MGM HR

the knowledge, skills, and capabilities of indv that have economic value to an org

intangible

employees own their own human capital

Means org use to modify the way they operate in order to be more successful

A set of principles and practices whose core ideas include understanding customer needs, doing things right the first time, and striving for continuous improvement

Fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed.

Planned elimination of jobs

Contracting outside the org to have work done that formerly was done by internal employees.

A systematic way of bringing about and managing both organizational changes and changes on the indv level

change that occurs after external forces have already affected performance

Change initiated to take adv of targeted opportunities

software that allows workers to interface and share info with one another electronically

workers whose responsibilities extend beyond the physical execution of work to include planning, decision making, and problem solving

A comp system that provides current and accurate data for purposes of control and decision making

lowers adm costs, increases productivity, speeds up response times, improves decision making, and tracks a comp talent

a situation in which an org asks or requires employees to take time off for either no pay or reduced pay

alt to downsizing

dismissing employees who are then hired by a leasing comp and contracting with that comp to lease back employees

when an employee agrees to work for an employer for an unspecified period of time

the right of an employer to fire an employee wout giving a reason and the right of an employee to quit when they choose

requires org with more than 100 employees to give employees and their communities sixty days notice of any closure or layoff affecting fifty or more full-time employees

• setting an org’s rules
• documenting misconduct
• investigative interview
• progressive discipline
• positive discipline
• discharging employee
• due process

the treatment of inv in all aspects of employment- hiring, promo, training etc.- in a fair and unbiased manner

inv of a minority race, women, older people, and those with disabilities who are covered by federal laws on equal employment opportunity

Requires all employers covered by the Fair Labor Standards Act and others to provide equal work, regardless of sex

State and local laws governing equal employment opportunity that are often more comprehensive than federal laws and apply to small employers

Extend discrimination laws to employers with one or more workers

A procedural doc published in the Federal Register to help employers comply with federal regulations vs discriminatory actions

the rejection of a significantly higher percentage of a protected class for employment, placement, or promo when compared with the successful, non protected class

Four-fifths rule

protected class members receive unequal treatment or are evaluated by diff standards

the process of obtaining info about jobs by determining their duties, task, or activities

• functional job analysis
• the position analysis system
• the critical incident method
• a task inventory analysis
• competency-based job analysis

a statement of the tasks, duties, and responsibilities of a job to be performed

• job title
• job identification
• job specifications

• if poorly written (vague terms), then they provide little guidance
• not updated when job duties and specifications change
• may violate the law by containing specifications not related to job success
• limit the scope of activities/reduce flexibility

a profile of a worker developed by studying an org’s top performers in order to recruit similar types of people

the practice of outsourcing an org’s recruiting function to an outside firm

labor markets in which workers are hired into entry level jobs and higher levels are filled within

a comp’s efforts to help existing and prospective workers understand why it is a desirable place to work

a comparative diagram that includes appraisal and assessment data to allow managers to easily see an employee’s actual and potential performance

a preference for hiring relatives of current employees

informing applicants about all aspects of the job (desirable and undesirable facts)

the % of applicants from a recruitment source that make it to the next stage of the selection process

app that recruiters use to post job openings, screen resumes, contact potential candidates, and track the time and costs related to hiring people

the hierarchy of jobs a new employee might experience

lines of advancement in an occupational field within an org

change of assignment to a job at a higher level in the org

services that help terminated employees find a new job

extended time where an employee leave an org to pursue other activities and later returns to the job

Federal agencies and govt contractors with contracts of $10,000 or more

Prohibits discrimination based on race, color, religion, sex, or national origin in all employment practices

Govt contractors or subcontractors w 50 or more employees with contracts in excess of $50,000 develop affirmative action plans

It is unique because covered organizations with $50,000 or more in contracts MUST develop an affirmative action to remedy diversity issues.

Other Executive orders are just extended coverage of existing laws.

This requirement in EO 11246 is not covered in Title VII.

Office of Federal Contracts Compliance Program (OFCCP)(DOL.GOV).

• indication of the duties
• level in the org hierarchy

• departamental location of job
• the person whom the employee reports to
• the date of that the job description was last revised
• payroll/code number
• number of employees performing the job
• number of employees in the dept where the job is located
• code assigned to the job by ONET
• statement of the job

• specific knowledge, skills, and abilities of a person who is to perform a job needs
• physical demands
• conditions of the physical work environment/hazards
• interpersonal skills

• Employers can give preference to hiring on the basis of gender, national origin, and religion when it is reasonably necessary for the normal operation of the enterprise.
• Made to change cultures, not perpetuate them

Legal, even if they cause or perpetuate disparate impact (USA v. Teamsters)

• Stereotypes
• Customer preference
• Co worker preference
• Economic reasons

• Safety
• Moral reasons
• Authenticity

• Title VII prohibits employment discrimination based on religion
• Employers needs to make a reasonable accommodation
• holidays
• personal appearance
• religious conduct on the job

Employers had only to bear a minimum cost to show accommodation for religious purposes

