Human Resources Management: Strategies, Legislation, and Employee Motivation, Exams of Advanced Education

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HUMAN RESOURCES MANAGEMENT

FINAL EXAM STUDY GUIDE

Hawthorne Studies - A study was conducted where they changed the lights at different times to see how it affected the workers' productivity. If managers made their employees more satisfied and happier than they would work harder and be more productive. Changes in physical environments make for changes in productivity. Study was completed in a manufacturing factory. Human Relations era - Supplanted scientific management as the dominant approach to management during the 1930s. Hierarchy of Human Needs - Teaches us that workers are human beings with specific need sets. Theory x - Employees are lazy and not ambitious, poses little capacity for creativity, motivated solely by physiological and security needs. They need to be controlled to accomplish organizational objectives. Theory Y - Employees aren't lazy, they are ambitious and legitimately enjoy their work and possess the capacity and creativity and are also motivated by social esteem and self actualization needs, they can be self directed and even assume level of responsibility. Title VII of the civil rights act of 1964 - This is the most significant piece of legislation specifically affecting the legal context for human resource management to date. Title 7 prohibits employers from discriminating against employees based on sex, race, color, religion, national origin. It applies to companies with 15 or more employees. Disparate treatment - Discrimination that exists when individuals in similar situations are treated differently based on the individual's race, color, religion, sex, nationality, age, or disability status The Lilly Ledbetter Fair Pay Act of 2009 - Amends the Civil Rights Act of 1963 The Equal Pay Act of 1963 - Requires that organizations provide men and women who are doing equal work with the same pay. The Age Discrimination and Employment Act 1967 - Prohibits discrimination against employees age 40 and older The Pregnancy Discrimination Act of 1979 - Protects pregnant women from discrimination in the workplace

The Civil Rights Act of 1991 - Makes it easier for people who feel they've been discriminated against to take legal action against organizations and provides for the pay in compensatory and punitive damages in cases of discrimination under title 7. The Americans with Disabilities Act of 1990 - Prohibits discrimination based on disability and a;; aspects of the employment relationship such as job application procedures, hiring, firing, promotion, compensation, training, as well as other employment activities such as advertising, security, tenure, layoffs, leave, and fringe benefits. The Family and Medical Leave Act of 1993 - Requires employers having more than 50 employees to provide as many as 12 weeks of unpaid leave after birth or adoption of a child; to care for a seriously ill child, spouse, or parent, or if the employee is seriously ill. Competitive advantage - A condition or circumstance that puts a company in a favorable or superior business position. Corporate strategy - Deals with determining what businesses that corporations will operate Business strategy - Relates to how the firm will compete in each market where it conducts business Functional strategy - Deals with how a firm will manage each of its major functions such as marketing, finance, and HR HRIS- Human Resource Information System. - an integrated and increasingly automated system for maintaining a database regarding the employees in an organization Executive Succession - involves systematically planning for future promotions into top management positions Growth Strategy - indicates growing sales, increasing demand, and expanding operations for the organization. There is most likely a need to hire more employees. Stability Strategy - There is most likely a need to augment its labor force to replace those individuals who leave the organization for various reasons. Reduction Strategy - indicated a need for cutbacks. This can be achieved through natural attrition processes and also through enticing early retirement packages, layoffs and terminations. Right Sizing process - Choosing the best amount of employees, and the most capable ones for various jobs within a company to reach the optimal size and most productive team of people for the company to be successful

The outcome of the evaluation is some type of score or rating on a scale. These evaluations are typically conducted once or twice a year. Graphic rating scale - Consists of a statement or question about some aspect of an individual's job performance. Critical incident method - Relies on instances of especially good or poor performance on the part of the employee. Behaviorally anchored rating scale (BARS) - An appraisal system that represents a combination of the graphic rating scale and the critical incident method. Behavioral observation scale (BOS) - Developed from the critical incidents like a BARS but uses substantially more critical incidents to define specifically all the measures necessary for effective performance. Management-by-objectives (MBO) - This system is based largely on the extent to which individuals meet their personal performance objectives. Simple Ranking Method - Involves having the manager rank-order each member of a particular work group or department from top to bottom or from best to worst. Paired Comparison Method - each individual employee is compared with every other individual employee, two at a time. Forced Distribution Method - involves grouping employees into predefined frequencies of performance ratings. Collective bargaining - Is the process by which managers and union leaders negotiate acceptable terms and conditions of employment for those workers represented by the unions. Circadian rhythms - are natural cycles that indicate when a body needs to eat or sleep. Safety hazards - Conditions in the work environment that have the potential to cause harm to an employee Safety engineers - Experts who carefully study the workplace, try to identify and isolate dangerous situations and recommend solutions for dealing with those situations. Safe and secure working environment is the key driver to human behavior Maslow's Hierarchy of Needs for employee motivation - The most basic needs are at the bottom and the most complex are at the top.Only one level of need is capable of motivating behavior at any given time.Maslow's theory focuses on needs and suggests that not everyone would be motivated by the same set of needs at any one time. From an organizational perspective, if we tried to motivate employees by meeting their

esteem needs (perhaps by assigning grand titles or giving people more prestigious office locations such as the corner office), this would only be effective for employees for whom these needs were important. This plan wouldn't work for employees who were focused on more basic needs which would be met by a pay increase. Physiological Needs - such things as the need for food or water. Security Needs - includes anything involving a safe and secure environment. Social Needs - the need to have meaningful interactions and relationships with others Esteem Needs - The need to have a positive view of oneself Self- Actualization - Need to reach one's personal potential Intrinsic Motivation - Motivation to do work because it is interesting, engaging, or possibly challenging rather than because rewards are provided Extrinsic Motivation - some outside demand, obligation, or reward that requires the achievement of a particular goal ERG Model - A need based theory of motivation proposed by Clayton Alderfer, ERG theory involves three rather than two levels of needs, and also allows for someone to regress from a higher-level need to a lower level need (existence, relatedness, and growth) Ethical blind spots - Unethical behavior without being aware of it Lollipop leadership - A moment where one person changes the life or perspective of another through a seemingly simple gesture. The giver of the "lollipop" may or may not be aware of its impact on the receiver, and the receiver may or may not have told the giver how it impacted them.