n<p>job applications<br>written information about skills and education, job experiences and other job relevant information. screening method.<\/p>\n\n\n\n<p>cognitive ability test<br>assess general mental abilities including reasoning, logic and perceptual abilities. evaluative method.<\/p>\n\n\n\n<p>sensory tests<br>assess visual, auditory and speech perception<\/p>\n\n\n\n<p>psychomotor tests<br>assess strength, physical dexterity and coordination<\/p>\n\n\n\n<p>Extraversion, conscientiousness, emotional stability, agreeableness, openness to experience<br>The Big Five Personality factors are:<\/p>\n\n\n\n<p>integrity tests<br>assess attitudes and experiences related to reliability, trustworthiness, honesty and moral character<\/p>\n\n\n\n<p>job knowledge tests<br>measure the knowledge (often tehnical) required by a job<\/p>\n\n\n\n<p>Unstructured interviews<br>varying questions are asked across interviews and there are usually no standards for evaluating answers<\/p>\n\n\n\n<p>structured interview<br>uses consistent, job-related questions with predetermined scoring keys. behavioral or situational.<\/p>\n\n\n\n<p>behavioral interview<br>uses information about what the applicant has done in the past to predict future behavior<\/p>\n\n\n\n<p>situational interviews<br>asks how the candidate might react to hypothetical situations<\/p>\n\n\n\n<p>case interview<br>the candidate is given a business situation, challenge or problem and asked to present a well thought out solution<\/p>\n\n\n\n<p>work samples<br>evaluate the performance of actual or simulated work tasks<\/p>\n\n\n\n<p>simulation<br>a type of work sample that gives candidates an actual job task to perform or simulates critical events that might occur to assess how well a candidate handles them<\/p>\n\n\n\n<p>assessment center<br>puts candidates through a variety of simulations and assessments to evaluate their potential fit with and ability to do the job.<br>ie inbasket exercises, grp disc, simulations, dec-make probs, oral presentation, written comm<\/p>\n\n\n\n<p>background checks<br>assess factors including personal and credit characteristics, character, lifestyle, criminal history and reputation. contingent method.<\/p>\n\n\n\n<p>multiple hurdles<br>candidates must receive a passing score on an assessment before being allowed to continue in the selection process<\/p>\n\n\n\n<p>compensatory approach<br>high scores on some assessments can compensate for low scores on other assessments<\/p>\n\n\n\n<p>cut score<br>a minimum assessment score that must be met or exceeded to advance to the next assessment phase or to be eligible to receive a job offer<\/p>\n\n\n\n<p>distributive fairness<br>the perceived fairness of the outcomes received<\/p>\n\n\n\n<p>procedural fairness<br>the perceived fairness of the policies and procedures used to determine the outcome<\/p>\n\n\n\n<p>interactional fairness<br>the degree of respect and the quality of the interpersonal treatment received during the decision-making process<\/p>\n\n\n\n<p>explicit employment contract<br>a written or verbal employment contract<\/p>\n\n\n\n<p>implicit employment contract<br>an understanding that is not part of a written or verbal contract<\/p>\n\n\n\n<p>offer<br>contains the terms and conditions of employment as proposed by the employ and usually specific requirements for accepting the offer such as a signature and a deadline<\/p>\n\n\n\n<p>acceptance<br>a clear expression of the accepting party&#8217;s agreement to the terms of the offer<\/p>\n\n\n\n<p>consideration<br>bargained-for exchange between the contract parties &#8211; something of value must pass from one party to the other<\/p>\n\n\n\n<p>training<br>formal and informal activities to improve competencies relevant to an employee&#8217;s or workgroup&#8217;s current job<\/p>\n\n\n\n<p>development<br>focuses on developing competencies that an employee or workgroup is expected to need in the future<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Conduct a Needs Assessment<\/li>\n\n\n\n<li>Develop Learning Objectives<\/li>\n\n\n\n<li>Design the Training Program<\/li>\n\n\n\n<li>Implement the Training<\/li>\n\n\n\n<li>Evaluate the Training<br>Five Steps to Effective Training<\/li>\n<\/ul>\n\n\n\n<p>Needs assessment<br>the process of identifying any gaps between what exists and what is needed in the future in terms of employee performance, competencies and behaviors.<br>org, task, person analysis<\/p>\n\n\n\n<p>Organizational analysis, task analysis and person analysis<br>Three levels of needs assessments<\/p>\n\n\n\n<p>Organizational needs analysis<br>identifies where in the organization development or improvement opportunities exist<\/p>\n\n\n\n<p>task needs analysis<br>focuses on identifying which jobs, competencies, abilities, behaviors, etc. the training effort should focus on<\/p>\n\n\n\n<p>organizational needs<br>Strategic Plans\/Performance appraisals\/customer surveys\/employee surveys\/restructuring plans\/efficiency measures: sources for collecting <strong><em><strong><em>__<\/em><\/strong><\/em><\/strong> analysis information<\/p>\n\n\n\n<p>task needs<br>job or competency analysis\/observation\/performance appraisals\/quality control analysis: sources for collecting <strong><em>_<\/em><\/strong> analysis information<\/p>\n\n\n\n<p>person needs analysis<br>evaluates how individual employees are doing in the training area and determines who needs what type of training<\/p>\n\n\n\n<p>person needs<br>Performance appraisals\/customer surveys\/individual assessments\/performance issues\/skill inventories: sources for collecting <strong><em>_<\/em><\/strong> analysis information<\/p>\n\n\n\n<p>learning objectives<br>created to identify desired learning outcomes.<br>types: cognitive, affective, and psychomotor<\/p>\n\n\n\n<p>Cognitive, Affective, Pschomotor<br>Three types of learning objectives<\/p>\n\n\n\n<p>Cognitive Learning Objectives<br>Learning objectives that increase some type of knowledge<\/p>\n\n\n\n<p>Affective Learning Objectives<br>learning objectives that change an attitude, relationship or appreciation<\/p>\n\n\n\n<p>Psychomotor<br>learning objectives that build a physical skill<\/p>\n\n\n\n<p>R &#8211; U &#8211; A &#8211; A- E &#8211; C<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Remembering<\/li>\n\n\n\n<li>Understanding<\/li>\n\n\n\n<li>Applying<\/li>\n\n\n\n<li>Analyzing<\/li>\n\n\n\n<li>Evaluating<\/li>\n\n\n\n<li>Creating<br>Taxonomy of Cognitive Learning Objectives<\/li>\n<\/ul>\n\n\n\n<p>R &#8211; R &#8211; V &#8211; O &#8211; C<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Receiving<\/li>\n\n\n\n<li>Responding<\/li>\n\n\n\n<li>Valuing<\/li>\n\n\n\n<li>Organization<\/li>\n\n\n\n<li>Characterization by value<br>Taxonomy of Affective Learning Objectives<\/li>\n<\/ul>\n\n\n\n<p>O &#8211; I &#8211; P &#8211; A &#8211; O<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Observing<\/li>\n\n\n\n<li>Imitating<\/li>\n\n\n\n<li>Practicing<\/li>\n\n\n\n<li>Adapting<\/li>\n\n\n\n<li>Originating<br>Taxonomy of Psychomotor Learning Objectives<\/li>\n<\/ul>\n\n\n\n<p>Lifelong learning<br>a formal commitment to ensuring that employees have and develop the skills they need to be effective in their jobs today and in the future<\/p>\n\n\n\n<p>aptitude-treatment interactino<br>the concept that some training strategies are more of less effective depending on a learner&#8217;s particular abilities, personality traits and other characteristics<\/p>\n\n\n\n<p>learning style<br>how people differ in how we process information when problem solving or learning<\/p>\n\n\n\n<p>sensory modality<br>a system that interacts with the environment through one of the basic senses. visual, auditory, tactile, kinetic.<\/p>\n\n\n\n<p>visual, auditory, tactile, kinesthetic<br>Four different sensory modalities<\/p>\n\n\n\n<p>Visual<br>sensory modality: learning by seeing<\/p>\n\n\n\n<p>Auditory<br>sensory modality: learning by hearing<\/p>\n\n\n\n<p>Tactile<br>sensory modality: learning by touching<\/p>\n\n\n\n<p>Kinesthetic:<br>sensory modality: learning by doing<\/p>\n\n\n\n<p>discovery learning, experiential learning, observational learning, structured learning, group learning<br>Five Key learning preferences<\/p>\n\n\n\n<p>discovery learning<br>a learning preference for exploration during learning. Prefer subjective assessments, interactional activities, informational methods and active-reflective activities<\/p>\n\n\n\n<p>experiential learning<br>a learning preference with a desire for hands-on approach to instruction. tend to prefer active learning activities<\/p>\n\n\n\n<p>observational learning<br>a learning preference for external stimuli such as demonstrations and diagrams to help facilitate learning. tend to prefer information and active-reflective activities<\/p>\n\n\n\n<p>structured learning<br>a learning preference for processing strategies such as taking notes, writing down task steps and so forth. related to preferences for subjective assessments.<\/p>\n\n\n\n<p>group learning<br>a learning preference to work with others while learning. Related to preferences for action and interactional learning.