• Public/private sector org with 20 or more employees
• It's unlawful to discriminate against an otherwise qualified indv age 40 or older with respect to age with respect to any employment practice
• Enforcement by the EEOC
• 97% of cases are filed under disparate treatment.
• All employers have to do is provide non discriminatory evidence
• Exceptions to the law are permitted when age is a bona fide occupational qualification

• Prohibits employers from denying benefits to older employees except in limited circumstances
• Allows employers to ask older employees to waive their legal rights under the ADEA in exchange for compensation

• Public/private employers with 15 or more employees
• It is unlawful to discriminate against an otherwise qualified individual with respect to disability with respect to any employment practice
• Employers must accommodate the needs of the disabled up to the point of undue hardship- reasonable accommodation/undue hardship based upon economic resources, number of employees, size of facility,feasibility
• Determined on a case by case basis
• Large org were expected to do more than small org
• Enforcement by the EEOC

Any physical or mental impairment that substantially limits one or more major life activity (ADA Amendment of 2008)- without any consideration whether or not the disability can be corrected via medical measures

• Pre-job offer inquiries regarding disabilities are illegal
• Pre-job offer medical exams are illegal
• Information about a disability must be maintained in a file separate from an employee's personnel file and can only be communicated to an individual who has the right to know

• Not recommended to require employees to write about their job. Sometimes, only 1 person holds the job, and they may not want to. Under employment-at-will law, and in the absence of a union membership, you can require it.
• The employee might not produce good information

Knowledge, Skills, Abilities, and other characteristics required for successful performance.

Occupational Information Network.

A new company can use it before doing a full-scale job analysis. They would still have to do a job analysis, because it will not exactly match the job in their organization.

• I: Identification section
• II: Job Summary Statement
• III: Essential Job Functions
• IV: Job specification-KSAOCs.

those activities that impact the quality and quantity of the applicant pool and impacts the likelihood a candidate will accept a job offer

After identifying a job opening, the first step of recruitment is to very carefully articulate the characteristics of the individual being sought—in order to get desired KSAOCs as described in job description

• 1. Who to recruit? Internal candidates(promotion within) or external candidates?
• 2. What information to communicate?
• 3. How to recruit?

• A. Reward for excellent performance that can motivate
• B. Relatively cost effective
• C. Organizations know more about internal candidates then is learned about external candidates via normal selection processes.
• D. Internal candidates have a more realistic view of the job or the org than external candidates
• E. One promotion can lead to a chain of promotions

• A. Lack of new ideas/innovation brought in by outsiders
• B. Conflict among those passed over for promotion
• C. More difficult to achieve affirmative action goals/diversity

• A. New ideas/innovation brought in by outsiders
• B. Less conflict than within promotion
• C. Easier to achieve affirmative action goals/diversity

• A. It can demotivate internal employees
• B. Not cost effective
• C. Organizations know little about external candidates
• D. External candidates do not have a realistic view of the job or the org
• E. It does not lead to a chain of promotions

• The more information the better
• Communicate information that is complete, accurate, realistic, and specific (CARS)

We want to attract a qualified pool of applicants

• The Theory of Met Expectations (realism hypothesis)
• Realistic job previews RTP's

• Employee referral
• Internet

• 1. Employees refer quality candidates-applicant pools are strong.
• 2. Relatively cost effective (even with referral bonuses).
• 3. Employees tend to provide referees with effective Realistic Job Previews

• 1. Potential lack of ethnic diversity
• 2. Potential lack of innovation
• 3. Nepotism

• 1. Large applicant pools
• 2. Wide geographic distribution of job postings
• 3. Relatively low cost, almost free on an organization’s website.
• 4. Faster than U.S. mail and easier for candidates to respond
• 5. Ample space to communicate accurate, complete, specific, and realistic information

1. Too many over-and-under qualified applicants. And too many applicants.

Quantitative Assessment of relative effectiveness

Unwelcomed advances of a sexual nature, requests for a sexual favor, or physical or verbal abuse of a sexual nature

• Such is used as a condition of employment
• Such is used  for the basis of an employment decision (promo, lay off)
• require a power relationship

Such creates a hostile, threatening, or intimidating work environment that adversely alters the conditions of employment

bars discrimination vs civilian employees of the federal govt based on their sexual orientation (except military)

Controversial because Title VII did not include sexual orientation

• Employers are prohibited from knowingly hiring or retaining unauthorized alien on the job
• Employers with 4 or more employees are prohibited from discriminating in hiring or termination decision on the basis of national origin or citizenship

• Added as a form of gender discrimination under Pregnancy Discrimination Act of 1978
• Treat pregnancy as you treat other temporary disabilities

• Requires the eligible employees be granted 12 weeks unpaid leave during a twelve month period for:
• Birth or adoption of a child
• Care for an employee's serious illness
• Care for the serious illness of a dependent
• Employers can force employees to use their paid leave before using unpaid leave
• 12 months of work experience
• The 12 weeks do not need to be continuous