MGMT 3000 CH 9: Managing Human Capital (exam 2) PDF

MGMT 3000 CH 9: Managing Human Capital (exam 2) Study online at https://quizlet.com/_9lw3tl 1. Acquiring Human A firm's structure, systems, human resources, and man- Capital: Two Es- agement practices must match the competitive landscape sential Consider- ations (9-1) Requires m...

MGMT 3000 CH 9: Managing Human Capital (exam 2) Study online at https://quizlet.com/_9lw3tl 1. Acquiring Human A firm's structure, systems, human resources, and man- Capital: Two Es- agement practices must match the competitive landscape sential Consider- ations (9-1) Requires managers to match HR practices with a compa- ny's: 1.Stage of growth 2.Strategic objectives 2. 1. Stage of Growth matching HR practices to organizational state of growth Stage I: Initiation Stage II: Functional growth Stage III: Controlled growth Stage IV: Functional integration Stage V: Strategic integration 3. Initiation loose, informal management; basic salary and benefits; flexible job definitions 4. Functional responding to business needs in compensation and ben- growth efits; add training and development programs; recruit spe- cialists 5. Controlled growth formalized control measurements and goals; routine per- formance appraisals + more formal control mechanisms; more well-defined job roles/functions 6. Functional inte- long range planning; create interdisciplinary training pro- gration grams, more formal planning and hiring cycles; decide who will succeed current leadership 7. Strategic integra- HR is completely integrated with the company's strategic tion direction, training & development is focused on strategic issues 8. 2. Strategic objec- affected by the type of competitive strategy that a compa- tives ny pursues Cost leadership strategy - HR practices should focus on: - Cost-effectively increasing productivity 1 / 11  MGMT 3000 CH 9: Managing Human Capital (exam 2) Study online at https://quizlet.com/_9lw3tl - Examples: part-time employees, subcontractors, flexible job assignments, job specialization, simplified tasks to reduce training time. Differentiation strategy - HR practices should include: - Constant feedback system Moderate collaboration across functions - Employee participation in decision making Focused innovation strategy - HR practices should allow for: - Greater autonomy and room for experimentation - Ample opportunities for development and training 9. Acquiring human - Human resource planning capital (9-2) - Recruiting talent - Selecting talent 10. Human Resource Job analysis: the process of analyzing information about Planning specific job tasks in order to provide a more precise job description and define the characteristics of the ideal candidate for the position - Interviews with management and current jobholders - Observations in the workplace - Self-administered questionnaires Requires benchmarking compensation and benefits of- ferings - Positions are compensated based on the required com- bination of education, experience, and potential talent required to perform a particular job Requires assessment of the business environment to understand the availability of workers with specific skill levels 11. Recruiting Talent Internal: Finding qualified applicants from workers who already work at the firm 2 / 11  MGMT 3000 CH 9: Managing Human Capital (exam 2) Study online at https://quizlet.com/_9lw3tl ~Advantages - Knowing company culture, background, and products, allows to make a quicker and more meaningful impact in the new role - Demonstrates that employees have access to a poten- tial career path that allows growth and development - Organization is aware of the skills and potential of the candidate External: Finding qualified applicants outside the firm - Higher compensation offered to external recruits may cause equity issues within a firm Realistic job preview 12. Realistic job pre- when an organization provides information to job candi- view dates that highlights the most important conditions of a job including its positive and negative aspects 13. Selecting Talent - Reviewing qualitative and quantitative data - Using social media to learn more about potential - Reviewing a candidate's past work history - Situational interviews - Conducting reference checks - Structured interviews - Selection tests 14. Situational inter- asking to explain how a candidate would respond in var- views ious situations likely to occur on the job - Helps predict future behavior - Helps understand candidate's analytical abilities 15. Structured inter- 4 types of questions are usually asked: views 1. Situational questions 2. Behavioral questions 3. Background questions 4. Job-knowledge questions 16. Selection tests used to measure qualities directly or indirectly related to job performance 3 / 11  MGMT 3000 CH 9: Managing Human Capital (exam 2) Study online at https://quizlet.com/_9lw3tl - Specific ability tests - Cognitive ability tests - Biographical data (biodata) - Personality test - Work sample/performance tests 17. Specific ability measure the extent to which an applicant possesses the tests particular kind of ability needed to do a job well 18. Cognitive ability indicate how quickly and how well people. understand tests words, numbers, logic, and spatial dimensions 19. Biographical data extensive surveys that ask applicants questions about (biodata) their personal backgrounds and life experiences 20. Personality tests measure the extent to which applicants possess different kinds of job-related personality dimensions 21. Work sample require applicants to perform tasks that are actually done tests (perfor- on the job mance tests) So, unlike specific ability, cognitive ability, biographical data, and personality tests, which are indirect predictors of job performance, these tests directly measure job ap- plicants' capability to do the job. 22. Integrity tests a specific type of personality test designed to assess an applicant's tendency to be honest, trustworthy, and dependable. 