SHRM 2024 Exam Test bank all in one shrm course | Actual Questions And Answers Latest Upda, Exams of Business Systems

Download SHRM 2024 Exam Test bank all in one shrm course | Actual Questions And Answers Latest Upda and more Exams Business Systems in PDF only on Docsity! SHRM 2024 Exam Test bank all in one shrm course | Actual Questions And Answers Latest Updated 2024/2025 (Graded A+) Freedom of Association - ✔✔Right for workers to unite to promote desired employment conditions as a group 4 Layers of Diversity - ✔✔1. Personality 2. Internal Dimensions 3. External Dimensions 4. Organizational Dimensions Summary Offense - ✔✔Gross misconduct in which no prior warnings are required for termination so long as a proper investigation and hearing was preformed 3 reasons to approach diversity as a strategic initative - ✔✔1. To make it a priority 2. To allow for its complexity 3. To address organizational resistance to change BEST SHRM COURSE ⭐⭐⭐⭐⭐ - ✔✔Search on Google -> Certexamdb Structural Org - ✔✔look at how the org is helped or hindered by its structure Interventions include movement of decision making authority, mergers/acquisitions/divestitures Interpersonal Org - ✔✔focus on work relationships between employees Process/Technological Org - ✔✔focus on activities such as work flow and departmental coordination Most critical piece of effective performance management - ✔✔Clarity of performance standards For effective information management, a balance must be struck between: - ✔✔Openness and security Porter's 3 Successful generic strategies - ✔✔1. Cost Leadership 2. Differentiation 3. Focus 2 functions of an HR audit - ✔✔1. Help management understand what is happening in HR 2. Allow HR to determine which programs should be eliminated or enhanced Zero based Budgeting - ✔✔Everyone's budget starts at zero and departments must present a case on how their budget will help the org's goals. Each department is then given a priority rating Incremental budgeting - ✔✔aka line item budgeting, is based on the prior year's budget being increased by a set percentage According to Goleman, what leadership attribute separates good leaders from great leaders? - ✔✔Emotional intelligence 4 T's that help an org increase global mindsets - ✔✔Travel, Teams, Training, & Transfers Trait Engagement - ✔✔The inherent personality-based elements that predispose an individual to being engaged Primary goal of supply analysis - ✔✔Obtain a snap shot of the current talent pool Primary focus of organizational development - ✔✔Managing change and disrupting the status quo Situational Leadership - ✔✔Leaders can flex behaviors to meet the needs of unique situations based on employee maturity 1) Relationship Behavior - support employees psychologically 2) Task Behavior - provide guidance on task completion Hersey and Blanchard's situational leadership theory - ✔✔Telling - used when employee lacks KSAs Selling - used when employee is capable of task, but requires explanation Participating - used when employee is capable, but manager supports brainstorming Delegating - used when employee no longer needs support Fielder's Contingency Theory - ✔✔Situational leadership theory that states a leader is most effective when the leader's skills match task & team needs creating "situational favorableness" situational favorableness is based on what key factors - ✔✔the degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members 1) Leader-member relations are strong 2) Task structure & requirements are clear 3) Leader can exert the power needed to reach the group goal Path-Goal Theory of Leadership - ✔✔A situational leadership theory in which a leader performs the behavior needed to keep the team on track towards their goal Types of "path-goal theory" leadership behaviors (4) - ✔✔1) Directive - define the task/goal 2) Supportive - fulfill relationships & remove obstacles 3) Achievement - Motivate by setting challenging goals 4) Participative - control work & leverage group expertise through participative decision making Emergent Theory of Leadership - ✔✔A leader gradually & naturally emerges & exerts influences over others Belbin's model of solo & team leadership - ✔✔Solo Leadership - Interferes in everything, expects leaders to conform, collects "yes men," directs member activities, sets objectives Team Leadership - delegates team roles, embraces diverse styles, encourages constructive disagreement, develops growth, creates vision Authentic Transformational Leadership (4 key ideas) - ✔✔1) Power - formal & informal leaders arise at all org levels & they exercise their power by empowering others 2) Orientation - think in long term visions rather than short term results 3) EI - self awareness 4) Ethical Grounding - model & encourage org values Strong vs Weak HR - ✔✔Strong - develop & coach others, build positive relationships, model values, have functional expertise Weak - Focus internally vs. externally, lack long term perspective, don't anticipate or adjust to change, resist "stretch" goals Universal (Non)Leadership Characteristics - ✔✔Universal Leadership Characteristics - Trustworthy, just, honest, foresight, encouraging, dynamic, motivator, confidence builder, dependable, win-win problem solver Universal Non-Leadership Characteristics - Loner, asocial, indirect, noncooperative, irritable, egocentric, dictatorial Influencing - ✔✔Relying on one's power to change other's perspectives Types of Power - ✔✔- Legitimate: hierarchy/title - Reward: offer of value - Expert: knowledge or experience - Referent: personality, loyalty, admiration - Coercive: threat of punishment Tactics of Influence - ✔✔- Reasoning: explaining your view logically with examples - Vision/Value: when evidence is unavailable, appeal to a shared vision - Relationships: enlist allies via existing networks - Reciprocity: banking "favors" for future use Ways to build trust - ✔✔- Common values: helps overcome a sense of "otherness" - Aligned Interests: navigates cross cultural relations via a common goal - Benevolence: having genuine concern of others - Capabilities of Competence: follow through - Predictability & Integrity: "walks the talk" - Communication: promote 