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Definition
All forms of pay or rewards going to employees and arising from their employment
Direct financial payments
Indirect payments |
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| Direct financial payments |
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Definition
| Payments in the form of wages, salaries, incentives, commissions, and bonuses |
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| Payments in the form of financial benefits like employer-paid insurance and vacations |
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Contains provisions covering the majority of U.S. workers:
Minimum wage
maximum hours
overtime pay
equal pay
record-keeping
child labor
It states that employers must pay an overtime rate of 1.5 times normal pay for any hours worked over 40 in a workweek.
It sets a minimum wage, which is $7.25 per hour as of July 2010. |
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| excused of minimum wage and overtime requirements under the FLSA |
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| hourly employee, making a standard wage, and is eligible for overtime |
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| Employees of one sex may not be paid wages at a rate lower than that paid to employees of the opposite sex for doing roughly equivalent work. |
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| Title VII of the Civil Rights Act |
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Definition
| Makes it an unlawful practice for an employer to discriminate against any individual with respect to hiring, compensation, terms, conditions, or privileges of employment because of race, color, religion, sex, or national origin |
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| Age Discrimination in Employment Act |
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| prohibits age discrimination against employees age 40 and older |
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| Americans with Disabilities Act |
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| prohibits discrimination against qualified persons with disabilities |
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| Family and Medical Leave Act |
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Definition
| entitles eligible men and women to take up to 12 weeks of unpaid, job-protected leave for the birth of a child, or care of a child, spouse, or parent |
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| National Labor Relations Act (NLRA) of 1935 |
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Definition
| Granted employees the right to organize, to bargain collectively, and to engage in concerted activities for the purpose of collective bargaining |
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| Pay must compare favorably with rates in other companies, or an employer will find it hard to attract and retain qualified employees. |
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| Each employee should view his or her pay as equitable, given other employees' pay in the organization |
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| Salary (or compensation) surveys |
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Definition
Formal or informal surveys of what other employers are paying for similar jobs
Used to benchmark job pay rates
Also collect data on benefits |
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| Formal and systematic comparison of jobs to determine the worth of one job relative to another |
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Factors that determine:
the definition of job content
establish how the jobs compare to each other
set the compensation paid for each job |
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| Ranks each job relative to all other jobs |
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| Manager categorizes jobs into groups based on their similarity in terms of compensable factors such as skills and responsibility |
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| Comprises jobs of approximately equal difficulty or importance as determined by job evaluation |
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show the relationship between:
The value of the job as determined by one of the job evaluation methods, and
The current average pay rates for the grades. |
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| includes the fixed compensation paid regularly, as well as bonuses. |
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| are usually paid in cash or stock for achieving short-term goals. |
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| Deferred long-term incentives |
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| include stock options bought at today’s price for which payment is deferred, that is, paid at a later date. |
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| Executive benefits and perks |
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Definition
| include supplemental retirement plans, supplemental life insurance, leased automobiles, etc. |
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body of elected or appointed members who jointly oversee the activities of a company or organization
All publically traded companies are required to have them |
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| holds executives personally liable for corporate financial oversight |
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| Securities and Exchange Commission (SEC) |
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| require public filing of executive compensation |
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| A plan whereby most employees share in the company’s profits |
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| employees share in a portion of the company’s profits quarterly or annually (usually done in bonuses) |
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| employer puts cash into trust accounts for the employee’s retirement |
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Indirect financial payments given to employees
May include:
health and life insurance
vacation
pension
education plans
discounts on company products
discounts at other retailers
gym memberships and other health programs
on-site child care
etc., etc. |
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| Supplemental pay benefits |
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Definition
| pay for time not worked, such as holidays, vacations, sick leave, and unemployment insurance payments—are expensive. |
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| Workers’ compensation laws |
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Definition
| aim to provide sure, prompt income and medical benefits to work-related accident victims or their dependents, regardless of fault. |
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| provide an income if the employee retires at age 62 or thereafter. |
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| provide monthly payments to the employee and dependents. |
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| Survivor’s or death benefits |
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| provide monthly payments to dependents of the employee. |
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| Arming employees with the information technology tools they need to get their jobs done, wherever the employees are |
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| Initially called “cafeteria plans” because employees could spend their benefits allowances on a choice of benefits options |
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| Hiring workers with criminal records or other such problems without proper safeguards |
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| Equal Employment Opportunity laws |
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Definition
| require that you do not unfairly discriminate against any protected group. |
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Consistency of scores obtained by the same person when the person is retested with the identical test or with an equivalent form of a test
Are test results stable over time? |
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| administering the same test to the same person at two different points in time and comparing the test scores |
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| administering a test and then an equivalent form of the test at a later date. |
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| internal comparison estimate |
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| by posing questions that ask the same thing in different ways to elicit a consistent response from a candidate. |
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The accuracy with which a test, interview, etc. measures what it claims to measure or fulfills the function it was designed to fulfill
Does the test actually measure what it is intended to measure? |