<\/p>\n\n\n\n<p>training evaluation<br>systematically collecting the information necessary to make effective decisions about adopting, improving, valuing, and continuing an instructional activity or set of activities<\/p>\n\n\n\n<p>participant reactions, learning assessments, training transfer back to job<br>Training evaluation includes:<\/p>\n\n\n\n<p>Kirkpatrick&#8217;s training evaluation model<br>Most well known and frequently used model for assessing training effectiveness.<br>reaction, learning, behavior, results<\/p>\n\n\n\n<p>Reaction, Learning, Behavior, Results<br>Kirkpatrick&#8217;s four levels of training and learning evaluation<\/p>\n\n\n\n<p>[(Training Benefits &#8211; Training cost)\/Training Cost] x 100<br>Equation for ROI%<\/p>\n\n\n\n<p>Training transfer<br>effectively using what is learned in training back on the job<\/p>\n\n\n\n<p>closed skills<br>skills performed similarly or exactly like they are taught in training<\/p>\n\n\n\n<p>open skills<br>sets of principles that can be applied in many different ways<\/p>\n\n\n\n<p>self-management strategies<br>person&#8217;s effort to control his or her motivation, emotions and decision making to enhance the application of learned capabilities to the job<\/p>\n\n\n\n<p>reinforcers<br>anything that makes a behavior more likely to happen again<\/p>\n\n\n\n<p>positive reinforcement, negative reinforcement, punishment, extincition<br>Four type of reinforcers<\/p>\n\n\n\n<p>positive reinforcement<br>reinforcer: using rewards to increase the likelihood that a behavior will be repeated<\/p>\n\n\n\n<p>negative reinforcement<br>reinforcer: removing current or future unpleasant consequences to increase the likelihood that someone will repeat a behavior.<\/p>\n\n\n\n<p>punishment<br>reinforcer: creating negative outcomes to decrease the likelihood of a behavior<\/p>\n\n\n\n<p>extinction<br>reinforcer: removal of any positive or negative reinforcement following the occurrence of the behavior to be extinguished decreases the likelihood of that behavior<\/p>\n\n\n\n<p>Orientation<br>training activities to help new hires fit in as organizational members<\/p>\n\n\n\n<p>socialization<br>a long-term process of planned and unplanned, formal and informal activities and experiences through which an individual acquires the attitudes, behaviors and knowledge needed to successfully participate as an organizational member<\/p>\n\n\n\n<p>Anticipatory, Encounter, Settling In<br>Three phases of Socialization<\/p>\n\n\n\n<p>collective socialization<br>newcomers go through a common set of experiences as a group<\/p>\n\n\n\n<p>individual socialization<br>newcomers are socialized individually as in an apprenticeship<\/p>\n\n\n\n<p>formal socialization<br>structured socialization using specifically designed activities and materials awayfrom the work setting<\/p>\n\n\n\n<p>informal socialization<br>unstructured, on-the-job socialization done by coworkers<\/p>\n\n\n\n<p>sequential socialization<br>the degree to which socialization follows a specific sequence of steps<\/p>\n\n\n\n<p>fixed socialization<br>new hires are informed in advance when their probationary status will end<\/p>\n\n\n\n<p>variable socialization<br>employees do not know when to expect to pass to a different status level and the timeline may be different across employees<\/p>\n\n\n\n<p>tournament socialization<br>each stage of socialization is an elimination round and a new hire is out of the organization if he or she fails to pass<\/p>\n\n\n\n<p>contest socialization<br>each socialization stage is a contest in which one builds a performance record<\/p>\n\n\n\n<p>serial socialization<br>accessible and supportive organizational members serve as role models and mentors<\/p>\n\n\n\n<p>disjunctive socialization<br>newcomers are left alone to develop their own interpretations of the organization and situations they observe<\/p>\n\n\n\n<p>investiture socialization<br>builds newcomers&#8217; self-confidence and reflects senior employees&#8217; valuing of newcomers&#8217; knowledge and personal characteristics<\/p>\n\n\n\n<p>divestiture socialization<br>tries to deny and strip away certain personal characteristics<\/p>\n\n\n\n<p>learning agility<br>the ability to learn from experiences and to apply that knowledge to new and different situations<\/p>\n\n\n\n<p>motivation to transfer<br>intention and willingness to transfer any knowledge acquired in a training or development activity back to the work context<\/p>\n\n\n\n<p>Self Regulation<br>processes enabling an individual to guide his\/her goal-directed activities over time<\/p>\n\n\n\n<p>performance management<br>directs and motivates employees, work groups and business units to accomplish organizational goals by linking past performance with future needs, setting specific goals for future behavior and performance, providing feedback and identifying and removing performance obstacles<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Organization as a whole<\/li>\n\n\n\n<li>Organization subunits<\/li>\n\n\n\n<li>Work teams or groups<\/li>\n\n\n\n<li>Work Processes<\/li>\n\n\n\n<li>Projects<br>Performance managers focus on these five things:<\/li>\n\n\n\n<li>Aligns organizational goals with individual goals and organizational processes<\/li>\n\n\n\n<li>Gives employees clear goals and feedback<\/li>\n\n\n\n<li>Generates useful data<br>Three Main Benefits of Performance Management<\/li>\n<\/ul>\n\n\n\n<p>balanced scorecard<br>a performance measurement system that translates the organization&#8217;s strategy into financial, business process, learning and growth and customer outcomes. sequential.<\/p>\n\n\n\n<p>L-I-C-C-M-A-G-IO-R<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Link goals to org mission &amp; strategy<\/li>\n\n\n\n<li>Identify subgoals for each unit\/department\/group\/individual<\/li>\n\n\n\n<li>Communication goals &amp; expectations<\/li>\n\n\n\n<li>Create work processes and assign resources<\/li>\n\n\n\n<li>Measure progress<\/li>\n\n\n\n<li>Assess individual, group, unit performance<\/li>\n\n\n\n<li>Give feedback<\/li>\n\n\n\n<li>Identify &amp; Overcome obstacles<\/li>\n\n\n\n<li>Reward Goal Achievement<br>Nine steps of the performance management process<\/li>\n<\/ul>\n\n\n\n<p>Specific, Measurable, Achievable, Relevant, Time-Bound<br>SMART stands for:<\/p>\n\n\n\n<p>Standards<br>specifies the level of results considered acceptable<\/p>\n\n\n\n<p>multi-source assessments<br>performance feedback from the employee&#8217;s supervisor as well as other sources who are familiar with an employee&#8217;s job performance<\/p>\n\n\n\n<p>task aquaintance<br>the amount and type of work contact an evaluator has with the person being assessed<\/p>\n\n\n\n<p>Upward reviews<br>the target employee is reviewed by one or more subordinates<\/p>\n\n\n\n<p>performance rating methods<br>compares employee performance to a set of standards to identify a number or letter rating that represents the employee&#8217;s performance level.<br>essay appr, critical incident, graphic, behavior anchored, behavior obs scale, forced choice, checklist, work standards, mgmt by obj<\/p>\n\n\n\n<p>essay appraisal method<br>the assessor writes a brief essay providing an assessment of the strengths, weaknesses and potential of the target employee<\/p>\n\n\n\n<p>critical incident appraisal method<br>an assessor discusses specific examples of the target employee&#8217;s positive and negative behaviors with the employee<\/p>\n\n\n\n<p>graphic rating scale<br>uses ratings of unsatisfactory, average, above average and outstanding to evaluation either work quality or personal traits<\/p>\n\n\n\n<p>Behaviorally anchored rating scales<br>use a set of behavioral statements relating to qualities important for performance<\/p>\n\n\n\n<p>behavioral observation scales<br>measure the frequency of desired behaviors<\/p>\n\n\n\n<p>forced-choice rating method<br>forces the assessor to choose the statement that best fits the target employee from a provided set of statements that are scored and weighted in advance<\/p>\n\n\n\n<p>checklist method<br>the assessor uses a checklist of pre-scaled descriptions of behavior to evaluate the employee<\/p>\n\n\n\n<p>work standards<br>comparing an employee&#8217;s performance to output targets that reflect different levels of performance<\/p>\n\n\n\n<p>management by objectives<br>the rater evaluates the target employee against mutually set goals<\/p>\n\n\n\n<p>performance ranking methods<br>compares employees to each other in some way.<br>forced ranking, paired comparison, forced distribution.<\/p>\n\n\n\n<p>forced ranking method<br>employees are ranked in order of best to worst performance<\/p>\n\n\n\n<p>paired comparison method<br>every employee in a work group is compared to the other group members<\/p>\n\n\n\n<p>forced distribution method<br>the rater distributes performance ratings into a pre-specified performance distribution<\/p>\n\n\n\n<p>continuous performance appraisal<br>an ongoing performance appraisal process that involves the employee in evaluating his or her performance and setting performance goals and provides continuous coaching and feedback<\/p>\n\n\n\n<p>performance improvement plan<br>a tool to monitor and measure an employee&#8217;s deficient work products, processes and\/or behaviors to improve performance or modify behavior.