2 way communication 4 ways to use emotions - ✔✔1) perceiving emotions 2) using emotions to facilitate thought 3) understanding emotions 4) managing emotions 5 components of Emotional Intelligence Quotient - ✔✔1) Self Awareness 2) Self Regulation 3) Motivation/Passion 4) Empathy 5) Social Skills/Intelligence Goal Setting Theory - ✔✔Goals should be specific & clear, significant, & sufficiently challenging to allow for growth Steps to implementing an anticorruption program - ✔✔1) identify specific risk areas 2) institute control 3) provide training 4) embed disciplinary methods 5) implement robust monitoring, detection, & auditing 6) reassess PWC framework for ethical decision making - ✔✔1) recognize ethical situations as they arise 2) establish the facts & options 3) evaluate ethical dimensions of outcomes 4) apply relevant codes of ethics 5) consult with others 6) make a decision and own it Utilitarian - ✔✔Greatest good for the greatest number. AKA common good approach Rights Approach - ✔✔will a decision violate basic human rights Justice approach - ✔✔degree to which an action may be preferential Virtue approach - ✔✔will the action promote or disrupt the decision maker's character development 3 keys of networking - ✔✔1) Find people with something you need 2) Have something others need 3) Maintain the connection Conflict Resolution Modes - ✔✔1. Accommodate (Smooth): emphasize agreement - best when there is little time to argue or reach root cause of the issue 2. Assert (force): leader imposes a "win/lose" solution - best in a crisis, or when authority is being threatened 3. Avoid: useful for small conflicts or when relationships aren't worth keeping 4. Collaborate - most effective: seek a "win/win" solution - best when there is time & relationships are important 5. Compromise: leader asks everyone to bargain in a "lose/lose" solution - best for complex issues with strong egos and little time Best approach to compromising - ✔✔1) both sides express their version 2) both side's paraphrase the other 3) brainstorm solutions that everyone believes will work 4) all parties agree on the next steps 5) facilitator ends the meeting on good terms 3 types of negotiators - ✔✔1) Soft Negotiators: value relationships over outcomes, will back down to reach an agreement 2) Hard Negotiators: committed to winning 3) Principled Negotiators: aim for mutual gain - identify common interests via integrative bargaining Negotiation Process (6 steps) - ✔✔1) Preparation (identify BATNA) 2) Relationship Building 3) Info exchange 4) Persuasion 5) Concessions 6) Agreement Audience Analysis for communication - ✔✔- who should receive the info and what are their needs - What do they already know/what are they missing - How will the audience react (surprise, resistance, lack of interest) - What approaches will work best 4 behaviors of an impactful communicator - ✔✔1) Listening 2) Credibility 3) Create Presence - Posture & movement - Gesture - Eye contact - Vocal qualities 4) Do NOT display falseness or nervousness Global Mindest - ✔✔Ability to take an internationally inclusive mindset in which cultural differences are not ignored, but appreciated 3 elements to develop a global mindset - ✔✔1) Appropriate knowledge, skills, & understanding 2) Desire & motivation to change 3) System & MGMT support Layers of culture - ✔✔- Basic Assumptions (implicit culture - core beliefs) - Norms and Values (right and wrong) - Artifacts and Products (explicit culture - food, dress etc.) - Internal: individuals decide their own path - External: individuals are part of a larger design & can't create their own paths Obstacles to Cross Cultural Understanding (4) - ✔✔1) Ethnocentrism & Parochialism: our way is the best/only way 2) Cultural Stereotypes 3) Cultural Determinism: culture excuses actions & impedes change 5) Cultural Relativism Malicious Compliance - ✔✔local management agreeing to a standardized policy they know won't work in their region Dilemma reconciliation & the 4 Rs - ✔✔Process of charting a course through cultural differences by using the 4 R's 1) Recognize: create awareness of cultural differences 2) Respect: Appreciate diversity 3) Reconcile: resolve differences to find a common path 4) Realize * Root: impement & reward actions 5 paths to dealing with diversity - ✔✔1) Dominate (Parochialism) 2) Avoid conflict 3) Accommodate (cede to local culture) 4) Compromise 5) create an alternative (cultural synergy) Cultural Synergy - ✔✔Determine if a conflict is cultural in nature and identify what led to the dilemma. Then, craft alternatives from similarities Rule of Law - ✔✔no individual is beyond the reach of the law & authority is exercised in accordance with laws Due Process - ✔✔Laws are enforced through accepted, codified, procedures to avoid abuse of power Jurisdiction - ✔✔right of legal body to rule over a region Forum/Jurisdiction Shopping - ✔✔taking complaints to areas sympathetic to the cause Level of laws - ✔✔analyzing laws by their areas of control - National - Subnational - Extraterritorial - Regional/Supranational - International Value creation - ✔✔An org's success in meeting its strategic goals through activities that create, retain, & increase value Value Chain - ✔✔Process by which an org creates their product or service (aka business model) Primary activities in the value chain - ✔✔Contribute directly to the end result Secondary activities in the value chain - ✔✔support primary activities Strategic Planning - ✔✔The process of setting goals and designing a path toward a competitive position. Strategic Management - ✔✔Actions made to move an org toward the goals and create value for stakeholders Performance Objectives - ✔✔combine activity measurement (what is being done) with results (what happened) to measure: - effectiveness - efficiency - impact Key performance indicators (KPIs) - ✔✔Quantifiable measures of performance used to gauge progress toward strategic objectives or agreed standards of performance. Stakeholder concept - ✔✔An organization operates within a complex environment in which it affects and is affected by a variety of forces or stakeholders who all share in the value of the organization