Test 1 Review Spring 2025 (PDF)

Test 1 - Review Spring 2025 Chapters 1- 5 1  Test Mechanics 50 multiple choice questions. Please read the questions carefully / s-l-o-w-l-y. You may even want to “mouth the questions” to make sure you are not skipping over an important wor...

Test 1 - Review Spring 2025 Chapters 1- 5 1  Test Mechanics 50 multiple choice questions. Please read the questions carefully / s-l-o-w-l-y. You may even want to “mouth the questions” to make sure you are not skipping over an important word such as “not”. Example which of the following statements do not apply… Remember specific words have specific intent /meanings: If I ask about “direct” costs, that usually involves a financial cost; indirect costs, usually involve a non-financial cost, such as a staffing shortage. Time: 1hour and 15 minutes – plenty of time. I have never had a student run out of time. Take test in class. I will have a sign in sheet; be sure to sign in! Bring your lap top. If you do not have one, please make arrangements with the Library to check one out beforehand. Closed book, no notes. Exception for foreign students a Korean, Spanish or German- English dictionary is allowed. Please bring to class early and allow me to review before the test. 2 Chapter 1 - Human Resource (H R) Management Designing formal systems to manage human talent to accomplish organizational objectives & goals Roles selecting, training, rewarding, managing, and retaining employees 3  What are the Core HR Functions? Strategy and planning Equal employment opportunity Talent acquisition Talent management Total rewards Risk management and worker protection Employee and labor relations 4  What does HR do? Assist organizations to achieve higher: Profits EE Productivity Assist organizations in adapting to: A changing workforce; including a more diverse workforce. Sex, Age and other protected classifications Legal compliance - dealing with government statutes & regulations Hiring the right people, with the right skills, in the right positions at the right time to complete the work that needs to be done. 5 Benefits and Challenges of Technology Helps in strategic HR planning – business forecasting models Improves administrative and operational efficiency of H R functions – record keeping. Reduce costs Supports recruitment, selection, and training Challenge – Overreliance may negatively impact learning (Rely on the computer instead of thinking – planning – analysis…) Impact of AI is still to be determined. 6 Human Capital and Staffing Human capital: The collective value of the capabilities, knowledge, skills, life experiences, and motivation of an organization’s workforce Staffing Full Time – Part Time Gig economy: More work is performed by temporary or freelance workers rather than full-time employees. Example temps, seasonal EEs. Skill shortages Inadequate supply of workers with the skills needed to 7  Effective use of Human Capital Effectiveness: Ability of a program, project, or task to produce a specific desired effect or result that can be measured Efficiency: Degree to which operations are carried out in an economical manner (Manage costs) Cost – What is the cost of the “new program”? Does it result in savings in other areas? Or other improvements? (Safety program – does it reduce accidents, reduce absenteeism, or reduce turnover?) 8 Chapter 2 - Strategy and Strategic Planning Strategy: A plan an organization follows for how to compete successfully, survive, and grow. (The Plan) Strategic planning: Defining organizational strategy, or direction, and allocating resources toward its achievement. (How you are going to do it.) 9  Strategic Planning Organizational mission – What is your company’s / department’s overall goal / purpose? Establish goals and objectives – for your department / company. Develop organizational strategies – the plan Formulate – the steps needed to complete the desired business strategies Implement your plan Evaluate and reassess 10  Figure 2-5: HR Planning Process © 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  HR Factors and the SWOT Analysis – an example Strengths Intellectual capital Loyal, committed employees Innovative, adaptive employees High-performance practices © 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Succession Planning Process of identifying a plan for the orderly replacement of key employees What positions are the key positions will very with different companies. Goal - ensure high-quality talent will be available to carry out business strategies 13  Talent Imbalances – Too many, too few Managing a Talent Surplus Managing a Talent Shortage Reduce employee work hours Increase employee work hours through Attrition overtime Hiring freezes Outsource to a third party Voluntary separation programs Implement alternative work arrangements Workforce downsizing/reduction in force (RIF) Use contingent workers (temporaries, independent contractors) Reduce employee turnover (retention bonus) © 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Legal Considerations for Workforce Reductions Selection Criteria for Laying Off Title VII of the Civil Rights Act – do not use: sex, race, national origin, religion – as a factor in the decision making process (See slide 19) Age Discrimination in Employment Act Americans with Disabilities Act (also Pregnancy) Other Laws Worker Adjustment and Retraining Notification (WARN) Act Consolidated Omnibus Budget Reconciliation Act (COBRA) 15 Older Workers Benefit Protection Act (OWBPA) Chapter 3 Making workplace decisions and avoiding discrimination Employment decisions involving a candidate or an employee should be based on job requirements and employee qualifications. 