<br>F acts to define prob<br>O bj to help emp resolve<br>S olutions to help emp reach obj<br>A ctions to take if not corrected<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>overall efforts to help emp succeed<\/li>\n<\/ul>\n\n\n\n<p>progressive discipline<br>using increasingly severe measures when an employee fails to correct a deficiency after being given a reasonable opportunity to do so<br>verbal, written, suspension w\/o pay, discharge<\/p>\n\n\n\n<p>Not communicating a performance plan, a lack of accountability and human biases and errors<br>Three most common obstacles to effective performance management<\/p>\n\n\n\n<p>performance plan<br>describes desired goals and results, how results will be measured and weighted and standards will be used to evaluate results<\/p>\n\n\n\n<p>accountability<br>an individual is expected to provide a regular accounting to a superior about the results of what she or he is doing and will be held responsible for the outcome<\/p>\n\n\n\n<p>contrast effect<br>over-or under-rating someone base on a comparison with someone else<\/p>\n\n\n\n<p>first impression bias<br>initial judgements influence later assessments<\/p>\n\n\n\n<p>recency effect<br>allowing recent events and performance to have a disproportionately large influence on the rating<\/p>\n\n\n\n<p>high potential error<br>confusing potential with performance<\/p>\n\n\n\n<p>halo effect<br>letting one positive factor influence assessments of other areas of behavior or performance<\/p>\n\n\n\n<p>horns effect<br>letting one negative factor influence assessments of other areas of behavior or performance<\/p>\n\n\n\n<p>similar-to-me effect<br>giving high ratings to someone because she or he is perceived as being similar to the rater<\/p>\n\n\n\n<p>leniency error<br>all employees are given high ratings regardless of performance<\/p>\n\n\n\n<p>central tendency<br>rating all employees in the middle of the scale regardless of performance<\/p>\n\n\n\n<p>stereotype<br>believeing that everyone in a particular group shares certain characteristics or abilities or will behave in the same way<\/p>\n\n\n\n<p>opportunity bias<br>ignoring factors beyond the employee&#8217;s control that influence his\/her performance<\/p>\n\n\n\n<p>competitive advantage<br>doing something differently from the competition that leads to outperformance and success<\/p>\n\n\n\n<p>human resource management<br>the organizational function responsible for attracting, hiring, developing, rewarding and retaining talent<\/p>\n\n\n\n<p>staffing<br>the process of planning, acquiring, deploying and retaining employees that enables an organization to meet its talent needs and to execute its business strategy<\/p>\n\n\n\n<p>total rewards<br>the sum of all of the rewards employees receive in exchange for their time, efforts and performance<\/p>\n\n\n\n<p>direct financial compensation<br>compensation received in the form of salary, wages, commissions, stock options or bonuses<\/p>\n\n\n\n<p>indirect financial compensation<br>all the tangible and financially valued rewards that are not included in direct compensation, including free meals, vacation time and health insurance<\/p>\n\n\n\n<p>nonfinancial compensation<br>rewards and incentives given to employees that are not financial in nature including intrinsic rewards received from the job itself or from the work environment<\/p>\n\n\n\n<p>Strategic risk, Operational risk, Financial risk and Compliance risk<br>Managing human resources strategically helps organizations manage four types of risk:<\/p>\n\n\n\n<p>business strategy<br>defines how a firm will compete in its marketplace<\/p>\n\n\n\n<p>talent philosophy<br>a system of beliefs about how an organization&#8217;s employees should be treated<\/p>\n\n\n\n<p>human resource strategy<br>links the entire human resource function with the firm&#8217;s business strategy<\/p>\n\n\n\n<p>global mindset<br>a set of individual attributes that enable you to influence individuals, groups and organizations from diverse socio\/cultural\/institutional systems<\/p>\n\n\n\n<p>superior value for their money<br>To have a competitive advantage, a company must ultimately be able to give customers <strong><em><strong>__<\/strong><\/em><\/strong>.<\/p>\n\n\n\n<p>Employee Handbooks<br>print of online materials that document the organization&#8217;s HRM policies and procedures<\/p>\n\n\n\n<p>shared service center<br>centralizes routine, transaction-based HRM activities<\/p>\n\n\n\n<p>outsourcing<br>hiring an external vendor to do work rathe than doing it internally<\/p>\n\n\n\n<p>professional employer organization<br>a company that leases employees to companies that need them<\/p>\n\n\n\n<p>organizational culture<br>the norms, values, and assumptions of organizational members that guide members&#8217; attitudes and behaviors<\/p>\n\n\n\n<p>entrepreneurial (creative), bureaucratic (formal), consensual (loyalty), competitive (advantage)<br>four types of organizational culture<\/p>\n\n\n\n<p>performance culture<br>focuses on hiring, retaining, developing, motivating and making work assignments based on performance data and results<\/p>\n\n\n\n<p>high performance work systems (HPWS)<br>high involvement or high commitment organizations<\/p>\n\n\n\n<p>ethics<br>the standards of moral behavior that define socially accepted behaviors that right as opposed to wrong<\/p>\n\n\n\n<p>utilitarian, rights, fairness, common good, virtue<br>five types of ethical standards<\/p>\n\n\n\n<p>utilitarian standard<br>the ethical action best balances good over harm<\/p>\n\n\n\n<p>rights standard<br>this ethical action is the one that best respects and protects the moral rights of everyone affected by the action<\/p>\n\n\n\n<p>fairness standard<br>the ethical action treats all people equally, or at least fairly, based on some defensible standard<\/p>\n\n\n\n<p>common good standard<br>the ethical action shows respect and compassion for all others, especially the most vulnerable<\/p>\n\n\n\n<p>virtue standard<br>the ethical action is consistent with certain ideal virtues including civility, compassion, benevolence, etc.<\/p>\n\n\n\n<p>omission, remission, commission<br>three types of systematic errors that orgs make that undermine ethics efforts<\/p>\n\n\n\n<p>omission errors<br>a lack of written rules<\/p>\n\n\n\n<p>remission errors<br>pressure to make unethical choices<\/p>\n\n\n\n<p>commission errors<br>a failure to follow sound, established operational and ethical practices<\/p>\n\n\n\n<p>codes of conduct<br>specifies expected and prohibited actions in the workplace and gives examples of appropriate behavior<\/p>\n\n\n\n<p>code of ethics<br>a decision making guide that describes the highest values to which an organization aspires<\/p>\n\n\n\n<p>written standards of ethical conduct, ethics training, providing a way for seeking ethics related advice or info, providing a way to report misconduct anonymously, disciplining employees, evaluating ethical behavior<br>six elements of a complete ethics program<\/p>\n\n\n\n<p>corporate social responsibility<br>businesses showing concern for common good and valuing human dignity<\/p>\n\n\n\n<p>stakeholder perspective<br>considering the interests and opinions of all people, groups, organizations, or systems that affect or could be affected by the organizations actions<\/p>\n\n\n\n<p>unfair discrimination<br>when employment decisions and actions are not job related, objective or merit-based<\/p>\n\n\n\n<p>fair discrimination<br>when only objective, merit based and job related characteristics are used to determine employment related decisions<\/p>\n\n\n\n<p>unlawful employment practices<br>violations of federal, state or local employment laws<\/p>\n\n\n\n<p>equal employment opportunity<br>a firm&#8217;s employment practices,must be designed and used in a manner that treats employees and applicants consistently regardless of their protected characteristics such as sex and race<\/p>\n\n\n\n<p>inclusion<br>everyone feels respected and listened to, and everyone contributes to his or her fullest potential<\/p>\n\n\n\n<p>common law<br>the body of case by case court decisions that determine what is legal and what remedies are appropriate<\/p>\n\n\n\n<p>workplace tort<br>a civil wrong in which an employer violates a duty owed to its customers or employees<\/p>\n\n\n\n<p>national labor relations act of 1935<br>prohibits retaliation against employees seeking to unionize<\/p>\n\n\n\n<p>fair labor standards act of 1938<br>establishes both a national minimum wage and overtime rules<\/p>\n\n\n\n<p>equal pay act of 1963<br>prohibits wage discrimination on the basis of sex. EEOC<\/p>\n\n\n\n<p>title VII of the Civil Rights Act of 1964<br>prohibits employment discrimination based on race, color, religion, sex, or national origin. EEOC<\/p>\n\n\n\n<p>age discrimination in employment act of 1967<br>protects people age 40 and older. EEOC<\/p>\n\n\n\n<p>rehabilitation act of 1973<br>prohibits discrimination against qualified individuals with a disability. EEOC<\/p>\n\n\n\n<p>vietnam era veterans readjustment assistance act of 1974<br>prohibits discrimination against and requires affirmative action for disabled veterans<\/p>\n\n\n\n<p>pregnancy discrimination act of 1978<br>prohibits discrimination for all employment related purposes on the basis of pregnancy, childbirth, or related medical conditions<\/p>\n\n\n\n<p>COBRA of 1986<br>employers with group health plans and 20 or more employees in the prior year must offer continued health and dental coverage to terminated employees for a period of time<\/p>\n\n\n\n<p>immigration reform and control act of 1986<br>employers with at least 4 employees must verify the employment eligibility of everyone hired<\/p>\n\n\n\n<p>worker adjustment and retraining notification act of 1988<br>employers with at least 100 employees must give at least 60 days notice of closings or mass layoffs of 50 or more preople<\/p>\n\n\n\n<p>americans with disabilities act of 1990<br>prohibits discrimination of a qualified individual with or perceieved as having a disability. EEOC<\/p>\n\n\n\n<p>family and medical leave act of 1993<br>requires leave and job return for personal or family medical reasons and for the care of newborn or newly adopted children<\/p>\n\n\n\n<p>uniformed services employment and reemployment rights act of 1994<br>ensures that members of the uniformed services are entitled to return to their civilian employment after their service. to protect the civilian employment of non-full-time military personnel in the United States called to active duty.