23. Managing human - training and developing employees capital (9-3) - feedback and performance reviews - reward systems - managing a multi generational workforce - employee separations 24. Training and De- Reasons: veloping Employ- - Need to orient employees on business practices ees - Teach skills with a new piece of equipment - Educate on new product or service offerings 4 / 11  MGMT 3000 CH 9: Managing Human Capital (exam 2) Study online at https://quizlet.com/_9lw3tl To be effective, training should fit: - Internally with the structure and culture of the organiza- tion - Externally with the strategic, competitive landscape - Needs assessment - Development 25. Needs assess- process by which an organization determines what type ment of training needs to be done and who is best positioned to deliver the training 26. Development a longer term, ongoing process of training that improves an employee's personal abilities over time. - Attracts higher quality employees and keeps them more engaged in the company. - Is effective when the organization's needs are aligned with the individual's career needs. 27. Feedback and - 360-degree feedback Performance Re- - Performance appraisal views - Management by Objectives (MBO) 28. 360-degree feed- Employees conduct a self-assessment of key competen- back cies and then compare their responses to others in the organization - Helps individuals with career planning - Provides realistic view of employee skills, capabilities, and behaviors - Effective tool in leadership development 29. Performance ap- The identification, measurement, and management of praisal individual performance in organizations - Used to make decision on working conditions, promo- tions, terminations, and rewards - Helps make decisions on measurable goals 30. Management by The process of managing employees by outlining Objectives (MBO) a series of specific objectives or milestones that they are 5 / 11  MGMT 3000 CH 9: Managing Human Capital (exam 2) Study online at https://quizlet.com/_9lw3tl expected to meet in a time period - Goal setting - Participation 31. Goal setting defining objectives or targets for individual or firm perfor- mance Effective goals are SMART: S - Specific M- Measurable A - Attainable R - Realistic Participation T - Timely 32. Guidelines for - Limits performance: goals are too easy or tasks too goal setting simple - Peak performance: challenging but attainable - Demotivates Employees: goals too difficult or tasks too complicated 1. They can do motivate people greatly. 2. They can encourage unethical behavior. 3. They can lead to excessive risk taking. 33. Participation Traditional Approach: top-down communication and setting of goals/objectives Modern View: using bottom-up approach to generate commitment to targeted objectives 34. Reward Systems: Job-based pay: determined by the nature of a particular Compensation job Skill-based pay: determined by an individuals personal skills and knowledge 35. Managing a mul- BABY BOOMERS: ti generational - high quality colleagues workforce - flexibility 6 / 11  MGMT 3000 CH 9: Managing Human Capital (exam 2) Study online at https://quizlet.com/_9lw3tl - access to new challenges - recognition for one's company or boss - intellectually stimulating workplace - autonomy - opportunity to get back to the world GENERATION Y: - high quality colleagues - flexibility - access to new challenges - recognition for one's company or boss - prospects for advancement - steady rate of advancement 36. Employee Separa- Voluntary - changing jobs/firms, retirement tions Involuntary - termination, layoffs Downsizing - designed to reduce inefficiency and waste that builds up in an organization over time in an effort to be more competitive Survivor syndrome - can occur when certain employ- ees who survive a downsizing become narrow-minded, self-absorbed, resentful, or risk-averse 37. Contextual forces - The legal environment impacting human - Labor relations (labor mobilization) capital (9-4) - The offshoring trend (globalization) 38. Legal environ- Wagner Act of 1935 ment - Allowed employees the right to organize and collectively bargain for better: ~~~ Wages ~~~ Working conditions ~~~ Job security Fair Labor Standards Act of 1938 (FLSA) 7 / 11  MGMT 3000 CH 9: Managing Human Capital (exam 2) Study online at https://quizlet.com/_9lw3tl - Transformed the working environment ~~~ Minimum conditions for health, safety, and general well-being ~~~ Federal minimum wage ~~~ Maximum hours for a workweek ~~~ Officially banned child labor - Violators were subject to severe fines and possible imprisonment 39. Summary of General effect of the laws: Anti-Discrimina- Employers may not make employment decisions based tion Employment on Laws - sex, age, religion, skin color, national origin, race, or disability. 