test # 2 notes

Occupational Safety and Health Act

• 1. Appy to general industry, maritime, construction and agriculture
• 2. Cover the workplace, machinery and equipment, material, power sources, processing, protective clothing, first aid, and administrative requirements

• 1. Workplace inspections
• 2. Citations and penalties
• 3. On-site consultations

Inspection of imminent danger

Inspection of catastrophes, fatalities and serious accidents

Investigation of valid employee complaints

Aimed at high-hazard industries

Employer intentionally and knowingly commits or violates OSHA law

Violation where death or serious harm could result

Violation direct relationship to job safety and health, but unlikely to cause death or serious physical harm.

Laws that require employers to advise employees about the hazardous chemicals they handle

Documents that contain vital info about hazardous substances

Hazard Communication Standard

OSHA published hazardous chemical regulations prescribes a system for communication data on health risks of handling certain materials

Hazardous Liquid Pipeline and Safety Act

Occupational death, illness or injury to be recorded in the log

• 1. Safety motivation and knowledge
• 2. Enforcement of Safety rules
• 3. Safety awareness programs
• 4. Accident Investigations and records

Injuries involving tendons of the fingers, hands and arms that become inflamed from rpeatred stresses and strains

Negative emotional state marked by feelings of low spirits gloominess sadness and loss of pleasure in ordinary activities

Any adjustive deman caused by physical, mental or emotional factors that requires coping behavior

Positive stress that ccompanies achievement and exhileration

Harmful stress characterized by a loss of feelings of security and adequacy

Severe stage of distress, manifesting in depression, frustration and loss of productivity

• Having too much to do in too short a time
• High effort
• Having to expec too much mental or physical energy over too long a period

Too little influence over the way a job is done on a day-to-day basis

Receiving inadequate feedback on performance and no recognition for a job well done.

• 1. Personal crises
• 2. Depression
• 3. Alcoholism
• 4. Abuse of Illegal drugs
• 5. Abuse of Legal Drugs

To help assure safe and healthful working conditions for everyone working.

• 1. Sets standards
• 2. Ensures employer and employee compliance
• 3. Providing safety and health consultation and training where needed.

• Teams composed of hourly and managerial employees conduct
• 1. Intitial risk assessment surveys
• 2. Develop action plans to respond to violent situations
• 3. Perform crisis intervention during violent or potentially violent encounters

• 1. Wages/salaries
• 2. Commissions
• 3. Bonuses
• 4. Gainsharing

• 1. Time noto worked
• 2. Insurance plans
• 3. Security plans
• 4. Employee services

A standard by which managers tie compensation to employee effort and performance

• 1. Recruiting
• 2. Selecting
• 3. Training and development
• 4. Compensation management
• 5. Labor relations

An employee's perception that compensation received is equal to the value of the work performed.

Work paid on an hourly basis

Work paid according to the number of units produced

Employees covered by the overtime provisions of the fair labor standards act.

Employees not covered by the overtime provisions of the faiir labor standards act

Measure of the average change in prices over time in a fixed market basket of goods and services.

Clauses in labor agreements that provide for quarterly cost-of-living adjustments in wages, basing the adjustments on changes in the consumer price index

Wage increase larger than rises in the consumer price index, that is, the real earning power of wages

• 1. Reward employees� past performance
• 2. Remain competitive in the labor market
• 3. Maintain salary equity among employees
• 4. Mesh employees� future performance with organizational goals
• 5. Control the compensation budget
• 6. Attract new employees
• 7. Reduce unnecessary turnover

Simplest and oldest system of job evaluation by which jobs are arrayed on the basis of their relative worth

System of job evaluation which jobs are classified and grouped according to a series of predetermined wage grades

Quantitiative job evaluation procedure that determines the relaive value of a job by the total points assigned to it

Job evaluation system that seeks to measure a job�s worth through its values to the organization

Job evaluation technique using three factors- knowledge, mental activity and accountability to evaluate executive and managerial positions

Survey of the wages paid to employees of other employers in the surveying organiztion�s relevant labor market

• 1. Important to employees and the organization
• 2. Contain a large number of positions.
• 3. Relatively stable job content
• 4. Same job content across many organizations
• 5. Acceptable to employees, management, and labor as appropriate for pay comparisions.

Scattergram representing the relationship beween relative worth of jobs and wage rates

• Groups of jobs withihn a particular class that are paid the same rate.
• Red circle rates
• Payment rates above the maximum of the pay range

• Pay based on an employee�s skill level, variety of skills possessed or increased job knowledge
• Important compensable situations:
• 1. Downtime or call-in time
• 2. Payment for required classes,, meetings etc.
• 3. Travel between job sites
• 4. Preparation and cleanup before and after shifts
• 5. Break periods are shorter than twenty minutes.

