Chapters 1 & 2HR professional characteristics - ethical (book and PowerPoint) Diversity - Whether diversity is something every organization should have. Is it good or not good to have diversity in an organization Generations and Differences - be able to distinguish differences, whether they are baby boomer or gen x/gen y. It will be questions that are more distinct for each generation HR Trends - Work force being older. In 2042 what is considered the minority could be the majority. Technological trend. HR Professional Characteristics

HRM are the policies, practices, and systems that influence employees'o Behavior o Attitudeso Performance

Includes: recruitment, selection, training, compensation, performance management, and general policy implementationo Ultimately drive organizational performance

Some HR managers are good at being strategic… some are not HR management requires substantial human relations skills, including skills in

o Communicatingo Negotiating o Team Development

HR professionals also need o To understand the language of business o To be credible with line managers and executiveso To be strategic partners

HR professionals must have integrity Always have to be on best behavior

Ethics in Human Resource Management

Ethics o The fundamental principles of right and wrong o Ethical behavior is behavior that is consistent with those principles o Many ethical issues in the workplace involve human resource management

Employee Rights

Right of free consent Right of privacy Right of freedom of conscience Right of freedom of speech Right to due process

Ethical companies act according to four principles

Ethical companies emphasize mutual benefits Employees assume responsibility for the actions of the company The company has a sense of purpose or vision that employees value and use in their day-to-day

work They emphasize fairness

Important Points

HR professionals should be competent in their functional area(s) of HR HR professionals must be strategic to be effective HR professionals must add value to the organization if they want to succeed in this profession Not an easy profession - but can be a lot of fun and very interesting

Change in the labor force

Aging workforceo HR Implications of an Aging Workforce

HRM spends much time on retirement planning, retraining and motivating workers Organizations struggle to control rising costs of health care and benefits Managers will supervise older employees

Organizations must find ways to prepare youth labor force Diverse Workforce Skill Deficiencies By 2022 labor force will grow from 122 million to 163 million

Generations

Silent Generation - Veterans Born between 1925 and 1945. Great depression era. Value security Baby Boomers - 1946 - 1964 They value the opportunity to learn. Saw more women come into the

workforce. More loyalty in the workforce Generation Y - Saw a lot more mobility in the workforce Generation X or Millennials - 1965 - 1980 struggle/butt heads with Gen Y Todays Workforce

Diverse Workforce

Another kind of change affecting the U.S. labor force is that it is more diverse ino Racialo Ethnico And gender terms

The 2022 workforce is expected to be 78% white, 12% African American, and 10% Asian and other minorities.

The fastest growing of these categories are Asian and "other groups" because these groups are experiencing immigration and birthrates above the national average.

The ethnic category of Hispanics is growing even faster, and the Hispanics share of the US labor force is expected to reach 19% of the total by 2022

There is also greater gender diversity o Between 2012 and 2022, women's share of the labor force is expected to remain steady, at

around 47% White Americans no longer the majority by 2022 HRM Practices That Support Diversity Management

o Communication

Communicate with employees from a variety of backgrounds o Development

Provide career development for employees with different background and abilitieso Performance Appraisal

Provide feedback based on objective outcomes o Employee Relations

Create a work environment that is comfortable for all and fosters creativity Total Quality Management (TQM)

TQM is a companywide effort to continuously improve the ways people, machines, and systems accomplish work

TQM approach provides guidelines for all the organization's activities, including HRM TQM Core Values

o Methods and processes are designed to meet the needs of internal and external customerso Every employee receives training in quality o Quality is designed into a product or service so that errors are prevented from occurring o Organizational promotes cooperation with vendors, suppliers, and customers to improve

quality and hold down costso Managers measure progress with feedback based on data

Chapter 3READ THE ENTIRE CHAPTER TO UNDERSTAND IT Chapter 3 has a lot of questions that don’t necessarily build on each other EEO Laws - section in book that has all eeo laws. Know the ones listed (ADA, what is it what is it not who does it apply to etc). Military (If you were gone and came back, for how much time, if you were injured, going to therapy PG 65). For all laws know what it is who it applies to what it protects Be able to distinguish the difference between Disparate Treatment and Impact Age discrimination - protects over the age of 40 Sexual Harassment- Quid Pro Quo, This for that, if you are authority position says if you don’t do this that will happen.