and its activities. Business life cycle - ✔✔The stages of growth and development a business can experience 1) Introduction 2) Growth 3) Maturity 4a) Renewal: change of offering, location, or plan 4b) No growth: don't change and accept low revenue 4c) Decline: Don't change and decline in revenue Porter's 5 forces of competition - ✔✔threat of new entry suppliers bargaining power buyers bargaining power threats of substitute products competitive rivalry Zero-Based Budget - ✔✔Every budget begins at zero and funds are allocated based on each operation's priority ranking McKinsey 7-S Goal Framework - ✔✔For an org to achieve its goals, 7 elements must align 1) Structure: the way work is divided 2) Strategy: the plan to improve competitive position 3) Systems: the operating procedure 4) Style: orientation of leaders 5) Staff: the way employees are managed/developed 6) Skills: current competencies 7) Superordinate Goals: the org's values The J Curve of change management - ✔✔Process of change and its impact on productivity over time (first it takes a dip, and then it starts to improve) Change response spectrum - ✔✔20-30%: Resistance due to fear of the unknown 40-60% Neutral 20-30% Welcoming and view change as a benefit Conditions that make change possible - ✔✔- Shared purpose - reinforcement system - skills required for change - consistent role models Kurt Lewin Model of change - ✔✔ John Kotter's 8 Steps to Leading Change - ✔✔- Unfreeze 1) create urgency 2) Assemble a strong team 3) Provide a clear vision - Move 4) Over-communicate 5) Empower action 6) Ensure short term success - Refreeze 7) Sustain progress & build on achievements 8) Institutionalize Approaches to implementing change - ✔✔1) Cascade: top down 2) Progressive: Change starts at the top & is slowly broadcast downward to gain buy in 3) Organic: multiple, independent centers change within the org. It is uneven, but accelerates with top leadership support Questions to check data validity (6) - ✔✔1) is the source credible 2) what possible biases exist 3) are the sources clearly cited & reliable 4) are the facts relevant 5) is the data current 6) is the argument being made sound Key research approaches - ✔✔Interviews Focus groups Surveys Observations Existing data Planning a Focus Group - ✔✔1) clearly identify goals 2) schedule during a distraction free time 3) Hire a facilitator who: - knows the topic - is a good listener - understands group dynamics - allows ideas to emerge without bias 4) Have a representative group 5) Select participants at random & voluntarily 6) Designate a note taker Mind mapping and affinity diagramming. - ✔✔start with a core idea and build off of it, grouping similar ideas together until a clear relationship forms nominal group technique - ✔✔Participants suggest ideas until no further suggestions are made. At that time, the group sorts through to eliminate redundant or irrelevant items until only core ideas are left Delphi Technique - ✔✔Decision making technique in which the facilitator starts with 1 key question and everyone anonymously submits their idea for resolution. These ideas are then sent back to the group to refine & comment on. The process is repeated until no more ideas are submitted, at which time the group comes together Reliability - ✔✔Does the test gather consistent results Validity - ✔✔does the test measure what it is supposed to measure Statistical Sampling - ✔✔When you can't sample the whole population so you pick a representative subset of the whole, which must be large enough to identify & weed out outliers Stereotyping - ✔✔the process by which people draw inferences about others based on their knowledge of the categories to which others belong - Focus of core competencies with other tasks being outsources Strategic Drift - ✔✔When an org fails to respond to environmental changes and is no longer focused on the strategic goals Input-Process-Output Model - ✔✔Used to analyze the impact a department change will have on internal and external environments - Inputs: Factors that can effect the outcome - Process: All possible methods available - Outputs: Desired strategic effect Types of environmental scanning - ✔✔- PESTLE - SWOT - Growth Share Matrix - Scenario Analysis Growth Share Matrix - ✔✔ Mission - ✔✔organization's purpose or reason for being Vision - ✔✔Org's future hopes & image Value - ✔✔guiding principles and beliefs of the org Value Driver - ✔✔actions, processes, or results that are needed to deliver value 4 KPIs in a Balanced Scorecard - ✔✔1) Finance: productivity & mgmt of funds 2) Customers: quality & service 3) Internal Business Processes: talent acquisition/development 4) Learning & Growth: actions that lead to future success 3 ways to achieve a balanced scorecard - ✔✔1) Between financial & nonfinancial success 2) Between internal & external constituents 3) Between lagging & leading performance indicators Leading indicator - ✔✔predictive in that action in this area can change future performance and help achieve success Lagging Indicator - ✔✔effects that have already occurred and cannot be changes (ex. turnover rate) SMARTER goals - ✔✔Specific, Measurable, Attainable, Relevant, Time bound, Evaluated and Revised Strategic Fit - ✔✔A state in which an organization's strategy is consistent with its external opportunities and circumstances and its internal structure, resources, and capabilities. 