<\/p>\n\n\n\n<p>genetic information nondiscrimination act of 2008<br>prohibits employers from discriminating against individuals based on the results of genetic testing when hiring, firing, job placement or promotion decisions<\/p>\n\n\n\n<p>bona fide occupational qualification<br>characteristic that is essential to the successful performance of a relevant job function<\/p>\n\n\n\n<p>reasonable accommodation<br>an employer is required to take reasonable steps to accomodate a disability unless it would cause the employer undue hardship<\/p>\n\n\n\n<p>affirmative action<br>proactive efforts to eliminate discrimination and its past effects<\/p>\n\n\n\n<p>protected classes<br>groups underrepresented in employment<\/p>\n\n\n\n<p>affirmative action plan<br>describes in detail the actions to be taken, procedures to be followed and standards to be met when establishing an affirmative action program<\/p>\n\n\n\n<p>preferential treatment<br>employment preference given to a member of a protected group<\/p>\n\n\n\n<p>independent contractor<br>an individual or business that provides services to another individual or business that controls or directs only the result of the work<\/p>\n\n\n\n<p>sexual harassment<br>unwelcome sexual advances, requests for favors and other verbal or physical conduct of a sexual nature<\/p>\n\n\n\n<p>quid pro quo harassment<br>unwanted verbal or physical conduct of a sexual nature mad as a term or condition of employment or as a basis for employment and\/or advancement decisions<\/p>\n\n\n\n<p>hostile environment harassment<br>unwanted verbal or physical conduct of a sexual nature creates a hostile, intimidating or otherwise offensive working environment<\/p>\n\n\n\n<p>disparate treatment<br>intentional discrimination based on a person&#8217;s protected characteristic<\/p>\n\n\n\n<p>adverse impact<br>an employment practice has a disproportionate effect on a protected group regardless of its intent<\/p>\n\n\n\n<p>race norming<br>comparing an applicant&#8217;s scores only to members of his or her own racial subgroup and setting separate passing or cutoff scores for each subgroup<\/p>\n\n\n\n<p>fraudulent recruitment<br>misrepresenting the job or organization to a recruit<\/p>\n\n\n\n<p>negligent hiring<br>a company is considered responsible for the damaging actions of its employees if it failed to exercise reasonable care in hiring the employee who caused the harm<\/p>\n\n\n\n<p>stereotype<br>believing that everyone in a particular group shares certain characteristics or abilities or will behave in the same way<\/p>\n\n\n\n<p>gap analysis<br>comparing labor supply and demand forecasts to identify future talent needs<\/p>\n\n\n\n<p>action plans<br>a strategy for proactively addressing an expected talent shortage or surplus<\/p>\n\n\n\n<p>scientific management<br>breaks work down into its simplest elements and then systematically improves the worker&#8217;s performance of each element<\/p>\n\n\n\n<p>Four principles of Scientific Management &#8211; Taylor<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Use methods based on scientifcally studying the tasks using time an motion studies.<\/li>\n\n\n\n<li>Select, train and develop each worker rather than leaving them to passively train themselves<\/li>\n\n\n\n<li>Provide detailed instructions and supervision to workers to ensure that they are following the developed methods.<\/li>\n\n\n\n<li>Divide work equally between workers and managers.<\/li>\n<\/ul>\n\n\n\n<p>Job characteristics model<br>objective job characteristics including skill variety, task identity, task significance, autonomy and task feedback, lead to job satisfaction from people with a high growth need strength.<\/p>\n\n\n\n<p>Skill variety<br>the degree to which the job requires a variety of activities enabling the worker to use different skills and talents<\/p>\n\n\n\n<p>task identity<br>the degree to which the job requires the worker to complete a whole and identifiable piece of work<\/p>\n\n\n\n<p>task significance<br>the degree to which job performance is important and affect the lives and work of others<\/p>\n\n\n\n<p>autonomy<br>the degree to which the job gives the worker freedom, discretion and independence is scheduling the work and determining how to do the work<\/p>\n\n\n\n<p>task feedback<br>the degree to which carrying out the job&#8217;s required activities results in the individual&#8217;s obtaining direct and clear information about the effectiveness for his or her performance<\/p>\n\n\n\n<p>job enrichment<br>a job design approach that increases a job&#8217;s complexity to give workers greater responsibility and opportunities to feel a sense of achievement<\/p>\n\n\n\n<p>job enlargement<br>adding more tasks at the same level of responsibility and skill related to an employee&#8217;s current position<\/p>\n\n\n\n<p>job rotation<br>workers are moved through a variety of jobs to increase their interest and motivation<\/p>\n\n\n\n<p>cross-training<br>training employees in more than one job or in multiple skills to enable them to do different jobs<\/p>\n\n\n\n<p>horizontal<br>Job enlargement is <strong><em>_<\/em><\/strong> job expansion.<\/p>\n\n\n\n<p>vertical<br>Job enrichment is <strong><em>_<\/em><\/strong> job expansion.<\/p>\n\n\n\n<p>job analysis<br>a systematic process used to identify and describe the important aspects of a job and the characteristics a worker needs to perform the job well. need to be reliable and valid.<\/p>\n\n\n\n<p>job description<br>written descriptions of the duties and responsibilities of the job itself<\/p>\n\n\n\n<p>job task<br>an observable unit of work with a beginning and an end<\/p>\n\n\n\n<p>task statements<br>identify in specific behavioral terms the regular duties and responsibilities of a position<\/p>\n\n\n\n<p>person specification<br>summarizes the characteristics of someone able to perform the job<\/p>\n\n\n\n<p>essential criteria<br>job holder characteristics that are vital to job performance<\/p>\n\n\n\n<p>desirable criteria<br>job holder characteristics that may enhance job success but are not essential to adequate job performance<\/p>\n\n\n\n<p>Knowledge, Skills, Abilities, Other Characterstics<br>KSAO.<br>job related worker characteristics<\/p>\n\n\n\n<p>Knowledge<br>organized factual or procedural information that can be applied to perform a task<\/p>\n\n\n\n<p>Skill<br>the ability to use some sort of knowledge in performing a physical task; often refers to psychomotor activities<\/p>\n\n\n\n<p>ability<br>a stable and enduring capability to perform a variety of tasks (verbal or mechanical ability)<\/p>\n\n\n\n<p>Other characteristics<br>a miscellaneous category for worker characteristics that are not knowledge, skills or abilities including personality traits, values and work styles<\/p>\n\n\n\n<p>Critical Incidents Technique<br>Job Analysis Method: Job experts describe episodes of good, average and poor performance.<br>circumstances, action, consequences<\/p>\n\n\n\n<p>Job Elements Analysis Method<br>Job Analysis Method: a group of job experts list and rate the important worker characteristics that influence success in the job, including knowledge, skills, abilities and personal characterstics<\/p>\n\n\n\n<p>Structured Interview Technique<br>Job Analysis Method: Job experts supply information about the job and workers that distinguishes superior performance.<\/p>\n\n\n\n<p>Task Inventory Approach<br>Job Analysis Method: Job experts generate a list of 50-200 tasks that are then grouped in categories reflecting major work functions.<\/p>\n\n\n\n<p>Structured Questionnaires<br>Job Analysis Method: Written questionnaires that assess information about worker inputs, work output, job context and job characteristics.