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| Scores on the test (predictors) are related to job performance (criterion). |
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| The test contains a fair sample of the skills and activities actually needed for the job in question. |
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| include tests of general reasoning ability (intelligence) and tests of specific mental abilities like memory and inductive reasoning |
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| Tests of motor and physical abilities |
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| measure motor abilities, such as finger dexterity, manual dexterity, and reaction time |
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| measure basic aspects of an applicant’s personality, such as introversion, stability, and motivation. |
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| measure what someone has learned. Most of the tests you take in school are _________. They measure your “job knowledge” in areas like economics, marketing, or human resources. |
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| Intelligence tests (IQ tests) |
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| Tests of abilities including memory, vocabulary, verbal fluency, and numeric ability |
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| Measures the speed and accuracy of simple judgment as well as the speed of finger, hand, and arm |
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| “big five” personality dimensions |
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| extraversion, emotional stability/neuroticism, agreeableness, conscientiousness, and openness to experience. |
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| shows a consistent relationship with all job performance criteria. |
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| is a valid predictor of performance for managers and sales employees |
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| Openness to experience and extroversion |
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| predicts training proficiency for all occupations. |
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| Compare one’s interests with those of people in various occupations |
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| Situational judgment tests |
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| Personnel tests that “are designed to assess an applicant’s judgment regarding a situation encountered in the workplace” |
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| Management assessment center |
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| A facility in which management candidates are asked to make decisions in simulated situations and are scored on their performance |
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| a candidate prioritizes and deals with an accumulation of reports, memos, notes of incoming phone calls, letters, etc. |
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| leaderless group discussion |
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Definition
| a group without a designated leader receives a discussion question and must arrive at a group decision. The group members are evaluated on interpersonal skills, acceptance by the group, leadership ability, and individual influence. |
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| A participant’s communication skills and persuasiveness are evaluated by having the participant make an oral presentation on an assigned topic. |
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| is a selection procedure designed to predict future job performance by soliciting information from a person’s oral responses or oral inquiries |
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Definition
Interviewer asks questions as they come to mind.
No set format to follow |
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| structured or directive interview |
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| the interviewer specifies the questions in advance, and maybe even acceptable answers, and then rates the responses for appropriateness or content. |
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| focus on the candidate’s ability to explain what his or her behavior would be in a given situation. (future focused) |
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| ask interviewees how they behaved in a past situation. (past focus) |
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| where two people meet and one interviews the other |
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| several people interview the applicant in sequence before a selection decision is made |
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| several people interview the applicant in sequence before a selection decision is made |
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| the candidate is interviewed simultaneously by a group (or panel) of interviewers, rather than sequentially. |
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| Which type of interview would result in a higher mean validity? |
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| Which type of interview is generally more useful for predicting job performance? |
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| Which type of interview is usually more effective? |
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| Research shows that interviewers jump to conclusions about candidates during the first few minutes of the interview, based on test scores, résumés, and first impressions. |
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Definition
| Interviewers search for negative information, are more influenced by unfavorable than favorable information, and are more likely to turn from favorable to unfavorable judgments. Therefore, interviewers need to keep an open mind and consciously work against unwarranted negative impressions. |
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| Interviewers who don’t know exactly what the job entails and what type of candidate is best suited make poor matches. |
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| Candidate order (contrast) error |
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Definition
| The order in which the interviewer see applicants affects how the interviewer rates them |
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| Influence of nonverbal behavior |
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| Applicants who demonstrate more eye contact, head moving, smiling, and similar nonverbal behaviors score higher |
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Definition
| Recruiters are favorably influenced by interviewees who agree with the interviewer’s opinions and who promote their skills and abilities to create the impression of competence. |
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| Interviewers should guard against the potential biases of attractiveness, gender, race, or how polished the interviewee appears and concentrate on who the candidate is and what he or she is saying |
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| The polygraph (or “lie detector”) test |
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Definition
| legally prohibited for use by most employers |
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| Pencil-and-paper honesty tests |
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Definition
| psychological tests designed to predict job applicants’ proneness to dishonesty |
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| Provides new employees with basic background information needed to perform their jobs satisfactorily |
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| The continuing process of instilling in all employees the attitudes, standards, values and behavior patterns expected by the company |
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| Methods used to give new or present employees the skills they need to perform their jobs |
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| Training and Development Process |
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Definition
| 1. Needs analysis 2. Instructional design 3. Implementation 4. Evaluation |
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| identifies the specific knowledge and skills the job requires, and compares these with the prospective trainees’ knowledge and skills, "skills gapping" |
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| instructional design step |
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Definition
| formulates specific training objectives, reviews possible training program content (including workbooks, exercises, and activities), and estimates a budget for the training program |
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| Detailed study of the job to determine what specific skills are required; for new employees |
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Verifying that there is a significant performance deficiency and determining whether it should be rectified through training.