Concept that male and female jobs that are dissimilar, but equal in terms of value or worth to the employer, should be paid the same

• 1. Improve employee work satisfaction
• 2. Meet employee health and security requirements
• 3. Attract and motivate employees
• 4. Retain top-performing employees
• 5. Maintain a favorable competitive position

Benefit plans that enable individual employees to choose the benefits that are best suited to their particular needs

Benefit plans that enable indiviRdual employees to choose the benefits that are best suited to their particular needs

• 1. Social Security Insurance
• 2. Unemployment Insurance
• 3. Workers� compensation
• 4. Consolidated Omnibus Budge Reconciliation (COBRA)
• 5. Family and Medical Leave
• 6. Older Workers Benefit Protection

• Discretionary major employee benefits
• 1. Health care benefits
• 2. Payment for time not worked
• 3. Supplemental unemployment benefits
• 4. Life insurance
• 5. Long term care insurance
• 6. Retirement program
• 7. Pension plan
• 8. Employee assistance program
• 9. Counseling services
• 10. Child and elder care
• 11. Other benefits and services

• 1. Union demands for additional benefits
• 2. Benefits offered by other employees
• 3. Tax consequences of benefits
• 4. Rising costs of providing benefits
• Health maintenance organizations (HMO)
• Organizations of physicians and health care professionals that provide a wide range of services to subscribers and dependents on a prepaid basis

A group of physicians who establish an organization that gaurentees lower health care costs to the employer

Medical insurance plan financed by employer constributions to an employee�s individual health care spending account.

Plan that enables an employee who is laid off to draw in addition to state unemployment compensation, weekly benefits from the employer that are paid from a fund created for this purpose.

Pension plan in which contributions are made jointly by employees and employers.

Pension plan in which contributors are made soley by the employer

• 1. According to contributions made by the employer
• 2. According to the amount of pension benefits to be paid

Guarantee or accrued benefits to participants at retirement age, regardless of their employment status at that time

Services provided by employers to help workers cope with a wide variety of problems that interfere with the way they perform their jobs.

Care provided to an elderly relative by an employee who remains actively at work

• 1. Old age and survivors insurance
• 2. Provides long-term disability benefits
• 3. Must work 40 quarters in an aoccupation covered by act to qualify for benefits

Process, typically performed annually by a supervisor for a subordinate, designed to help employees understand their roles, objectives, expectations, and performance success.

Process of creating a work environment in which people can perform to the best of their abilities.

• 1. Developmental
• 2. Administrative

• 1. Provide performance feedback
• 2. Identify individual strengths/weaknesses
• 3. Recognize individual performance
• 4. Assist in goal identification
• 5. Evaluate goal achievement
• 6. Identify individual training needs
• 7. Determine organizational training needs
• 8. Reinforce authority structure
• 9. Allow employees to discuss concerns
• 10. Improve communication
• 11. Provide a forum for leaders to help

• 1. Document personnel decisions
• 2. Determine promotion candidates
• 3. Determine transfers and assignments
• 4. Identify poor performance
• 5. Decide retention or termination
• 6. Decide on layoffs
• 7. Validate selection criteria
• 8. Meet legal requirements
• 9. Evaluate training programs/progress
• 10. Personnel planning
• 11. Make reward/compensation decisions

• 1. Lack of top-management information and support
• 2. Unclear performance standards
• 3. Rater bias
• 4. Too many forms to complete
• 5. Use of appraisal program for conflicting (political) purposes.

• 1. Strategic Relevance
• 2. Criterion Deficiency
• 3. Criterion Containment
• 4. Reliability

Individual standards directly relate to strategic goals

Standards capture all of an individual�s contribution

Performance capability is not reduced by external factors

Process whereby managers meet to discuss the performance of individual employees to ensure their employee appraisals are in line with one another

Supreme Court ruled that performance appraisals were subject to the same validity criteria as selection procedures.

Supreme Court found that employees had been ranked against a vague standard, open to each supervisor�s own interpretation.

• 1. Must be job related
• 2. Employees must be given a written copy of their job standards in advance
• 3. Managers must be able to observe behavior they are rating.
• 4. Supervisors must be trained to use the appraisal form correctly.
• 5. Should be discussed openly with employees and counseling or corrective guidance offered.
• 6. Appeals procedure should be established

• 1. Manager/Supervisor
• 2. Self
• 3. Subordinate
• 4. Peer
• 5. Team
• 6. Customer

Performance appraisal done by an employee�s manager and often reviewed by a manager on level higher

Performance appraisal done by the employee being evaluated, generally on an appraisal form completed by the employee prior to the performance interview.