What it is: If you don’t go on this trip and stay with me I will demote youIt is not Quid Pro Quo - If you are an employee saying that to somebody higher up but is still sexual harassment. Sexual harassment is anything that is unwelcomed Sexual favoritism is also sexual harassment Hostile work environment is also sexual harassment

LOOK AT LAWS AND READ CHAPTER 3 THOROUGHLY

Who governs those laws EEO Laws - Equal Employment Opportunity - Condition in which all individuals have an equal chance for employment, regardless of their race, color, religion, sex, age, disability, or national origin

Federal government's efforts in this area include o Constitutional amendmentso Legislationo Executive Orderso Court Decisions

Age Discrimination in Employment Act of 1967 ADEA Requirements

o Prohibits discrimination in employment against individuals 40 years of age or older Covers

o Employers with 15 or more employees working 20 or more weeks per year; labor unions; employment agencies; federal government

Enforcement Agency o EEOC

ADA - Americans with Disabilities Act of 1990

Requirementso Prohibits discrimination against individuals with disabilities

Coverso Employers with 15 or more employees

Enforcement Agency o EEOC

Protects individuals with disabilities from being discriminated against in the workplace. Prohibits discrimination based on disability in all employment practices Employers must take steps to accommodate individuals covered by the act What is a disability

o A physical or mental impairment that substantially limits one or more major life activities (e.g. blindness, paralysis, depression)

o A record of having such an impairment (e.g. dyslexia)o Being regarded as having such an impairment (e.g. facial burns)

Who is Covered?o Individuals with a serious disability (e.g. deafness) or a history of a disability (e.g. cancer)o Mental and psychological disorders covered

What responsibilities do employers have?

OFCCP - Enforcement Agency

Rehabilitation Act of 1973o Requirements

Requires affirmative action in the employment of individuals with disabilitieso Covers

Government Agencies; federal contractors and subcontractors with contracts greater than $2500

Executive Order 11246

o Requirements Requires affirmative action in hiring women and minorities

o Covers Federal contractors and subcontractors with contracts greater than $10,000

OFCCP - Office of Federal Contract Compliance Programs

Agency responsible for enforcing the executive orders that cover companies doing business with the federal government

Each year, the OFCCP audits government contractors to ensure they are actively pursuing the goals in their plans

OFCCP examines the plan and conducts on site visits to examine how individual employees perceive the companies affirmative- action policies

USERA -Uniformed Services Employment and Reemployment Rights Act of 1994

Requirementso Requires rehiring of employees who are absent for military service, with training and

accommodations as needed Covers

o Veterans and members of reserve components Enforcement Agency

o Veterans Employment and Training Service Disperate Treatment

One of the potential signs of discrimination is desperate treatment Differing treatment of individuals, where the differences are based on individuals race, color,

religion, sex, national origin, age, or disability status. Disparate Treatment would include hiring or promoting one person over and equally qualified

individual because of the individuals race

Disperate Impact A condition in which employment practices are seemingly neutral yet disproportionately exclude a

protected group from employment opportunities A condition in which employment practices are seemingly neutral yet disproportionately exclude a

protected group from employment opportunities Pregnancy Discrimination Act (1978)

Defines discrimination on the basis of pregnancy, childbirth, or related form of medical condition to be a form of illegal sex discrimination.

Benefits, including health insurance, should cover pregnancy and related medical conditions in the same way as other medical conditions

Sexual Harassment

Refers to unwelcome sexual advances, requests for sexual favors, and other verbal or physical contact of a sexual nature o Quid pro quo (this for that)o Hostile environment

Applies to same-sex harassment, male to female, and female to male

Healthy Workplace Act: being proposed in 18 states - to prevent workplace bullying Preventing Sexual Harassment

o Disparate Treatment o Disparate Impacto BFOQ Bono Fide Occupational Qualification (BFOQ)

Organization can prevent sexual harassment by:o Developing and communicating that defines and forbids it o Training employees to recognize and avoid this behavior o Providing a means for employees to complain and be protected

Civil Right of 1964

Prohibits employers from discriminating based on o Race o Coloro Religiono Sexo National Origin

Applies to organizations that employ 15 or more working 20 or more weeks per year; labor unions; and employment agencies

Chapter 4Know what a job description is The order of a job analysis tied in with the job descriptions

Job Analysis - Description and specification What it is and what it produces

PowerPoint had a scenario where somebody was terminated based on poor performance, person said no and wanted lawyer

What would steps be as HR directorGo back to job description and job analysisSlide talks about how different functions relate to job analysis

HR functions

Training, recruitment, etc Ways to redesign somebodies job

Job rotationJob enlargement

If given scenario where you have an employee and wants to learn more what would you do Job sharingJob rotation Job enrichment

Be able to select what job characteristic it is Job Sources

ONET etc

Job Analysis

Process of getting detailed information about jobs Conducting a job analysis

o Gather information from current employee and supervisoro Observe the position or operation o Ask employees to keep a work journal o Interviewso Develop and distribute questionnaireso Online resources

Job Analysis includes preparation of o Job descriptionso Job specifications

Job Description

A list of task, duties, and responsibilities (TDRs) that a particular job entails Key Components

o Job Titleo Brief description of the TDRso List of the essential duties with detailed specifications of the tasks involved in carrying out

each duty Job Specification

A list of knowledge, skills, abilities, and other characteristics, (KSAO needed to perform a particular jobo Knowledge