Distinguishing between “can’t do” and “won’t do” problems is the heart of performance analysis; for current employees |
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| Designing the training program |
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Definition
Formulate specific and measureable training objectives
Review training program content (including workbooks, exercises, activities, etc.)
Estimate a budget |
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Specify the employee and organizational outcomes that should be achieved as a result of the training
Should specify what the trainee should be able to accomplish after successfully completing the training program |
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Definition
Having a person learn a job by actually doing the job.
Types of _______:
Coaching or understudy
Job rotation
Special assignments
Advantages:
Inexpensive
Learn by doing
Immediate feedback |
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Term
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Definition
| shows trainees the right (or “model”) way of doing something. It then lets trainees practice the model way, and gives feedback on the trainees’ performance. It is a widely used, well researched, and highly regarded psychologically based training method |
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| Trainee uses a computer-based system to interactively increase knowledge or skills |
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Virtual reality-type games
Step-by-step animated guide
Scenarios with questions and decision trees overlaying animation
Online role-play with photos and videos
Software training, including screenshots with interactive requests |
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| A section of an employer’s website that offers employees online access to many or all of the training courses they need to succeed at their jobs |
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Delivering learning content on demand via mobile devices like cell phones, laptops, and iPhones, wherever and whenever the learner wants to access it
“On-demand learning” |
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| Providing employees with continuing learning experiences over their tenure with the firm, with the aims of ensuring they have the opportunity to learn the skills they need to do their jobs and to expand their horizons |
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| Techniques for creating better cross-cultural sensitivity among supervisors and nonsupervisors with the aim of creating more harmonious working relationships among a firm’s employees |
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Attempt to improve managerial performance by:
imparting knowledge
changing attitudes
increasing skills |
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| Moving management trainees from department to department to broaden their understanding of all parts of the business |
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| Coaching/understudy method |
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| The new manager receives ongoing advice from the person he or she is scheduled to replace |
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| In-house development centers |
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Definition
| Usually combine classroom learning (lectures and seminars, for instance) with other techniques, such as assessment centers and online learning opportunities, to help develop employees and other managers |
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| Organizational development |
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Definition
| Change process through which employees diagnose and formulate the change that’s required and implement it, often with the assistance of trained consultants |
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Definition
Gathering data about the organization and its operations and attitudes, with an eye toward solving a particular problem
Feeding back these data to the employees, and then having them team-plan solutions to the problems |
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| Unfreezing, Moving, Refreezing |
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| The continuous process of identifying, measuring, and developing the performance of individuals and teams, and aligning their performance with the organization’s goals |
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Evaluating an employee’s current and/or past performance relative to his or her performance standards
Requires that supervisors set performance standards
Requires that the employee receives the training, feedback, and incentives needed to eliminate performance deficiencies |
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| performance appraisal cycle |
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Definition
Setting goals and work standards
Assessing the employee’s actual performance relative to those goals and standards
Providing feedback and corrective action to help eliminate performance deficiencies or support to help the employee continue to perform above par |
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Definition
Composed of:
Immediate supervisor
3-4 other supervisors
Can help to cancel out bias due to individual raters
Can include the different facets of an employee’s performance observed by different appraisers |
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Definition
Subordinates evaluate their supervisors’ performance
Usually for developmental rather than pay purposes |
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Definition
| the employer collects performance information from the employee’s supervisors, subordinates, peers, and internal or external customers—generally for developmental rather than pay purposes |
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Lists a number of traits and a range of performance for each.
The supervisor rates each subordinate by circling or checking the score that best describes the subordinate’s performance for each trait, and then totals the scores for all traits. |
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| Alternation Ranking Method |
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Definition
Ranking employees from best to worst on a trait
Alternates between highest and lowest until all employees to be rated have been addressed |
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Definition
| Every subordinate to be rated is paired with and compared to every other subordinate on each trait |
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| Forced Distribution Method |
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Definition
Manager places predetermined percentages of subordinates in performance categories
Prevents supervisors from leniently rating most employees “satisfactory”
Makes top and bottom performers stand out |
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Definition
| Keeping an anecdotal record of uncommonly good or undesirable examples of an employee’s work-related behavior, and reviewing it with the employee at predetermined times |
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| Behaviorally Anchored Rating Scale |
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Definition
| Combines the benefits of narrative critical incidents and quantitative ratings by anchoring a quantified scale with specific narrative examples of good and poor performance |
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| Management by Objectives (MBO) |
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Definition
| Requires the manager to set measurable goals with each employee and then periodically discuss progress toward these goals |
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| The rating of a subordinate on one trait influences the way you rate the subordinate on other traits |
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| The tendency to rate all employees about average |
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| Rating all subordinates consistently high or low |
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| Supervisor and subordinate review the appraisal and formulate plans to remedy deficiencies and reinforce strengths. |
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means continuous, daily, or weekly interactions and feedback to ensure continuous improvement.
is always goal-directed.
means continuously re-evaluating and (if need be) modifying how the employee and team get their work done |
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