<\/p>\n\n\n\n<p>Competency Modeling<br>identifies the worker competencies characteristic to high performance<\/p>\n\n\n\n<p>Competencies<br>broad worker characteristics that underlie successful job performance<\/p>\n\n\n\n<p>job rewards analysis<br>job analysis technique that identifies the intrinsic and extrinsic rewards of a job<\/p>\n\n\n\n<p>intrinsic reward<br>non-monetary reward derived from the work itself<\/p>\n\n\n\n<p>extrinsic reward<br>reward with monetary value<\/p>\n\n\n\n<p>total rewards<br>the combined intrinsic and extrinsic rewards of a job<\/p>\n\n\n\n<p>organizational design<br>selecting and managing aspects of organizational structure to facilitate organizational goal accomplishment<\/p>\n\n\n\n<p>organizational structure<br>the organization&#8217;s formal system of task, power and reporting relationships.<br>chars of: formalization, centralization, division of labor, span of control, hierarchy<\/p>\n\n\n\n<p>organizational chart<br>diagram illustrating the chain of command and reporting relationships in a company<\/p>\n\n\n\n<p>formalization<br>the degree to which organizational rules, procedures and communications are documented<\/p>\n\n\n\n<p>centralized<br>concentrate power and decision making authority at higher levels of the organization<\/p>\n\n\n\n<p>division of labor<br>the degree to which employees specialize<\/p>\n\n\n\n<p>span of control<br>number of people who report directly to him or her.<\/p>\n\n\n\n<p>hierarchy<br>the degree to which some employees have formal authority over others<\/p>\n\n\n\n<p>strategic planning<br>process for making decisions about an organization&#8217;s long-term goals and how they are to be achieved<\/p>\n\n\n\n<p>mission<br>the organization&#8217;s basic purpose and the scope of its operations<\/p>\n\n\n\n<p>vision<br>long-term goals regarding what the organization wants to become and accomplish, describing its image of an ideal future<\/p>\n\n\n\n<p>core values<br>the enduring beliefs and principles that guide an organization&#8217;s decisions and goals<\/p>\n\n\n\n<p>business strategy<br>how an organization will compete in a particular market<\/p>\n\n\n\n<p>human resource planning<br>aligning the organization&#8217;s human resources to effectively and efficiently accomplish the organization&#8217;s strategic goals<\/p>\n\n\n\n<p>Leading Economic Index, Consumer Confidence Index, Exchange Rate Trends, Interest Rate Forecasts, Additional sources such as GPD and business inventories<br>5 sources for evaluating general economic trends to forecast labor demand:<\/p>\n\n\n\n<p>Trend analysis, ratio analysis, judgmental forecasting<br>3 Techniques used to forecast labor demand<\/p>\n\n\n\n<p>trend analysis<br>using past employment patterns to predict a firm&#8217;s future labor needs<\/p>\n\n\n\n<p>staffing ratios<br>indexing headcount with a business metric.<br>ie manager to emp, rev to emp, cust to emp, store size to emp<\/p>\n\n\n\n<p>judgmental forecasting<br>relies on managers&#8217; expertise to predict a firm&#8217;s future employment needs<\/p>\n\n\n\n<p>top-down judgmental forecasting<br>relies on the organization&#8217;s leaders and experience and knowledge of their industry and company to make predictions about the firm&#8217;s future talent needs.<\/p>\n\n\n\n<p>bottom-up judgmental forecasting<br>starts with lower-level managers&#8217; estimates of the firm&#8217;s future talent needs.<\/p>\n\n\n\n<p>talent inventories<br>databases summarizing each employee&#8217;s competencies, qualifications, languages spoken, and anything else that can help the company understand how the employee can contribute<\/p>\n\n\n\n<p>replacement charts<br>graphically shows current jobholders, possible successors and each successor&#8217;s readiness to assume the job<\/p>\n\n\n\n<p>succession planning<br>identifying, developing and tracking employees to enable them to eventually assume higher level positions<\/p>\n\n\n\n<p>workflow<br>how work is organized to meet the organization&#8217;s goals<\/p>\n\n\n\n<p>business process reengineering<br>a more radical rethinking and redesign of business processes to achieve large improvements in speed, service, cost or quality<\/p>\n\n\n\n<p>workflow analysis<br>investigates how work moves through an organization to identify changes to increase efficiency and better meet customers&#8217; needs<\/p>\n\n\n\n<p>utilitarian<br>Which ethical standard: Southwest Airlines cuts all employees&#8217; pay rather than laying anyone off<\/p>\n\n\n\n<p>rights<br>Which ethical standard: If a supervisor tells an employee to handle a toxic substance without appropriate protective gear<\/p>\n\n\n\n<p>fairness<br>Which ethical standard: debate over the appropriateness of CEO salaries and bonuses that are hundreds of times larger than the pay of the average employee.<\/p>\n\n\n\n<p>Common Good<br>Which ethical standard: Ensuring that suppliers do not employ child labor or provide unsafe working conditions<\/p>\n\n\n\n<p>virtue<br>Which ethical standard: A company valuing honesty that quickly recalls products that might be defective or dangerous<\/p>\n\n\n\n<p>union models<br>closed shop<br>agency shop<br>open shop<\/p>\n\n\n\n<p>3 types of unions<br>industrial, trade, and employee associations<\/p>\n\n\n\n<p>types of strikes<br>unfair labor practices<br>economic<br>recognition<br>jurisdictional<\/p>\n\n\n\n<p>5 components to drug free workplace<\/p>\n\n\n\n<ol class=\"wp-block-list\">\n<li>written policy<\/li>\n\n\n\n<li>supervisor training<\/li>\n\n\n\n<li>employee education<\/li>\n\n\n\n<li>EAP<\/li>\n\n\n\n<li>drug testing<\/li>\n<\/ol>\n\n\n\n<p>influence tactics<\/p>\n\n\n\n<ol class=\"wp-block-list\">\n<li>legitmating<\/li>\n\n\n\n<li>personal appeals<\/li>\n\n\n\n<li>assertiveness<\/li>\n\n\n\n<li>ingratiation<\/li>\n\n\n\n<li>inspirational appeals<\/li>\n\n\n\n<li>rational persuasion<\/li>\n\n\n\n<li>upward appeals<\/li>\n\n\n\n<li>coalition<\/li>\n\n\n\n<li>exchange<\/li>\n<\/ol>\n\n\n\n<p>labor relations strategies<br>compliance<br>collaboration<br>avoidance<\/p>\n\n\n\n<p>defined contribution retirement plans<br>ie 401(k), 403(b)<br>profit sharing, emp stock ownership<\/p>\n\n\n\n<p>5 of 7 reasons emp leave org<br>lack of career dev<br>poor work climate<br>lack of challenging work<br>direction of org<br>lack of recognition<\/p>\n\n\n\n<p>sourcing<br>ID qual indv &amp; labor markets to recruit from<\/p>\n\n\n\n<p>UGESP<br>uniform guidelines on emp selection. selecting procs advises employee in legal compliance<\/p>\n\n\n\n<p>Kaplan &amp; Norton balanced scorecard<br>objectives<br>measures<br>targets<br>initiatives<\/p>\n\n\n\n<p>job offer elements<br>salary, sign-on bonus, relocation exp, benefits, job specific elements<\/p>\n\n\n\n<p>assessment goals<br>accuracy, fit, ethics, legal compliance<\/p>\n\n\n\n<p>ratio analysis<br>use past relationships to forecast how many emp needed for diff levels of bus activity<\/p>\n\n\n\n<p>forecast external job market<br>monitor own experience<br>bureau of labor stats<\/p>\n\n\n\n<p>hackman &amp; oldman 5 chars on which jobs differ<br>skill variety<br>task identity<br>task significance<br>autonomy<br>task feedback<\/p>\n\n\n\n<p>4 common biases<br>prejudice, stereotyping, perception of possibilities, ignorance<\/p>\n\n\n\n<p>HRM influences performance thru<br>what emp should do<br>what emp can do<br>what emp will do<\/p>\n\n\n\n<p>What emp should do<br>planning<br>laws &amp; regulations<\/p>\n\n\n\n<p>what emp can do<br>staffing<br>training<\/p>\n\n\n\n<p>what emp will do<br>compensation<br>perf mgmt<\/p>\n\n\n\n<p>HRM areas<br>perf mgmt<br>staffing<br>health &amp; safety<br>training &amp; development<br>reward &amp; benefits<br>emp mgmt relations<\/p>\n\n\n\n<p>Executive Order 11246<br>established requirements for non-discriminatory practices in hiring and employment on the part of U.S. government contractors. It &#8220;prohibits federal contractors and federally assisted construction contractors and subcontractors, who do over $10,000 in Government business in one year from discriminating in employment decisions on the basis of race, color, religion, sex, or national origin.&#8221;<\/p>\n\n\n\n<p>optional benefits<br>work life balance, domestic partner benefits<\/p>\n\n\n\n<p>policy<br>guide decision making<\/p>\n\n\n\n<p>procedure<br>drive actions<\/p>\n\n\n\n<p>What situation is an example of a managerial ethical dilemma?<\/p>\n\n\n\n<p>Exchanging birthday cards with a a longtime employee<br>Seeing an employee of work hours behaving rudely to a clerk in a store<br>Reading an article in the newspaper about a drive committed by the relative of an employee<br>Being asked to directly supervise a family member<br>A<br>Being asked to directly supervise a family member<\/p>\n\n\n\n<p>2<br>Q<br>A human resource manual specifies that employees cannot be terminated or punished for refusing to follow an illegal request made by a supervisor. Which standard is being applied to resolve this ethical dilemma?<\/p>\n\n\n\n<p>Virtue standard<br>Rights standard<br>Utilitarian standard<br>Common good standard<br>A<br>Rights standard<\/p>\n\n\n\n<p>3<br>Q<br>What is the goal of affirmative action?