Factual or procedural information necessary for successfully performing a task o Skill

An individuals level of proficiency at performing a particular tasko Ability

A general enduring capability that an individual possesseso Other Characteristics

Job- related licensing, certifications, or personality traits Sources of job information

Incumbentso People who currently hold the position in the organization

Dictionary of Occupational Titles (DOT)o Published by U.S. Department of Labor

Occupational Information Network (O*NET)o An online job description database developed by the Labor Department

Job Design

The process of defining how work will be performed and what tasks will be required in a given job May limit the amount of information and memorization involved

Job Redesign

A similar process that involves changing an existing job design To design jobs effectively, a person must thoroughly understand

o Job itself (through job analysis) and o Its place in the units of work flow

Job Characteristics Model

Jobs are more motivating if they have greater skill variety, task identity, task significance, autonomy, and feedback

Job enlargement (extension, rotation)o Broadening types of tasks performed in a job

Extension Enlarging jobs by combining several relatively simple jobs to form a job with a

wider range of tasks Job Rotation

Enlarging jobs by moving employees among several different jobs Job Enrichment

o Empowering workers by adding more decision-making authority to jobs o Based on Herzberg's theory of motivation o Individuals motivated more by intrinsic aspects of work

Self-Managing Work Teamo Have authority for an entire work process or segmento Team members motivated by autonomy, skill variety, and task identity

Flexible Work Schedules (Flextime, Compressed Week)o A scheduling policy in which full-time employees may choose starting and ending times

within guidelines o A work schedule that allows time for community and family interests can be extremely

motivating Job Sharing

o A work option in which two part-time employees carry out tasks associated with a single jobo Enables an organization to attract or retain valued employees who want more time to

attend family matters Telework

o The broad term for doing one's work away from a centrally located office o Advantages to employers include

Less need for office space Greater flexibility to employees with special needs

o Easiest to implement for managerial, professional, or sales jobso Difficult to set up for manufacturing workers

Ergonomics o Study of interface between individuals' physiology and characteristics of physical work

environment o Goal is to minimize physical strain on the worker by structuring physical work environment

around the way the human body workso Redesigning work to make it more worker - friendly can lead to increased efficiencieso The goal is to minimize physical strain on the worker by structuring the physical work

environment around the way the human body worksDesigning Jobs that Motivate

Skill varietyo Extent to which a job requires a variety of skills to carry out tasks involved

Task Identity o Degree to which a job requires completing a "whole" piece of work from beginning to end

Task Significance o Extent to which the job has an important impact on lives of other people

Autonomy o Degree to which the job allows an individual to make decisions about the way work will be

carried out Feedback

o Extent to which a person receives clear information about performance effectiveness from the work itself

Chapter 5Several questions that are geared toward forecasting

What is/is not forecasting Steps in forecasting

If labor shortage what are some options If surplus what are some options What is yield ratio/ what is not, be able to recognize it What is your goal with recruitment

Find most qualified candidate etc What is a recruiter Recruitment sources

Internal and external sources Be able to provide sources and why I chose Internal source or external source

Personal Policies

Employment at willDue process

Job Ad

What type of grade would you give it.Know what an effective job ad is Minimum qualifications/ requirements What they will actually be doing in a job

Labor surplus how to predict Forecasting

Attempts to determine supply and demand for various types of HR to predict areas within the organization where there will be labor shortages or surplus

Forecasting Stepso Forecast labor demando Determine labor supplyo Determine labor surplus or shortage

Forecasting Labor Demand

Trend Analysiso Constructing and applying statistical models that predict labor demand for next year,

given relatively objective statistics from previous year Leading Indicators

o Objective measures that accurately predict future labor demand Determine Labor Surplus or Shortage

Based on forecasts for labor demand and supply, planner can compare figures to determine whether there will be a shortage or surplus of labor for each job category

Determining expected shortages and surpluses allows the organization to plan how to address these challenges

Options for reducing a surpluso Downsizingo Pay or hour reductiono Demotionso Transferso Work sharingo Hiring freezeo Natural attritiono Early Retirement o Retraining

Options for avoiding a shortage o Overtime - the easiest and fastest strategyo Temporary employeeso Outsourcing o Retrained transferso Turnover reductionso New external hireso Technological innovation

Recruitment

Key objectives o Attract a large pool of QUALIFIED applicants o Discourage UNQUALIFIED applicants from applying

Other important objectives o Encourage applications from QUALIFIED applicants with diverse backgrounds

(experience, demographics, etc)o Attract QUALIFIED applicants who will fit within your organization's culture, regardless

of qualifications

o Avoid international or unintentional discrimination against underrepresented groups, including women, ethnic minorities, the elderly, and the disableds, the elderly, and the disabled