Performance appraisal of a superior by an employee which is more appropriate for development than for administrative purposes.

Performance appraisal done by one�s fellow employees generally on forms that are compiled into a single profile for use in the performance interview conducted by the employee�s manager

• 1. Peer rating are simply a popularity contest
• 2. Managers are reluctant to give up control over the appraisal process
• 3. Those receiving low ratings might retaliate against their peers.
• 4. Peers rely on stereotypes in ratings

Performance appraisal based on TQM management concepts, that recognizes team accomplishment rather than individual performance

Performance appraisal that, like team appraisal, is based on TQM concepts and seeks evaluation from both external and internal customers

• 1. Assure anonymity
• 2. Make respondents accountable
• 3. Prevent �gaming� of the system
• 4. Use statistical procedures
• 5. Identify and quantify biases

• 1. Establishing an appraisal plan
• 2. Eliminating Rater Error
• 3. Feedback training

Performance rating error in which all employees are rated about average

Performance rating error in which the appraiser tends to give employees either unusually high or unusually low ratings

Performance rating error in which the appraisal is based largely on the employee�s most recent behavior rather than on behavior throughout than on behavior throughout the appraisal period

Performance rating error in which an employee�s evaluation is biased wither upward or downward because of comparison with another employee just previously evaluated

Performance rating error in which an appraiser inflates the evaluation of an employee because of a mutual personal connection

• 1. Graphic rating scales
• 2. Mixed standard scales
• 3. Forced-choice method
• 4. Essay method

Trait approach to performance appraisal whereby each employee is rated according to a scale of characteristics

A trait approach to performance appraisal similar to other scale methods but based on comparison with (better than, equal to, or worse than) a standard

Trait approach to performance appraisal that requires the rater to choose from statements designed to distinguish between successful and unsuccessful performance

• 1. Critical incident
• 2. Behavioral checklist
• 3. Behaviorally anchored Rating Scale (BARS)
• 4. Behavior Observation Scale (BOS)

Unusual event that denotes superior or inferior employee performance in some part of the job

Behavioral approach to performance appraisal that consists of a series of vertical scales, one for each important dimension of job performance

• 1. Error of central tendency
• 2. Leniency or strictness errors
• 3. Similar to me errors
• 4. Recency errors
• 5. Contrast and halo errors

Behavioral approach to performance appraisal that measures the frequency of observed behavior

• 1. Maintaining objectivity
• 2. Distinguishing good performers from poor performers
• 3. Providing feedback
• 4. Identify training needs

• 1. Productivity measures
• 2. Management by objectives
• 3. Balanced scorecard

Philosophy of management that rates performance on the basis of employee achievement of goals set by mutual agreement of employee and manager

• 1. Financial
• 2. Customer
• 3. Processes
• 4. Learning

• 1. Translate the strategy into a scorecard of clear objectives
• 2. Attach measures to each objectives
• 3. Cascade scorecards to the front line
• 4. Provide performance feedback based on measures
• 5. Empower employees to make performance improvements
• 6. Reassess strategy

• 1. Trait
• 2. Behavioral
• 3. Results

• 1. Inexpensive to develop
• 2. Use meaningful dimensions
• 3. Easy to use

• 1. Use specific dimensions
• 2. Acceptable to employees & superiors
• 3. Useful for providing feedback
• 4. Fair for reward and promotion decisions

• 1. Less subjectivity bias
• 2. Acceptable to employees & superiors
• 3. Link individual performance to organizational performance
• 4. Encourage mutual goal setting
• 5. Good for reward and promo decisions

• 1. High potential for rating errors
• 2. Not useful for employ counseling
• 3. Not useful for allocating rewards
• 4. Not useful for promotion decisions

• 1. Time-consuming to develop/use
• 2. Costly to develop
• 3. Potential for rating error

• 1. Time consuming to develop/use
• 2. May encourage a short-term perspective
• 3. May use contaminated criteria
• 4. May use deficient criteria

• 1. Tell and sell interview
• 2. Tell and listen interview
• 3. Problem solving interview

• 1. Ask for a self-assessment
• 2. Invite participation
• 3. Express appreciation
• 4. Minimize criticism
• 5. Change the behavior not the person
• 6. Focus on solving problems
• 7. Be supportive
• 8. Establish goals
• 9. Follow up day to day

• 1. Consider whether it is really necessary
• 2. Consider the needs of the employee
• 3. Be specific, don�t exaggerate
• 4. Watch your timing
• 5. Make improvement your goal

• 1. Motivation
• 2. Environment
• 3. Ability

Compression of pay between new and experienced employees caused by the higher starting salaries of new employees; aslo the differential between hourly workers and their managers