<\/p>\n\n\n\n<p>To bar employment decisions based on ability and qualifications<br>To rely on legal remedies past practices that innately caused an effect on applicants<br>To seek to remedy past practices that innately caused an adverse effect on applicants<br>To focus on changing institutional demographics in an organization from the top-down<br>A<br>To seek to remedy past practices that innately caused an adverse effect on applicants<\/p>\n\n\n\n<p>4<br>Q<br>A female employer is accused of having an employment practice that negatively impacts women. The employer responds that she has the same requirements for male and female applicants and wants to hire other women.<br>Why is this case a potential demonstration of adverse impact?<\/p>\n\n\n\n<ol class=\"wp-block-list\">\n<li>Adverse impact is based on intentional sex discrimination<\/li>\n\n\n\n<li>Adverse impact must be the result of unequal promotion rather than unequal hiring.<\/li>\n\n\n\n<li>Adverse impact must be proven by examination of a society\u2019s history of discrimination, not an individual\u2019s history<\/li>\n<\/ol>\n\n\n\n<p>A<br>Adverse impact must be the result of unequal promotion rather than unequal hiring.<\/p>\n\n\n\n<p>5<br>Q<br>Which protected classes must a company sets hiring goals for under Executive Order 11246?<\/p>\n\n\n\n<p>Religious groups and workers over the age 40<br>Minorities and disabled veterans<br>Minorities and women<br>Native Americans and people with disabilities<br>A<br>Minorities and women<\/p>\n\n\n\n<p>6<br>Q<br>An employer terminates an employee for being unattractive and putting less effort in personal appearance. Why is this permitted under an at-will relationship?<\/p>\n\n\n\n<p>A<br>An employer can terminate an employee for an immoral reason.<\/p>\n\n\n\n<p>7<br>Q<br>Which law guarantees that a woman can take unpaid time off following the birth of her child without fear of losing her job?<\/p>\n\n\n\n<p>The Rehabilitation Act of 1973<br>The Family and Medical Leave Act of 1993<br>The Family Friendly Leave Act of 1994<br>The Genetic Information Non-discrimination Act of 2008<br>A<br>The Family and Medical Leave Act of 1993<\/p>\n\n\n\n<p>8<br>Q<br>What is the goal of the Uniformed Services Employment and Reemployment Rights Act of 1994?<\/p>\n\n\n\n<p>To increase racial diversity in all branches of the military<br>To encourage more women to consider employment in the military<br>To prevent discrimination against employees who may be called into active military service<br>To guarantee that workers with military backgrounds receive pay from private employers while serving on military deployments<br>A<br>To prevent discrimination against employees who may be called into active military service.<\/p>\n\n\n\n<p>9<br>Q<br>Which event should be covered under workers\u2019 compensation?<\/p>\n\n\n\n<p>Spraining an ankle while running on vacation<br>Breaking an arm while at work<br>Losing a job for poor performance<br>Being fired from at at-2ill position<br>A<br>Breaking an arm while at work.<\/p>\n\n\n\n<p>10<br>Q<br>How does an organization\u2019s human resource strategy support the organization\u2019s business strategy?<\/p>\n\n\n\n<p>By directing publicity and advertising approaches that communicate its vision<br>By encouraging innovative supply chain solutions<br>By helping it to acquire, develop, and retain the talent needed to fulfill its strategy<br>By providing management with useful production metrics for assessing progress<br>A<br>By helping it to acquire, develop, and retain the talent needed to fulfill its strategy.<\/p>\n\n\n\n<p>11<br>Q<br>What is the primary function of human resource management?<\/p>\n\n\n\n<p>Controlling costs<br>Retaining talent<br>Developing production goals<br>Setting legal regulations<br>A<br>Retaining talent<\/p>\n\n\n\n<p>12<br>Q<br>How does effective human resource management improve organizational performance?<\/p>\n\n\n\n<p>It helps determine the ultimate long-range goals of a company<br>It enhances a company\u2019s ability to cope with growth and change<br>It directs the company\u2019s leadership to make smarter financial decisions<br>It assesses the market\u2019s need for new or improved products and services<br>A<br>It enhances a company\u2019s ability to cope with growth and change.<\/p>\n\n\n\n<p>13<br>Q<br>Which characteristic of an employee should human resource management focus on to enhance organizational culture?<\/p>\n\n\n\n<p>Fit within an organization<br>Length of association with an organization<br>Need for employment within an organization<br>Motivation to advance within an organization<br>A<br>Fit within an organization.<\/p>\n\n\n\n<p>14<br>Q<br>Which belief is an example of bias creating barriers to equal treatment in an organization?<\/p>\n\n\n\n<p>Extroverted employees are the most effective<br>Increasing profits is an appropriate company goal<br>Ability to adapt to change is a useful employee trait<br>A small workplace can accommodate diverse cultures<br>A<br>Extroverted employees are the most effective<\/p>\n\n\n\n<p>15<br>Q<br>Which factor in successful organizational change can be provided through effective human resource management?<\/p>\n\n\n\n<p>Trust<br>Quality<br>Innovation<br>Optimism<br>A<br>Trust<\/p>\n\n\n\n<p>16<br>Q<br>What it\u2019s he organization\u2019s formal system of task, power, and reporting relationships called?<\/p>\n\n\n\n<p>An organizational design<br>An organizational structure<br>An organizational chart<br>An organizational style<br>A<br>An organizational structure<\/p>\n\n\n\n<p>17<br>Q<br>How does human resource management support organizational leadership?<\/p>\n\n\n\n<p>By documenting hiring processes that promote accession, efficiency, and timeliness<br>By providing employees with opportunities for professional development and growth<br>By creating clear policies related to employee schedules and document control<br>By setting individual limits for vacation time and financial benefits<br>A<br>By providing employees with opportunities for professional development and growth<\/p>\n\n\n\n<p>18<br>Q<br>Which decision can human resource management assist with during the combination stage of mergers and acquisitions?<\/p>\n\n\n\n<p>Which employees to retain<br>What the goal of combination will be<br>When to declare the combination a success<br>How the new location is designed<br>A<br>Which employees to retain<\/p>\n\n\n\n<p>19<br>Q<br>How can human resource managers serve as internal consultants?<\/p>\n\n\n\n<p>By helping managers develop business plans<br>By helping managers avoid common training pitfalls<br>By conducting cost audits<br>By assisting in the planning of social events<br>A<br>By helping managers avoid training pitfalls<\/p>\n\n\n\n<p>20<br>Q<br>What are two uses of a job analysis?<\/p>\n\n\n\n<p>Establishing job requirements and designing job-based safety equipment<br>Creating job\u2019s standard operating procedure and establishing succession plans<br>Developing a recruiting plan and designing a compensation plan for a particular job<br>Producing job performance objectives and determining appropriate efficiency benchmarks<br>A<br>Developing a recruiting plan and designing a compensation plan for a particular job<\/p>\n\n\n\n<p>21<br>Q<br>How can human resource managers use performance metrics to benefit their organizations?<\/p>\n\n\n\n<p>They can use metrics that reveal weakness in a critical division to include nice staging plans<br>They can use metrics that measure trivial aspects of performance to set a tone of high expectations<br>They can use metrics that focus on positive results to create a sense of dissatisfaction among employees<br>They can use metrics that are reported to suppliers and vendors to increase operational transparency<br>A<br>They can use metrics that reveal weakness in a critical division to influence staffing plans<\/p>\n\n\n\n<p>22<br>Q<br>What should human resource managers use to determine performance metrics?<\/p>\n\n\n\n<p>Business goals<br>Employee needs<br>Manager instincts<br>Profit expectations<br>A<br>Business goals<\/p>\n\n\n\n<p>23<br>Q<br>What aspect of an organization is increased when policies of inclusion are adopted?<\/p>\n\n\n\n<p>It\u2019s talent pool<br>It\u2019s mission statement<br>It\u2019s performance metrics<br>It\u2019s workplace safety rating<br>A<br>It\u2019s talent pool<\/p>\n\n\n\n<p>24<br>Q<br>Why might an organization want to increase its efforts at inclusion and diversity?<\/p>\n\n\n\n<p>To reduce costs of employee benefits<br>To reduce negative public relations<br>To focus attention on promotion policies<br>To increase the average level of employee education<br>A<br>To reduce negative public relations<\/p>\n\n\n\n<p>25<br>Q<br>Classify each example as either a policy or a procedure. Answer options may be used more than once or not at all.<\/p>\n\n\n\n<p>Employees should avoid using language that could be interpreted as discriminatory<br>To receive reimbursement, employees need to submit receipts from travel and dining<br>The company advocates, in all operational aspects, for diversity of experience, background, and culture to support innovation, workplace environment, employees, customers and stakeholders<br>Employees wishing to take time off should give prior written notice to their supervisors<br>A<br>Employees should avoid using language that could be interpreted as discriminatory (POLICY)<br>To receive reimbursement, employees need to submit receipts from travel and dining (PROCEDURE)<br>The company advocates, in all operational aspects, for diversity of experience, background, and culture to support innovation, workplace environment, employees, customers and stakeholders (POLICY)<br>Employees wishing to take time off should give prior written notice to their supervisors (PROCEDURE)<br>26<br>Q<br>How does an employee handbook protect employers?