1. Can a person perform the essential functions of the job / position? 2. In Disability (ADA) and Pregnancy cases: Can a person perform the essential functions of the job / position with or without a reasonable accommodation? 16  Employment, Job descriptions / requirements Based on Business necessity: Practices necessary for safe and efficient organizational operations Bona fide occupational qualifications (BFOQ): Legitimate requirement of the position / for the job. If the candidate does not meet the qualifications they may be excluded from consideration. Failure to meet legitimate job qualifications is not discrimination. 17  Reasonable Accommodation/Undue Hardship Reasonable accommodation: Modification to a job or work environment that gives a qualified individual an equal employment opportunity to perform the essential work. Undue hardship: Significant difficulty or expense imposed on an employer when making an accommodation for individuals with disabilities. (ADA, Pregnancy and Religion) 18  What are the major Protected Characteristics Race, Creed, Color, National Origin, Religion and Sex Expanded to include Marital Status, Pregnancy, Disability Military Status, Age, and Genetic Information Many states and Local governments have their own Civil Rights Statutes and may include additional categories: Height; weight; sexual orientation and others… Protected characteristics have nothing to do with whether or not a person can perform the essential functions of the job. 19  Unlawful Discrimination Disparate treatment: Individuals with particular characteristics that are not job related are treated differently from others. Sometimes referred to as Intentional Discrimination. Disparate impact: When an employment practice is neutral or that does not appear discriminatory, yet, adversely affects individuals with a particular characteristic. Neutral on its face but has a discriminatory impact on a protected group. 20  Disability Protections Federal Rehabilitation Act of 1973 provided for equal employment opportunity for disabled workers and applicants. Statute only applied to federal contractors. Americans with Disabilities Act (ADA) Applies to private employers, employment agencies, and labor unions with 15 or more employees Prohibits discrimination Requires employers to engage in the interactive process regarding reasonable accommodations. ADA Amendments Act (ADAAA) Broadens the definition of individuals with disabilities to include anyone with an impairment that limits life functions without regard for medication/prosthetics (includes “perceived” disability” – very broad.) 21  Pregnancy, FMLA & Equal Pay Pregnancy Discrimination Act (PDA), and Pregnant Workers Fairness Act (PWFA) Treating maternity leave the same as other personal or medical leaves Can the Employer provide a reasonable accommodation to allow a pregnant EE to continue working? Family and Medical Leave Act (FMLA) Allowing up to 12 weeks of unpaid family leave and allowing the individual to return to job – sickness, illness, individual or family member or military relation. The Equal Pay Act Requires employers to pay similar wage rates for similar work without regard to gender 22  Age Discrimination Laws Age Discrimination in Employment (ADEA) Prohibits discrimination against all individuals age 40 or older employed by an organization having 20 or more workers Note EEOC has expanded the protection to all ages Older Workers Benefit Protection Act (OWBPA) Protects employees who sign a release/waiver of age discrimination claims in exchange for severance packages 23  Sexual Harassment Sexual harassment: Unwelcome verbal, visual, or physical conduct of a sexual nature that is severe and affects working conditions or creates a hostile work environment Can involve: M-F; M-M; F-M; F-F Two types of actionable S/H Quid Pro Quo Hostile Work Environment 24  Preventing Sexual Harassment Establish a sexual harassment policy Communicate the policy regularly Train employees and managers on issues related to sexual harassment Encourage reporting with a positive culture and a neutral investigator Investigate when complaints are voiced and take appropriate action 25  Harassment Adopt policies against harassment Ethnic jokes, vulgar epithets, racial slurs, and improper physical are often categorized as harassment. Physical space. Clean no obscene graffiti, offensive posters. Training – Manager and Employee Recommend annual training with employee signed acknowledgment Right thing to do for your employees and helps to build a defence should someone make a claim of harassment. Handbook language should include no retaliation language 26  Military Status Protections Vietnam Era Veterans’ Readjustment Assistance Act Uniformed Services Employment and Reemployment Rights Act (USERRA) : Leaves of absence and return to employment rights Prompt reemployment on return Protection from discharge and retaliation Health insurance continuation Continued seniority rights As a general rule – if they have the orders, grant the leave. 27  Chapter 4: Workforce Participation and Profile Labor force participation rate: Percentage of the population working or seeking work According to the Department of Labor, the December 2023 labor participation rate was 62.5% of the population. Work relationship: Full-Time Employees Part-Time Employees Independent Contractors – example plumber; not part of your regular workforce. Contingent worker: Not a full-time employee; a temporary or freelance worker for a specific period of time and type of work. (Authors estimate – 35% of the workforce.) 