Recruitment is a two way processo Organizations are attempting to attract prospective qualified employeeso Job applicants are evaluating prospective employerso Job seekers are influenced by organization size, global presence, industry, profitability,

reputation, and culture o Characteristics of an organization's recruiters and recruitment program can influence an

applicant's decision to apply for a position and/ or accept/reject a job offer Recruitment Sources

Internal Sourceso Job Posting

Process of communicating information about a job vacancy On company bulletin boards In employee publications On corporate intranets Anywhere else organization communicates with employees

o Internal recruiting generally makes job vacancies more attractive because candidates see opportunities for growth and advancement

External Source o Direct applicantso Referrals o Advertisements in newspapers and magazines o Electronic recruiting o Public employment agencieso Private employment agencies o Colleges and universities

Three Aspects of Recruiting

Job Choice o Personal policies o Recruiter traits and behaviors o Recruitment sources

Personal Policies Internal vs External Recruiting Lead-the-market pay strategies Employment-at-will policies Image advertising

Image advertising

Such as in this campaign to recruit nurses, promotes a whole profession or organization as opposed to a specific job opening.

This as is designed to create a positive impression of the profession, which is now facing a shortage of workers

Evaluating the Quality of a Source

Yield ratio expresses the percentage of applicants who successfully move from one stage of the recruitment and selection process to the next

By comparing yield ratios of different recruitment sources, we can determine which source is best or most efficient for type of vacancy o Find cost of using particular recruitment source for a particular type of vacancyo Divide that cost by number of people hired to fill that type of vacancy o A low cost per hire means the recruitment source is efficient

Job Advertisement Effectiveness

Does the job advertisement provide a clear and effective summary of the job description Are the responsibilities, skills and experience listed clearly and concisely Does it provide the work location for the position? Are minimum job requirements clear? Does it provide contact information?

Recruiters

Recruiters should provide timely feedback and avoid offensive behavior They should avoid behaving in ways that might convey the wrong impression about the

organization Organization can recruit with teams rather than individual recruiters

Chapter 6Look at teach back Make sure to look at page 175 Be familiar with the different tests that are out there

Honest tests Personality testsWork Sample

A lot of the multiple choice are written in a way During an interview for a dental hygienist all the kids were asked to with a very difficult person to engage how a persons were.. What type of situation is this Don’t need to know assessment centers Can gain info

Application Resume Background check

When applications come in

Have set of minimum requirements Can be pros and cons to electronic systems

If given scenarios may be given internal and external resources what is best Couple true and false from 5/6 - know what it is and what it is not Methods to evaluate candidate Look over section on resume Selection

Screening applications and resumes

Testing and reviewing work samples Interviewing Candidates Checking References and Background Making a Selection

Acceptable and unacceptable interview questions Interviews

Nondirective interview o The interviewer has great discretion in choosing questions to ask each candidate

Structured interview o Consists of a predetermined set of questions for the interviewer to ask

Interview Types

Situational Interviewso The interviewer describes a situation likely to arise on the job, then asks the candidate what

he or she would do in that situation Behavior description interview

o The interviewer asks the candidate to describe how he or she has handled a type of situation in the past

Interviewing Advantages

Can provide evidence of communication and interpersonal skills Most valid when they focus on job knowledge and skills

Interviewing Disadvantages

Can be unreliable Low on validity Costly Subjective/biased

Gathering Background Information

Application Forms Resumes Reference Checks Background Checks

Background Checks

8 out of 10 large companies 2/3rds of smaller orgs report conducting background checks Internet allows for faster and easier searching for convictions (60% of males have been arrested at

some point) Requests for expunging police records has been on the rise so background checks may not be as

complete as employers would prefer Employment Tests and Work Samples

Physical Ability Tests Cognitive Ability Tests Job performance Tests

Work Samples Personality Inventories Honesty Tests Drug Tests Medical Examinations

Types of Employment Tests

Job Performance and Work Sampleso Assess ability to perform a sample of the work

EX. Assessment Centers Employment Tests

Aptitude testso Assess how well a person can learn or acquire skills and abilities

Achievement testso Measure a person's existing knowledge and skills

Five major personality dimensions measured by personality inventories

Extroversion Adjustment Agreeableness Conscientiousness Inquisitiveness

How organizations select employees

Multiple-Hurdle Modelo Process of arriving at a selection decision by eliminating some candidates at each stage of

the selection process Compensatory Model

o Process of arriving at a selection decision in which a very high score on one type of assessment can make up for a low score on another

Communicating the Decision

When a candidate has been selected, the organization should communicate the offer to the candidate. The offer should include o Job responsibilities o Work scheduleo Rate of Pay o Starting date o Other relevant details