<\/p>\n\n\n\n<p>It improves the performance and reduced the training costs of new employees<br>It discourages employees from taking advantage of legal protections provided by federal law<br>It ensures that employees are informed about company expectations, policies, and benefits.<br>It reduces the requirements to provide insurance, retirement funds, and other benefits to employees<br>A<br>It ensures that employees are informed about company expectations, policies, and benefits<\/p>\n\n\n\n<p>27<br>Q<br>Which situation is an example of poor person-organizational fit?<\/p>\n\n\n\n<p>An employee shares the employer\u2019s attitudes and personality, but lacks the specific training required to excel in the position.<br>An employee has the necessary training and skills for a position, but has a different set of values than the employer<br>An employee who works smoothly with all coworkers is valued while requiring a great deal of assistance to perform the job<br>A relatively unskilled employee is able to use experience to get promoted by matching the company\u2019s expected level of competitiveness<br>A<br>An employee has the necessary training and skills for a position, but has a different set of values than the employer<\/p>\n\n\n\n<p>28<br>Q<br>How does souring affect recruiting?<\/p>\n\n\n\n<p>Sourcing determines whether recruiting programs will be required<br>Effective sourcing improves the compatibility of talent pools to open positions<br>Strong sourcing decisions can make up for weak recruiting efforts<br>Sourcing makes up for deficits in recruiting plans<br>A<br>Effective sourcing improves the comparability of talent pools to open positions<\/p>\n\n\n\n<p>29<br>Q<br>What is the benefit of external recruiting?<\/p>\n\n\n\n<p>External hires can bring in new ideas and insights<br>External hires can be less expensive to identify and recruit<br>External hires can be more productive in their positions early on<br>External hires can be measured more easily using existing metrics<br>Study These Flashcards<br>A<br>External hires can bring in new ideas and insights<\/p>\n\n\n\n<p>30<br>Q<br>Which request might be asked during a case interview?<\/p>\n\n\n\n<p>Tell me about your experiences with past failures and successes<br>Describe a situation in which you have successfully solved a difficult problem<br>Show which skills you have that will best benefit the company\u2019s goals and mission<br>Explain how you would react if you were asked by a coworker to take shortcuts to meet job expectations<br>Study These Flashcards<br>A<br>Show which skills you have that will best benefit the company\u2019s goals and mission<\/p>\n\n\n\n<p>31<br>Q<br>Why might human resource managers place limited importance on distributive fairness in the hiring process?<\/p>\n\n\n\n<p>Only those hired tend to appreciate the outcomes of the process<br>Executives, rather than candidates, care about fairness in hiring<br>This type of fairness cannot be measured in any meaningful manner<br>More people benefit from this measurement than from other fairness issues<br>Study These Flashcards<br>A<br>Only those hired tend to appreciate the outcomes of the process<\/p>\n\n\n\n<p>32<br>Q<br>Which step in an effective training program involves determining the best setting, methods, and materials to be used?<\/p>\n\n\n\n<p>Assessing training needs<br>Designing training systems<br>Evaluating training outcomes<br>Developing training objectives<br>Study These Flashcards<br>A<br>Designing training systems<\/p>\n\n\n\n<p>33<br>Q<br>Which type of training includes both role-paying and action learning?<\/p>\n\n\n\n<p>Virtual training<br>Classroom training<br>On-the-job training<br>Experiential training<br>Study These Flashcards<br>A<br>Experiential training<\/p>\n\n\n\n<p>34<br>Q<br>What does a person\u2019s learning style determine?<\/p>\n\n\n\n<p>The likelihood of being promoted<br>The position that is the best fit<br>The rewards that will be the most motivational<br>The instructional methods that are the most effective for training<br>Study These Flashcards<br>A<br>The instructional methods that are the most effective for training<\/p>\n\n\n\n<p>35<br>Q<br>During which level of Kirkpatrick\u2019s training evaluation might participants take a test on the training materials?<\/p>\n\n\n\n<p>Reaction<br>Learning<br>Behavior<br>Results<br>Study These Flashcards<br>A<br>Learning<\/p>\n\n\n\n<p>36<br>Q<br>How can performance management help an organization evaluate change initiatives, training procedures, and new technologies?<\/p>\n\n\n\n<p>By generating useful data<br>By attracting leaders with vision<br>By improving workplace diversity<br>By anticipating customers\u2019 future demands<br>Study These Flashcards<br>A<br>By generating useful data<\/p>\n\n\n\n<p>37<br>Q<br>How can goal setting boost employee performance?<\/p>\n\n\n\n<p>By clarifying job requirements and rules<br>By focusing attention on specific objectives<br>By explaining the reasons behind an initiative<br>By guaranteeing a positive outcome for stakeholders<br>Study These Flashcards<br>A<br>By focusing attention on specific objectives<\/p>\n\n\n\n<p>38<br>Q<br>Which source of performance information is most knowledgeable about an employee\u2019s day-to-day performance in self-managed team?<\/p>\n\n\n\n<p>Coworker<br>Customer<br>Supervisor<br>Subordinate<br>Study These Flashcards<br>A<br>Coworker<\/p>\n\n\n\n<p>39<br>Q<br>How does providing regular feedback to employees relate to their goals?<\/p>\n\n\n\n<p>It minimally affects goal accomplishment<br>It ensures their goals are met<br>It helps direct progress toward goals<br>It decreases the need for performance improvement<br>Study These Flashcards<br>A<br>It helps direct progress toward goals<\/p>\n\n\n\n<p>40<br>Q<br>An employee has already been approached concerning poor performance, but is not improving. Which corrective discipline step should be repeated with a stronger statement of the consequences for not improving?<\/p>\n\n\n\n<p>Counseling<br>Written warning<br>Suspension without pay<br>Termination<br>Study These Flashcards<br>A<br>Written warning<\/p>\n\n\n\n<p>41<br>Q<br>Place the steps of progressive discipline in order from first to last.<\/p>\n\n\n\n<p>Written warning<br>Counseling<br>Suspension without pay<br>Termination<br>Study These Flashcards<br>A<br>Counseling<br>Written warning<br>Suspension without pay<br>Termination<\/p>\n\n\n\n<p>42<br>Q<br>What is an example of opportunity bias?<\/p>\n\n\n\n<p>A manager gives an employee low performance ratings in order to maintain the employee\u2019s incentive to continue trying to improve<br>A manager gives an employee low performance ratings based on assumptions about the employee\u2019s religious and cultural background<br>A manager gives an employee low performance ratings as a result of a failed project, even though the failure was a result of outside factors<br>A manager gives an employee low performance ratings after previously having high expectations based on the employee\u2019s educational credentials<br>Study These Flashcards<br>A<br>A manager gives an employee low performance ratings as a result of a failed project, even though the failure was a result of outside factors<\/p>\n\n\n\n<p>43<br>Q<br>What is a critical factor in creating a culture of safety?<\/p>\n\n\n\n<p>A system of rewards and punishments based upon operational outcomes<br>A commitment of an organization to the projections and well-being of its employees<br>A hiring program that identifies prospective employees who are educated<br>A clear and consistent training program that educates employees about safety laws<br>Study These Flashcards<br>A<br>A commitment of an organization to the projections and well-being of its employees<\/p>\n\n\n\n<p>44<br>Q<br>What is a function related to the primary goal of the Occupational Safety and Health Administration (OSHA)?<\/p>\n\n\n\n<p>To collect fines<br>To issue citations<br>To correct hazards<br>To design projects<br>Study These Flashcards<br>A<br>To correct hazards<\/p>\n\n\n\n<p>45<br>Q<br>How do employee wellness programs benefit employers?<\/p>\n\n\n\n<p>By reducing workers\u2019 compensation and disability-related costs<br>By reducing the need for elaborate safety training programs<br>By limiting the involvement of managers in performance management<br>By improving the satisfaction of customers with employee performance<br>Study These Flashcards<br>A<br>By reducing worker\u2019s compensation and disability-related costs<\/p>\n\n\n\n<p>46<br>Q<br>What determines whether stress is functional or dysfunctional?<\/p>\n\n\n\n<p>What source causes I t and when it occurs<br>Where it is experienced and the source of the stress<br>Why is has been created and how long it lasts<br>How manageable it is and the emotions it causes<br>Study These Flashcards<br>A<br>How manageable it is and the emotions it causes<\/p>\n\n\n\n<p>47<br>Q<br>What is an example of bullying in the workplace?