28  Profile Challenges for HR planning Generational groups: Baby boomers , Gen X, Y & Z Each generation may have slightly different goals and focus. Some are more at ease with technology… Age – best utilization of the Graying Workforce see p 116 Skill gaps – we don’t have employees with the needed skills. Truckdrivers are retiring and positions maybe hard to fill Challenge to fill STEM fields (requiring Science, technology, engineering or math skills.) Improving readiness to work – training both vocational and special skills areas 29 Job Design and Job Redesign Job design: Organizing tasks, duties, responsibilities, and other elements into a productive unit of work Influences performance Affects overall job satisfaction Impacts both physical and mental well being and satisfaction Job redesign: Changing existing jobs in different ways to improve them 30  Approaches - Job Design / Redesign Job simplification: Breaking a more complex job into relatively small subparts Job enlargement: Broadening the scope of a job by expanding the number of different tasks that are performed Job enrichment: Increasing the depth of a job by adding responsibility for planning, organizing, controlling, and/or evaluating the job Job rotation: Process of shifting a person from job to job (Good for new managers – learn the work.) 31 Job Analysis – methods and sources Who is responsible to complete / perform the analysis? HR Operations / Management 3rd party – consultant. Where do we get the information? Source of Data Company Managers (and also employees) 3rd party (Department of Labor) How do we get the information - Methods Questionnaires Interviews Observations 32 Job Analysis – Information needed Tasks and Duties Skills needed Responsibilities Tools and Equipment Supervision Decision making authority Work hours / schedules / Travel Physical, psychological & emotional demands Knowledge, education, experience & certifications 33 Job Description: A drafting a checklist Identification Job title and department Reporting relationships Location and date of analysis General Summary General responsibilities and components of a job Overview of duties Essential Job Functions and Duties Functions and duties listed in order of importance Lists tasks, duties, and responsibilities 34 Job Description – Checklist (continued) Job Specifications Knowledge, skills, and abilities Education and experience Physical requirement and/or working conditions Disclaimers and Approvals Many job descriptions include approval signatures and legal disclaimers Allows employers to update / change job duties 35  Chapter 5 Motivation – Performance - Retention 36 Performance Employee effort motivation, work ethic, attendance + EE ability knowledge, skills + Company support training, equipment = performance results 37  Motivating Performance Top Motivators Other Motivators Being appreciated Pay and employment Respect in the security workplace Good managers/leaders Being able to utilize Feedback, training, and benefits personal capabilities Motivational speakers, T- Liking the job shirts, mugs, books, and videos © 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Motivation – lower needs must be met first… 39  Implied Expectations – Psychological Contract Employers Will Employees Will Provide Contribute Competitive wages Skill, continuous and benefits improvement and Flexibility to balance increased work and home life productivity Career development Reasonable opportunities length of service Safe work Extra efforts and environment results when needed © 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Components of Job Satisfaction Job Satisfaction Adequacy of the pay Opportunity for advancement Supervision Coworkers Nature of the work Goal: To have a workforce that is engaged with the Company and the work. Disengaged employees tend to be dissatisfied and may involve disciplinary issues, absenteeism and turnover. 41  Costs of Absenteeism Direct & Indirect Direct Costs Replacement for absent worker and salary/benefits for absent worker Overtime pay to have others cover the work Indirect Costs Lost productivity and/or lower productivity/quality of work Replacement training / supervisor’s lost time Customer dissatisfaction and overtime Late deliveries and slower work pace Overstaffing to cover anticipated absences Others have to pick up the slack 42  Employee Turnover Employees who leave an organization and have to be replaced Signs of Possible Turnover (EE dissatisfaction) Low interest in getting promoted and low motivation to keep managers happy Reluctance to be involved in long-term opportunities and decreased motivation to be enrolled in training and development opportunities Fewer contributions in meetings and just getting by or working only enough to get work done 43 Turnover Expense, can be costly and takes time Turnover costs (all of the following): Separation costs Vacancy costs Replacement costs Training costs Hidden and indirect costs (lost productivity; poor replacement hire etc.) 44  Retention Retaining Top Performers Executive mentoring Challenging job assignments Development of management competencies Regular performance feedback 45 Drivers of Retention 46 Process for Managing Retention 47 Turnover and Churn Churn: Hiring new workers while laying off others – NOT recommended. Employers sometimes complain about not being able to find workers with the right skills while they are laying off other employees 48 Study and good luck 49