40. Expanded Defini- Disparate (unequal) treatment - tion of Discrimi- Intentionally using race, color, religion, sex, or national nation origin as a basis for treating people differently. Disparate (adverse) impact - An employer's practice results in fewer members of a protected class being included in the outcome of testing, hiring, or promotion practices than would be expected by numerical proportion. Four-fifths (80%) rule - If a member of a minority group does not have a success rate at least 80 percent that of the majority group, the practice may be considered to have an adverse impact. 41. Anti-Discrimina- Narrow Exception: tion Employment Bona fide occupational qualification (BFOQ) Laws A hiring qualification or criteria that is "reasonably neces- sary to the normal operation of that particular business." 42. Bona fide occu- Exception to certain hiring practices that would otherwise pational qualifica- be considered prohibited discrimination. tion (BFOQ) must be "reasonably necessary to the normal operation of that particular business." 8 / 11  MGMT 3000 CH 9: Managing Human Capital (exam 2) Study online at https://quizlet.com/_9lw3tl Which protected characteristic generally never is consid- ered a BFOQ? - Race - While religion, gender, or national origin may be con- sidered a bona fide occupational qualification in narrow contexts, race can never be a BFOQ. 43. BFOQ Application Catholic college hiring president, chaplain, and teaching faculty, vs hiring for secretarial and janitorial positions. Customer Satisfaction generally is not enough to justify a BFOQ defense. - Example: Customer preference for females does not make femininity a BFOQ for the occupation of flight at- tendant. - Some courts have held that customer preference can "'be taken into account only when it is based on the company's inability to perform the primary function or service it offers,' that is, where sex or sex appeal is itself the dominant service provided." 44. Sexual harass- form of discrimination in which unwelcome sexual ad- ment vances, request for sexual favors, or other verbal or phys- ical conducts of a sexual nature occurs. Quid pro quo sexual harassment - when employment outcomes, such as hiring, promotion, or simply keeping one's job, depend on whether an individual submits to being sexually harassed Hostile work environment - when unwelcome and de- meaning sexually related behavior creates an intimidating, hostile, and offensive work environment. In contrast to quid pro quo cases, a hostile work environment may not result in economic injury. However, it can lead to psychological injury from a stressful work environment. 9 / 11  MGMT 3000 CH 9: Managing Human Capital (exam 2) Study online at https://quizlet.com/_9lw3tl Mistakes managers make: - Assuming that victim and harasser are opposite sex. - Assuming that harassment only occurs between coworkers or between supervisors and subordinates. - Assuming that only people who have been harassed can file complaints. What should managers do? - Respond immediately. - Write a clear sexual harassment policy. - Establish clear reporting procedures. - Be aware of local and state laws and enforcement agencies. 45. T/F: it would not false be surprising to This would be surprising indeed, as a company in the very find a fully devel- early stages of growth typically has informal and relatively oped and strate- loose management practices generally, and with respect gically integrated to HR particularly. HR program at a company in growth stage 1 46. The process of Job analysis analyzing infor- mation about spe- cific job tasks in order to pro- vide a more pre- cise job descrip- tion and define the characteris- tics of the ideal candidate for the position 47. The equal em- A. disparate impact discrimination ployment oppor- C. Adverse impact discrimination tunity commis- 10 / 11  MGMT 3000 CH 9: Managing Human Capital (exam 2) Study online at https://quizlet.com/_9lw3tl sion filed suit Criminal background checks are, on their face, complete- against BMW al- ly neutral as to any protected characteristic under title leging its use VII of the civil rights act. Like an integrity test, Apple to of criminal back- test, shrink test, etc. the criteria does not explicitly exclude ground checks is any applicant based on race, skin color, national origin, discriminatory in religion, gender, or any other protected characteristic un- violation of title der title seven. Therefore, the claim has to be desperate seven of the civ- impact, which is also referred to as adverse impact. il rights act. What was the EEOC's theory of discrimi- nation and lawsuit against BMW? A. disparate im- pact discrimina- tion B. disparate treat- ment discrimina- tion C. Adverse impact discrimination D. intentional dis- crimination 48. What would BMW Bona fide occupational qualification likely argue in defending the EEOC's discrim- ination lawsuit based on BMW use of crimi- nal background checks? 11 / 11