<\/p>\n\n\n\n<p>Setting high expectations<br>Posting performance metrics publicly<br>Intimidating a coworker<br>Implementing a strict disciplinary policy<br>Study These Flashcards<br>A<br>Intimidating a coworker<\/p>\n\n\n\n<p>48<br>Q<br>What is an example of holding the target of bullying to a different performance standard?<\/p>\n\n\n\n<p>Forcing the target to work long hours under threat of dismissal<br>Talking poorly about the target to those in higher positions<br>Assigning the target unrealistic goals and deadlines<br>Denying the target annual leave<br>Study These Flashcards<br>A<br>Assigning the target unrealistic goals and deadlines<\/p>\n\n\n\n<p>49<br>Q<br>Which organization advocates that a well-written and implemented workplace violence prevention program can reduce the incidence of workplace violence in all workplaces?<\/p>\n\n\n\n<p>Society for Human Resource Administration (SHRA)<br>National Labor Relations Board (NLRB)<br>Occupational Safety and Health Administration (OSHA)<br>Association of Fair Labor Protection Act (AFLP)<br>Study These Flashcards<br>A<br>OSHA<\/p>\n\n\n\n<p>50<br>Q<br>What area two physical changes that can be made to prevent workplace violence? (Choose 2)<\/p>\n\n\n\n<p>Adding more windows<br>Implementing key card access<br>Putting in silent alarms<br>Updating computer systems<br>Study These Flashcards<br>A<br>Implementing key card access<\/p>\n\n\n\n<p>Putting in silent alarms<\/p>\n\n\n\n<p>51<br>Q<br>Which tactic can employers use to improve employee engagement and motivation towards safety?<\/p>\n\n\n\n<p>Incentives<br>Posters<br>Training<br>Safety Inspections<br>Study These Flashcards<br>A<br>Incentives<\/p>\n\n\n\n<p>52<br>Q<br>How does a safe workplace positively relate to employee motivation and engagement?<\/p>\n\n\n\n<p>It creates an environment that reduces and discourages functional stress<br>It encourages an environment for high employee production performance<br>It develops training opportunities through intuitive job design<br>It discourages employee feedback on redundant issues<br>Study These Flashcards<br>A<br>It encourages an environment for high employee production performance<\/p>\n\n\n\n<p>53<br>Q<br>What is the influence tactic that enhances one\u2019s formal authority to make a request by referring to precedents, rules, contracts, or other official documents.<\/p>\n\n\n\n<p>Ingratiation<br>Legitimating<br>Personal appeal<br>Assertiveness<br>Study These Flashcards<br>A<br>Legitimating<\/p>\n\n\n\n<p>54<br>Q<br>Which act was intended to curb common work stoppages, strikes, and general labor conflict?<\/p>\n\n\n\n<p>Wagner act<br>Railway Labor Act<br>Taft-Hartley Act<br>Landrum-Griffith Act<br>Study These Flashcards<br>A<br>Wagner Act<\/p>\n\n\n\n<p>55<br>Q<br>What is a psychological contract the workplace?<\/p>\n\n\n\n<p>An agreement a company has with an outsourced psychiatrist for employee assistance<br>A relationship between the human resource department and a psychologist to develop tactics for employee motivation<br>The hidden expectations and promises between an employer and an employee<br>The agreement an employer makes with an employee concerning the employee\u2019s performance initiatives<br>Study These Flashcards<br>A<br>The hidden expectations and promises between an employer and an employee<\/p>\n\n\n\n<p>56<br>Q<br>Which type of compensation can developmental opportunities be considered?<\/p>\n\n\n\n<p>Direct financial compensation<br>Non financial compensation<br>Incentive pay<br>Indirect financial compensation<br>Study These Flashcards<br>A<br>Non financial compensation<\/p>\n\n\n\n<p>57<br>Q<br>What is the disadvantage of a pay-for-performance plan?<\/p>\n\n\n\n<p>It hardly connects to an employee\u2019s extrinsic motivation<br>It potentially negates an employee\u2019s intrinsic motivation<br>It normally reduces production and efficiency<br>It normally promotes entitlement culture<br>Study These Flashcards<br>A<br>It potentially negates an employee\u2019s intrinsic motivation<\/p>\n\n\n\n<p>58<br>Q<br>What are two reasons why companies offer employee benefits?<\/p>\n\n\n\n<p>To provide employees with work-life balance<br>To support job and layout design<br>To promote employees\u2019 work projects<br>To boost employee satisfaction<br>Study These Flashcards<br>A<br>To provide employees with work-life balance<\/p>\n\n\n\n<p>To boost employee satisfaction<\/p>\n\n\n\n<p>59<br>Q<br>Which type of a benefit are domestic partner benefits?<\/p>\n\n\n\n<p>Mandatory<br>Customary<br>Optional<br>Special<br>Study These Flashcards<br>A<br>Optional<\/p>\n\n\n\n<p>60<br>Q<br>What is the goal of an organization that offers the benefits of a. Wellness program, flextime, and personal days?<\/p>\n\n\n\n<p>To decrease employee engagement<br>To decrease employee absenteeism<br>To increase family security<br>To increase retirement security<br>Study These Flashcards<br>A<br>To decrease employee absenteeism<\/p>\n\n\n\n<p>61<br>Q<br>What is the result of people being committed to, involved with, enthusiastic, and passionate about their work?<\/p>\n\n\n\n<p>Organizational citizenship behavior<br>Job dissatisfaction<br>Employee engagement<br>Job security<br>Study These Flashcards<br>A<br>Employee engagement<\/p>\n\n\n\n<p>62<br>Q<br>Which action enhances employee engagement?<\/p>\n\n\n\n<p>Having little authority to make decisions on projects<br>Allowing employees to use their talents<br>Providing feedback to employees twice a year<br>Having a limited performance evaluation system<br>Study These Flashcards<br>A<br>Allowing employees to use their talents<\/p>\n\n\n\n<p>63<br>Q<br>What is affective commitment?<\/p>\n\n\n\n<p>Having a positive emotional attachment to the organization and strong identification with its values and goals<br>Feeling obliged to stay with an organization for moral or ethical reasons<br>Staying with an organization because of perceived high economic and\/or social costs involved with leaving<br>Maintaining employment due to workplace benefits and competitive pay<br>Study These Flashcards<br>A<br>Having a positive emotional attachment to the organization and strong identification with its values and goals<\/p>\n\n\n\n<p>64<br>Q<br>What is an example of voluntary turnover?<\/p>\n\n\n\n<p>An employee leaves for a higher paying job<br>An employee is let go for performance problems<br>An employee is fired for ethical issue<br>An employee leaves due to company downsizing<br>Study These Flashcards<br>A<br>An employee leaves for higher paying job<\/p>\n\n\n\n<p>65<br>Q<br>What are two potential costs of voluntary turnover?<\/p>\n\n\n\n<p>It leads to better customer service<br>It leads to having to train a replacement worker<br>It leads to losing a poor performer<br>it disrupts teamwork<br>Study These Flashcards<br>A<br>It leads to having to train a replacement worker<\/p>\n\n\n\n<p>It disrupts teamwork<\/p>\n\n\n\n<p>66<br>Q<br>What are two retention strategies for reducing voluntary turnover?<\/p>\n\n\n\n<p>Quality leadership<br>Flexible work<br>Performance evaluation<br>Raising work standards<br>Study These Flashcards<br>A<br>Quality leadership<\/p>\n\n\n\n<p>Flexible work<\/p>\n\n\n\n<p>67<br>Q<br>Which factor may increase a company\u2019s voluntary turnover?<\/p>\n\n\n\n<p>Good economic environment<br>Poorer economic environment<br>Excellent pay and benefits<br>Performance accountability<br>Study These Flashcards<br>A<br>good economic environment<\/p>\n\n\n\n<p>68<br>Q<br>What is they difference between replacement planning and succession management?<\/p>\n\n\n\n<p>Identifying specific backup candidates versus building feeder groups up and down the leadership pipeline<br>Employing efficient hiring processes for production employees versus employing a focused hiring process for well-qualified external candidates<br>Increasing employee performance versus assessing employee performance against a given standard practice<br>Employing a focused process for improving employee productivity versus employing a broad, team-oriented production scheme for capacity planning<br>Study These Flashcards<br>A<br>Identifying specific backup candidates versus building feeder groups up and down the leadership pipeline<\/p>\n\n\n\n<p>69<br>Q<br>What is an example of workforce redeployment?<\/p>\n\n\n\n<p>A firm laying off employees when closing a key plant facility<br>A production firm assigning a group of employees to the marketing department for ease of payroll<br>A firm assigning a Java IT expert to a new client requesting a Java IT engineer<br>Moving an employee to a new location to satisfy the employee\u2019s family needs<br>Study These Flashcards<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Direct financial compensationcompensation received in the form of salary, wages, commissions, stock options or bonuses indirect financial compensationall the tangible and financially valued rewards that are not included in direct compensation including free meals, vacation time and health insurance nonfinancial compensationrewards and incentives given to employees that aren&#8217;t financial in nature base payreflects the size 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