2 ways to create competitive advantage - ✔✔1) Change in the external environment (price, product, customer) 2) Change in the org's innovation - Blue Ocean: create a new area to compete within the same industry (luxury lines) - Red Ocean: compete in an existing market & take customers from competition (promos/mktg efforts) Strategic alliance - ✔✔companies share assets to accomplish a goal Joint Venture - ✔✔companies invest together to form a new org Equity Partnership - ✔✔one firm acquires partial ownership of another by buying shares Merger/acquisition - ✔✔one firm buys another Franchising - ✔✔licensing a trademark or product for a fee + royalties Contract manufacturing - ✔✔to lower labor costs, a local manufacturer produces a product for you Licensing - ✔✔a local firm is given the rights to sell a product (low risk entry into the new market, but you have no control over licensees actions) Management Contract - ✔✔another company is brought in to manage the daily operations, but strategic decisions remain with the host Turnkey operation - ✔✔an existing facility is purchased without changes Greenfield operation - ✔✔building factories and offices from scratch Brownfield operation - ✔✔Re purposing old operation Divestiture - ✔✔pruning of an under performing part of the business Elements needed for strategy implementation - ✔✔1) Communication outward to the team 2) Communication inward to leaders 3) Leadership support of subordinates 4) Free flow of info throughout the org 5) Enough info to connect work to strategy Strategy Implementation stages - ✔✔1) Planning - work with stakeholders to define objectives Best practices for branding - ✔✔1) Brand Pillar Identification: clear statements of the most important attributes to include 2) Award Evaluation: what employment/quality awards will we include 3) Benchmarking 4) Touchpoint Mapping: identifying key points of interactions between candidates and company 5) Online job portals 6) Personalized Channels for external audiences Job specification - ✔✔describes the minimum qualifications a person must have to perform the job successfully Sourcing - ✔✔generates a pool of applicants to recruit from via internal & external advertising Recruiting - ✔✔Encouraging the right quantity and quality of candidates to apply Internal Recruiting Sources - ✔✔- Referrals - Job Bidding: allows current EEs to express and interest in a role before it's available - Inside Moonlighting: EE takes on a 2nd role in the org - Skill Tracking: computerized system provides a list of qualified candidates - Succession Planning - Job Posting - Nominations External Recruiting Sources - ✔✔- Ads - Staffing agencies - Community Involvement - Educational/Government Groups - Internships - Employer Website - Former Employees - Job Boards - Intraregion Recruiting - Social Media Cost of Hire - ✔✔total costs / # of new hires Cost per hire - ✔✔sum of external costs + sum of internal costs / total number of hires in a time period External Recruiting Costs - ✔✔spending outside of the org for recruiting i.e. agency fees, ads, job fairs, travel Internal Recruiting Costs - ✔✔Internal resources for recruiting i.e. salary of recruiting team, talent acquisition system costs Cost Per Hire Internal - ✔✔creates a formula for 1 org without comparing capabilities of other orgs Cost per Hire Comparable - ✔✔uses more general data to compare results across orgs Recruitment Costs Ratio - ✔✔(External+Internal Costs/Total 1st year comp of new hires) x 100 Yield Ratio - ✔✔Desired Data/Total Data i.e. Female Applicants/Total Applicants Days to Fill & Recruiting Efficiency - ✔✔Focus on: - Cost Efficiency - Quality - Speed Predictive Analysys - ✔✔Identifying key metrics that improve hiring Selection - ✔✔Evaluating the most suitable candidates for a role based on position criteria Selection Steps - ✔✔1) Screen: analyze candidates to identify most qualified - ATS - CV (detailed overview of accomplishments) - Resume (concise & general overview of skills) 2) Interview: probe areas of interest to determine fit - Prescreening (short convos with HR to weed through a large volume of applicants) - Indepth (Long convos with mgmt or colleagues) - Structured - Unstructured - Behavioral - Competency Based - Group Interviews - Stress Interviews 3) Assess & Evaluate: Screening to identify/confirm skills not determined in the interview - Substantive (pre-employment tests to reduce pool to finalists) - Discretionary (separate those given offers from all qualified finalists to assess culture fut and citizenship behaviors) - Contingent (drug tests/medical exams 4) Select & Offer Onboarding: 1st month of the job helps EE develop a positive working relationship 3 ways to show one's engagement - ✔✔1) Vigor: High energy & investment in work 2) Dedication: pride, enthusiasm & involvement in work 3) Absorption: concentration & engrossment in work Macey & Schnieder's 3 facets of Engagement - ✔✔1) Trait: inherent personality that makes someone predisposed to engagement 2) State: influenced by workplace conditions (can be managed by the task variety & input level) 3) Behavioral: Evident in the effort put into jobs (occurs when both trait & state exist) Engendering - ✔✔an undesirable form of transactional engagement in which employees act engaged to be rewarded, but don't feel it 3 levels of EE well being - ✔✔1) Physical Health 2) Psychological Health 3) Social Health Authoritarian Culture - ✔✔Power resides with top-level management Mechanistic Culture - ✔✔tasks and responsibilities are defined clearly to employees and shaped by formal rules and standard operating procedures Participative culture - ✔✔employees contribute to goal setting Learning Culture - ✔✔a culture in which learning is rewarded, promoted, and supported by managers and organizational objectives High performance culture - ✔✔Talent & innovation is key 4 Engagement Drivers - ✔✔1) The work itself 2) Trust in Leadership 3) Recognition 4) Delivery of org communication Aon Hewitt engagement model - ✔✔When EEs are engaged they will: Say: Speak positively about org Stay: intense sense of belonging Strive: Motivated to succeed Mgmt Competencies needed to boost engagement - ✔✔1) Supporting EE Growth - Autonomy & empowerment - Development - Feedback & recognition 2) Interpersonal Style & Integrity - Individual interests - Availability - Personal Manner is positive - Strong Ethics 3) Monitoring Direction - Reviewing & guiding - Clarifying expectations - Managing time & resources - Following procedures Employee Surveys - ✔✔Attitude Surveys: determine perceptions on culture, mgmt, compensation, diversity, etc. Opinion Surveys: measure specific issues Engagement Surveys: focus on job satisfaction, commitment, & moral For surveys too succeed: - ✔✔EEs must be: - Aware of their purpose - Surveyed on specifics - Guaranteed confidentiality - Given feedback on results Employee Life Cycle - ✔✔1. recruitment and selection - Relationship begins 2. integration - EE gains access to info and becomes familiar with the culture 3. development - promote engagement and retention 4. transition - dependent on type of transition Job Enrichment - ✔✔incorporate meaning, variety, autonomy, and respect into jobs to connect EE with org strategy describes examples of desirable & undesirable behavior and measures it against a scale of performance + allows for more accuracy and clearer standards with independent dimensions - A different BARS is needed for each job category Errors in Appraials - ✔✔- Halo/Horn Effect - Recency Bias - Primacy Bias - Strictness/Leniency- of appraisers - Central Tendency (everyone is rated within a narrow range) - Contrast (ratings are made in comparison of other EEs rather than performance metrics) Reasons to engage separate EEs - ✔✔- Refferals - Boomerang EEs - Brand ambassadors - New Business (old EEs returning as new clients) - Industry intelligence (old EEs providing new insight) Employee Enablement - ✔✔Having people in the right roles and providing them with both the resources and support to get things done. Employee absence rate - ✔✔Number of days in month/Average number of employees during month Number of days Workers Compensation Incident Rate - ✔✔(# of injuries per 100 FT EEs/Total hours worked in a calendar Yr) x 200,000 Retention Rate (stability index) - ✔✔(# of EEs who stay within a period/# of EEs at the start of that period) x 100 Turnover Rate - ✔✔(# of separations in a period/Avg # of EEs during the period) x 100 Retention Thresholds - ✔✔The point at which a new employee exits the organization Training V Development - ✔✔Training: providing KSAs specific to a job or task - used to fill short term skill gaps Development: prepares one for future responsibilities by increasing their capabilities in their current role - used to fill long term needs Experiental Learning - ✔✔OTJ learning, which provides the majority of development Push v Pull Training - ✔✔Push: traditional, classroom setting Pull: utilizing a variety of mediums to provide readily available access to training 70-20-10 rule of training - ✔✔70% challenging assignments 20% developmental relationships 10% coursework and training Learning Org - ✔✔an org that has developed the capacity to continuously learn, adapt, and change Peter Senge's The Fifth Discipline - ✔✔5 Disciplines that foster learning: 1) Systems thinking 2) mental models 3) personal mastery 4) team learning 5) shared vision **make training tied to business objectives, continuous, both employee and managers take responsibility for training Systems Thinking - ✔✔Conceptual framework that makes patterns clearer and helps one see how things interrelate and how to change them. Mental Modes - ✔✔One of Peter Senge's five disciplines of learning organizations, which describe deep- seated beliefs that color perceptions and affect how individuals see the world around them and react to it. Explicit V Tacit Knowledge - ✔✔Explicit: Shared through data or learning intervention - Saved in org via databases Tacit: personal & experience based - Saved in orgs via meetings or EE connections Andragogy - ✔✔the study of teaching adults pedagogy - ✔✔The study of teaching children Differences between kid and adult learners - ✔✔- Self concept: adults are less dependent - Experience: adults have more to learn from - Readiness to learn: adults focus more on the development of their social roles - Orientation to learning: shift from subject to problem focused - Unlearn to learn: adults have to break old ideas Obstacles to learning - ✔✔- Low tolerance of change - Lack of trust in training impact Learning Portals - ✔✔web site that provides access to orgs database & present info from diverse sources in a unified way Virtual-world simulations - ✔✔Place learner in office setting to address real life challenges in a low risk way ADDIE Model Implementation - ✔✔Delivery of the program via pilot testing, content revisions, translation & interpretation, instructor selection, & logistical concerns Pilot Testing - ✔✔Allows for evaluation of: - Content detail & sequence - Effectiveness and cultural appropriateness - Time allotted - Space available Translation v Interpretation - ✔✔Translation: conversion of written ward to a new language Interpretation: translation of spoken word Niel Shorney's Cultural Challenges for trainers - ✔✔- High power distant cultures may not want to display display confusion if subordinates are present - One culture may dominate the other - Trainer may damage credibility by being too formal - Language can be a barrier ADDIE Model Evaluation - ✔✔comparing results to objectives Identifying best practices Assessing ROI Establishing a database for future use Kirkpatrick's 4 Levels of Training Evaluation - ✔✔Level 1: reaction - how participants felt about the training Level 2: learning - how participants increased or otherwise changed their knowledge, skills and attitudes Level 3: behavior - how participants changed their behavior on the job Level 4: results - how the program affected the organizational goals Computing training ROI - ✔✔1) Isolate effects of training 2) Convert effects to monetary value 3) calculate training costs 4) Calculate ROI career development - ✔✔Process by which employees progress through a series of stages in their careers, each of which is characterized by relatively unique issues, themes, and tasks. Career Planning - ✔✔Actions and activities that individuals perform in order to give direction to their work lives with a focus on the individuals goals and responsibilities Career management - ✔✔Preparing, implementing, and monitoring employees' career paths, with a primary focus on the goals and needs of the organization. Career Planning v Career Management - ✔✔Career planning focuses on individual needs and interests Career management focuses on future org needs and career path options Roles in Career Development - ✔✔1) Coach: listen to, clarify, & assist in identifying career concerns 2) Appraiser: give feedback & clarify performance standards 3) Advisor: suggest options, give advice, & set goals 4) Referral Agent: consult on action plans & link EE with resources IDPs are