Exam 1 - Study Guide

Question 1

1. Understand diversity

Answer 1

• Diverse teams come up with diverse and creative solutions that work better for the company
• Diverse teams bring more skills and knowledge to the table to help improve the company
• Most diverse company -> help with Recruitment in general
• Diverse teams can better cater to the needs of the customers
• Help broaden the customer base
• Help avoid some disaster (e.g., ad)
• Give a team more legitimacy

Question 2

2. People as a competitive advantage; know the criteria for sustainable competitive advantage through people: VRIO

Answer 2

People as a competitive advantage
If people are your source of competitive advantage, then
you need to invest in them! HR facilitates this investment

Question 3

a. what is a HPWS?

Answer 3

3. High performance work system:

Question 4

3. High performance work system:

Answer 4

HIGH PERFORMANCE WORK SYSTEM
“A specific combination of HR practices, work structures, and processes that maximizes employee knowledge, skill, commitment, and flexibility.”
If people are your source of competitive advantage, then
you need to invest in them! HR facilitates this investment

Question 5

b. Internal v. external fit

Answer 5

• Horizontal fit is also called internal fit (ex. Supporting technology, workflow design, leadership practices and HRM practices)

Question 6

• Vertical first

Answer 6

is also called external fit (ex. Competitive challenges, organizational values and employee concerns)

Question 7

4. Management by measurement

Answer 7

Management by measurement” system—ensuring all

functional business units subscribe to guidelines for sound, strategic measurement

Question 8

Management by measurement

Criteria to measure

Answer 8

performance (e.g., individual, team, unit)
quantity, quality
Timeliness
Error rate
productivity

Question 9

5. Be familiar with the trends enhancing the importance of HRM

Answer 9

The increased globalization of the economy
Technology changes
Increase in litigation and regulation
Changing characteristics of the workforce

Question 10

6. Sources of uniqueness

Answer 10

[not sure]

Question 11

a. Equal Pay Act of 1963

Answer 11

Requires all employees covered by the Fair `Labor Standards act and others to provide equal pay for equal work, regardless of sex

Question 12

b. Civil Rights Act of 1964

Answer 12

Prohibits discrimination in employment on the basis or race, color, religion, sex, of national origin, created the Equal Employment Opportunity Commision (EEOC) to enforce the provisions or Title IVV

Question 13

c. Age Discrimination in Employment Act of 1967

Answer 13

Prohibits private and public employers from discrimination against people 40 years of age of older in any case or employment because of age; exceptions are permitted where age is a bona fide occupational qualification

Question 14

d. Pregnancy Discrimination Act of 1978

Answer 14

prohibits employers from discriminating on the basis of pregnancy, childbirth, or related medical conditions

Question 15

e. ADA (American with Disabilities Act) and ADAAA (ADA Amendments Acts of 2008); also understand major life activities, mitigating measures in ADAAA

Answer 15

prohibits employers from discriminating on the basis of pregnancy, childbirth, or related medical conditions• Changes in ADAAA (2008)

◦

Question 16

◦ Expanding the definition “major life activities”

Answer 16

‣ Bending

‣ Breathing

Question 17

Is Mitigating measures: shall NOT be considered

Answer 17

Mitigating measures: shall NOT be considered

Question 18

2. What is BFOQ

Answer 18

“Bona fide occupational qualification”

Question 19

“Bona fide occupational qualification”

Answer 19

The rule allows for the hiring of individuals based on race, sex, age and national origin if these characteristics are bona fide occupational qualifications.

Question 20

What’s an exception and complete defense to Title VII of the Civil Rights Act of 1964.

Answer 20

“Bona fide occupational qualification”

Question 21

3. What is discrimination?

Answer 21

Federal laws to prevent discrimination based on age, pregnancy, equal pay, disability, race, color

Question 22

Sexual Harassment (under Title VII)

Answer 22

• An employer may also be considered guilty or sexual harassment

• Unwelcome advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature in the working environment
• A company can be held responsible for not taking action if it knows of sexual harassment

Question 23

4. EEO law and retaliation

Answer 23

The treatment of individuals in a fair and nonbiased manner with respect to all aspects of employment.