most effective when they - ✔✔align with org needs reflect an accurate assessment of EEs current strengths & weaknesses focus on linking development activities and goals include feedback embraced by EE Forms of career development - ✔✔1) EE Self Assessment 2) Apprenticeships (combine OTJ with classroom learning) 3) Job Rotation 4) Job Enlargement 5) Job Enrichment 5) Projects, committees, & teams 6) Internal Mobility Job enlargement - ✔✔given added tasks within same job that require the same skill level Job enrichment - ✔✔increases depth of a job by adding related responsibilities Coaching v Mentoring - ✔✔Coaching: one on one discussions between EE and an experienced individual Mentoring: developmentally oriented relationship between 2 individuals Formal v Informal Mentoring - ✔✔Formal: developed in response to a specific org need and involves strategic matching of mentors & program guidelines with a specific deadline Informal: organic mentoring relationship forms broker v monitor Leadership assessment tools - ✔✔- Inventories: assess the strengths that rising leaders can bring to higher levels - Work samples: simulations and assessment centers - Situational judgement tests - EI assessments Leader development methods - ✔✔more challenging assignments/risk management, hardship testing (high pressure & emotionally charged situations), problem solving in controlled environments and training and action learning leadership Total rewards - ✔✔Direct and indirect remuneration approaches that employers use to attract, recognize, and retain workers. Benefits - ✔✔tangible payments or services to cover EE life Perquisites - ✔✔perks provided on an individual basis in the form of goods and services (company phone) Total rewards strategy - ✔✔plan to provide regards to EEs who achieve specific, combines comp and benefits with personal growth opportunities Developing a total rewards program - ✔✔1) Assessment - What are our current offerings? - Are they fair & competitive - are we accidentally rewarding bad behaviors b/c they make money 2) Design - designed by a multidepartment team of execs 3) Implementation - HR shares info on new system 4) Evaluation Cultural Alignment of total rewards - ✔✔Entitlement Oriented: length of service is rewarded Contribution Oriented: pay for performance Job context - ✔✔purpose of the job & place in the org Job content - ✔✔duties and responsibilities Job specifications - ✔✔KSAs needed to succeed Performance criteria - ✔✔desired behavior and results Job analysis methods - ✔✔- Observations - EE interviews - Open ended questionnaire - Highly structured questionnaire (determines frequencies and importance of tasks) - Work Diary maintained by EE Job-content-based job evaluation - ✔✔Job evaluation method in which the relative worth and pay structure of different jobs are based on an assessment of their content and their relationship to other jobs within the organization. job ranking method - ✔✔A procedure for developing a wage structure that involves ranking the various jobs in a hierarchy of job worth and then assigning monetary values to them. + simplest & cheapest + best for small orgs job classification method - ✔✔Job descriptions are written and ranked into grades by an evaluator + best for large orgs + easy for EEs to understand - ambiguous Point-factor method - ✔✔Most commonly used method of job evaluation; it involves using specific factors such as skills, responsibilities, effort, working conditions, supervision of others to evaluate job worth + best for orgs with resources + produce defensible outcomes - complex and time consuming - hard to explain Market-based evaluation - ✔✔Method similar to job evaluation systems that evaluates jobs based upon their market value. Person based pay system - ✔✔EE characteristics, rather than how the job is performed, determine pay - Knowledge based (scientists or teachers) - Skill based (production) - Competency based (professional groups) Red circle rates - ✔✔payment rates above the maximum of the pay range Green circle rates - ✔✔an employee's pay is below the minimum of the range. Pay compression - ✔✔Occurs when there is only a small difference in pay between employees regardless of their experience, skills, level, or seniority; also known as salary compression. Time-based differential pay - ✔✔- Shift pay - emergency shift pay - premium pay for holidays or 7 days in a row - On call/call back pay - reporting pay - travel pay - OT pay Types of incentive pay - ✔✔1) Individual (most impact on productivity) - piece rate system - commission - non cash rewards 2) Group - gainsharing plans - team bonuses 3) Org - profit sharing/stock ownership - bonus program Executive Comp differs from EE pay b/c: - ✔✔1) made up of incentives 2) incentives are linked to org erformance Stock Option - ✔✔right to purchase stock at a set (exercise) price but are not stockholders so they can't vote Stock Purchase - ✔✔available to all EEs with tax breaks given to anyone that isn't an exec Restricted stock grants - ✔✔No requirement to buy stock, it is a gift of stock that will be lost if requirements are not met Phantom Stock - ✔✔ER pays a cash award to EE in units that mimic stocks and awards of cash are given as that stock price goes up Restricted stock units - ✔✔promise of a set # of stocks after restrictions are met Performance grants - ✔✔linking stock based comp to org performance to avoid deduction limits Maturity curves - ✔✔Correlate pay with time spent in a professional field such as teaching or research. Dual career ladders - ✔✔Career development programs that identify meaningful career paths for professional and technical people outside traditional management roles. defined benefit plan - ✔✔a pension plan in which the amount an employee is to receive on retirement is specifically set forth - ER bears risk defined contribution plan - ✔✔retirement plan in which the employer sets up an individual account for each employee and specifies the size of the investment into that account - EE bears risk Fiduciary Responsibility - ✔✔The legal duty of a representative to manage property in the interest of the owner 5 characteristics of a profession - ✔✔1) national org 2) code of ethics 3) research done to advance field 4) outline of KSAs needed 5) credentialing org Finance - ✔✔How org uses its financial assets to operate in short & long term - support initiatives by controlling budgets - provide financial analysis used in strategy - managing org "treasury" through investments & borrowing Accounting - ✔✔Tracking and reporting financial info - tracking revenue and expenses - maintaining records and audits - producing financial statements - compliance Marketing v sales - ✔✔Marketing - positioning products Flexible Staffing Alternatives - ✔✔1) Temp Assignments: temps hired for 1 job 2) Temp EEs: temps hired for a set time 3) On call staff 4) Part Time EEs 5) Job sharing 6) Seasonal Work 7) Phased Retirement Payrolling - ✔✔Approach that allows an organization to refer individuals it wants to hire to an agency. The agency hires them to work for the organization and provides payroll and tax services for either a fixed fee or a percentage of the salary, which is generally less than a traditional temp agency fee. Employee leasing/Professional ER org - ✔✔in a joint venture, and org transfers EEs at a discrete facility to the payroll of an EE leasing firm to lease back to them Temp to lease program - ✔✔org contracts with staffing firms for long term assignments & after a period of time they are promoted to lease status to become eligible for benefits Outsourcing or Managed services - ✔✔independent org with expertise in operating specific function contacts with an org to assume full responsibility for the function (as opposed to just supplying personnel); functions may be peripheral to the core business (security, food service) or closer operations (such as managing all flexible staffing programs or the IT function) Coemployment/Joint employment - ✔✔situation in which an org shares responsibility & liability for their alternative workers with staffing orgs Economically Dependent Worker - ✔✔A worker who is formally self employed but who derives most income from one employer Drivers of Org Restructuring - ✔✔1) Strategy (creation of new divisions to facilitate new products or markets) 2) Structure (rearrange to follow new business model, improve efficiency, or reduce costs) 3) Downsizing (done to remain functional during loss of revenue) 4) Expansion (similar to strategy) Forms of org restructuring - ✔✔1) Redistribution of decision making authority - send decision making downward to line managers 2) Extended Org - Formed through outsourcing, strategic alliances, or partnerships to allow separate units to stay in communication 3) Merger & acquisition/divestiture 4) RIF Talent Management - ✔✔Development and integration of HR processes that attract, develop, engage, and retain the knowledge, skills, and abilities of employees that will meet current and future business needs. Talent Pools - ✔✔employees who meet a formal set of identification criteria Knowledge Management Process - ✔✔creating, sharing, & managing knowledge for individual and org performance 1) Expertise sharing/org learning 2) Knowledge retention Org development - ✔✔Process of enhancing the effectiveness of the org through planned intervention Proactive org development interventions - ✔✔identify & correct problems before they impact productivity Remedial org development interventions - ✔✔make changes to bring an org back on track 5 characteristics to consider data - ✔✔1) relevance 2) influenceable or manageable 3) fact based & objective 4) selective 5) sufficient & specific Team Formation Stages - ✔✔1) forming (shared goal, but no trust) 2) storming (individuals clash) 3) norming (build trust to establish group identity) 4) performing Group Member roles - ✔✔1) Task roles - get work done 2) Social Roles - maintain relationships & positive group function 3) Dysfunctional - weaken the group & reduce productivity Structural Characteristics of an org - ✔✔1) Work specialization (degree to which tasks are performed as separate jobs) 2) Decision making authority (how decisions are made and by whom) 3) Layers of hierarchy (chain of command & span of control - # of EEs that report to each manager) 4) Formalization (extent to which policies govern the behaviors of EEs) - equal pay - antidiscrimination Employment at will exceptions - ✔✔- Public Policy: can't term if it would violate laws - Implied contract - Covenant of good faith: only exist in some states but don't fire if it would be seen as unjust Single enterprise union - ✔✔model seen in Japan, all employees of an employer regardless of job type or skill may be represented by a single enterprise union 6 key aspects of a union - ✔✔1) Level at which bargaining occurs (org specific or full industry) 2) focus of bargaining topics 3) union density 4) membership requirements 5) relationship with management 6) government role Responses to Unions - ✔✔1) Acceptance 2) Avoidance & policy appealing 3) Adaptation of relationship 7 approaches to managing global enterprises - ✔✔1) Hands off: orgs are locally managed 2) Monitor: HQ voices opinion by doesn't make decisions 3) Guide & Advise 4) Strategic Planning: policies are global, but practices are locally determined 5) Set limits & approve decision 6) Integration of decision making 7) Manage locally from HQ Work councils - ✔✔groups of nominated or elected employees who must be consulted when management makes decisions involving personnel and unions Codetermination - ✔✔Form of corporate governance that requires a typical management board and a supervisory board and that allows management and employees to participate in strategic decision making. 