Question 24

5. adverse impact (or disparate impact) & disparate treatment

Answer 24

• Adverse (disparate) impact: refers to a disparity in the selection for hiring or promotion that disadvantages individuals of a particular race, ethnicity or sex.

Question 25

Disparate treatment:

Answer 25

unequal behavior toward someone because of a protected characteristic (E.g., race or gender) under Title VII of the United States Civil Rights Act.

Question 26

6. What is affirmative action? What is at the heart of the trouble with this issue?

Answer 26

- Required that government employers “not discriminate against any employee or applicant for employment because of race, creed, color, or national origin.” - Can be an issue that selecting someone primarily on the basis of their membership in a protected class than on their actual qualifications can be counterproductive to society as a whole. Robs minorities of the respect of their peers.

Question 27

a. McDonnell Douglas v. Green

Answer 27

Case that established criteria for disparate treatment. (person was qualified for the job, wasn’t given it, and the position stayed open)

Question 28

b. Griggs v. Duke Power

Answer 28

1971 case that recognized adverse impact/disparate discrimination (first case of its type) (black people could only work in labor before) (has nothing to do with the ability to perform the job)

Question 29

c. Albemarle v. Moody

Answer 29

1975 Court ruling that items used to validate employment requirements must be job-related.

Question 30

d. Connecticut v. Teale.

Answer 30

Adverse impact (⅘ rule) the examination was favored towards whites (used the bottom line approach but that is not okay)

Question 31

e. Watson v. Fort Worth Bank

Answer 31

Disparate treatment (based on subjective judgement by white guys)

Question 32

1. Performing job/work analysis: methods and sources | What are the steps

Answer 32

``` Step 1: select jobs to study Step 2: determine information to collect Step 3: identify sources of data Step 4: methods of data collection Step 5: evaluate and verify data collection Step 6: write job analysis report ```

Question 33

2. What are the major goals for work analysis?

Answer 33

To identify the task requirement and qualifications of the job, so that HR can properly plan resources

Question 34

3. What is the legal significance of work analysis?

Answer 34

Disabled people under ADA. A moving company has to prove it can’t hire a disabled person because you need both legs

Question 35

Job descriptions

Answer 35

- Description: list out the job title, tasks, duties, roles and responsibilities, with respect to the particular job.

Question 36

job specifications

Answer 36

Job specifications: concerned with the listing of incumbent’s qualification, skills and abilities that are needed to discharge the job efficiently

Question 37

5. Writing job descriptions

Answer 37

1. Job Title 2. Job Identification 3. Essential Functions 4. Job Specifications

Question 38

6. understand job design;

Answer 38

Job design: outgrowth of job analysis that improves jobs through technological and human considerations in order to enhance organization efficiency and employee job satisfaction

Question 39

job characteristics model

Answer 39

Job characteristics model: skill variety, task identity, task significance, autonomy feedback

Question 40

1. What is Human Resources planning?

Answer 40

The process of anticipating and making provision for the movement of people into, within, and out of an organization

Question 41

Estimating labor demand

Answer 41

Workforce Utilization Summary Used to determine headcounts and workforce deployment

Question 42

Estimating supply | 2

Answer 42

- future internal labor supply | - Future external labor supply

Question 43

future internal labor

Answer 43

supply | Using current employers for new positions

Question 44

Future external labor

Answer 44

supply | Using people outside the organizations. Interested in the job

Question 45

Shortages

Answer 45

- Temporary workers | - Layoffs

Question 46

Surpluses | How should you handle a layoff?

Answer 46

- Communicate fully - Handle the layoff fairly - Ask lay-offs to leave immediately - Offer counseling and assistance to survivors

Question 47

What is job sharing?

Answer 47

[Look in book] | google: 2 ppl share job, share remuneration

Question 48

What is telecommuting?

Answer 48

[look in book] | google: over the telephone job (customer services)

Question 49

• Sustainable competitive advantage (VRIO)

Answer 49

◦ Valuable: ◦ Rare: Knowledge, skills, and abilities (KSAs) ◦ Inimitable: Difficult to copy ◦ Organized: teamwork and cooperation ‣ Need 4 of these to be sustainable competitive advantages