3 models of codetermination - ✔✔1) Dual system (mgmt & supervisory board of workers and non workers) 2) Single tier (1 board with EE reps) 3) Mixed system (EE reps act as advisors with no voting power) Tripartism - ✔✔Collaboration of government, employers, and unions in labor negotiations. Industrial Action - ✔✔forms of collective EE actions taken to protest ER actions in a way that interferes with an ERs ability to fulfill its commercial actions General Strike - ✔✔work stoppage Sit down strike - ✔✔method of boycotting work by sitting down at work and refusing to leave the establishment so temp workers cannot be brought in Sympathy Strike - ✔✔Action taken in support of another union that is striking the employer. Wildcat strike - ✔✔a strike not approved by the strikers' union Secondary action/boycott - ✔✔attempt by a union to influence an ER by putting pressure on another ER (supplier) Work to rule - ✔✔Situation in which workers slow processes by performing tasks exactly to specifications or according to job or task descriptions. Picketing - ✔✔The gathering of striking workers at a business site as a sign of protest Lockout - ✔✔a company tool to fight union demands by refusing to allow employees to enter its facilities to work Summary offense - ✔✔not preceded by warning steps. If an EE is found to have committed it, they will be terminated Positive Punishment - ✔✔Added requirement i.e. forced counseling Negative Punishment - ✔✔Suspension, removal, promotion Extinction - ✔✔Avoiding/Ignoring violations until they stop Info Management - ✔✔the function of gathering, accessing, synthesizing, evaluating, and disseminating info to aid in making decisions Challenges to data management - ✔✔1) Complexity of big data 3 forces shaping globalization today - ✔✔1) shift from developed to emerging economies 2) Global crises 3) Hyperconnectivity Disapora - ✔✔brain drain individuals leaving their home country to go some place new and sending money back to their families as global remittances Demographic Dichotomy - ✔✔Workforce in emerging countries becoming disproportionately young, but in developing countries, aging rapidly. Reverse Innovation - ✔✔when companies initially develop products for niche or underdeveloped markets, and then expand them into their original or home markets Hyperconnectivity - ✔✔increasing digital connections increased measurability & accessibility of data 4 components to capitalize your global footprint - ✔✔1) Physical Dispersion 2) Diversity of thoughts & cultures 3) Unification via a single org identity 4) self awareness of global reach Key paradox of globalization today - ✔✔despite depth & breadth of globalization, most EEs work within a few hundred kilometers of their birthplace push globalization factors - ✔✔saturated local markets, increased cost pressures, decreased local access to materials and talent, restrictive govt. policies, trade agreements that increase domestic completion and globalized supply chain pull globalization factors - ✔✔greater strategic control, policies promoting outward foreign investment, trade agreements that offer protection of intellectual property Global Integration - ✔✔Emphasizes consistency of approach, standardization of processes, and a common corporate culture across global operations - takes advantage of economies of scale local responsiveness - ✔✔the need to tailor product and service offerings to fit local consumer preferences and host-country requirements - increases cultural flexibility Upstream v downstream global decisions - ✔✔Upstream: decisions are made at HQ for standardization Downstream: decisions are made locally for flexibility Identity v Process Alignment - ✔✔Identity: extent to which diversity is embraced & local products are offered Process: extent to which operations are integrated across location with the same metrics and tech systems You can be highly diverse in identity but not in process or vice versa GI - LR Matrix - ✔✔Global Integration - Local Responsiveness Driven by four factors: -Market Drivers -Cost Drivers -Governmental Drivers -Competitive Drivers Vertical Axis is Integration Horizontal Axis is LR Top L: Global-Strong links btwn HQ and subsidiaries. Top R: Transnational-Strong links between HQ and subsidiaries and amoung subsidiaries. Bottom L: International-Weak links between HQ and dependent subsidiaries. Bottom R: Multidomestic-Weak links between HQ and autonomous subsidiaries. Extent to which underlying operations such as IT, Finance, or HR integrate across locations. International Company - ✔✔Coordinated Federation Ethnocentric Low GI & low LR weak links between HQ & subsidiaries No need to increase efficiency or tailor products to local markets Best for strong global brands w/ a specialized product & weak competition Multidomestic Company - ✔✔Decentralized Federation Polycentric Low GI & High LR Weak links between HQ & subsidiaries, which are autonomous independent businesses that mirror the home country enterprise in foreign locales High HQ control, but local leaders can adapt policies as needed - Repatriation - Redelopyment Global Assignment Stages - ✔✔1) Honeymoon: Everything is new & exciting & ample support is provided 2) Culture Shock: Disillusionment & dissatisfaction & support is reduced 3) Adjustment: assignment gets easier over time 4) Mastery: biculturalism occurs when the EE can participate fully & comfortably in the host country Covering - ✔✔diversity without inclusion - org hires for diversity, but promotes assimilation 4 As of Assimilation - ✔✔1) Appearance - changing style to blend in 2) Affiliation - avoiding behaviors associated with their identity group 3) Advocacy - avoiding engaging in advocacy on behalf of their identity group 4) Association - avoiding associating with members of their identity group 4 dynamics that work against inclusion - ✔✔1) covering 2) like me bias 3) bias based exclusion 4) majority backlash - majority feels left out by diversity Layers of diversity - ✔✔1. personality - style & preferences 2. internal dimensions - aspects of self assigned at birth (gender, sexual orientation, race, religion) 3. external dimensions - results of life experiences & choices (income, geographic location, habits, education, career) 4. organizational dimensions - similarities & differences based on org role 3 reasons why a Diversity & inclusion strategy is necessary - ✔✔1) Priority - without a strategy, D&I efforts will be placed on the back burner 2) Complexity - the complexity of D&I requires a strategic, org wide solution 3) Resistance - D&I involves major change of the org & change is hard D&I Strategic Process - ✔✔1) Executive Commitment 2) Preliminary Assessment - current needs & benchmarks for success 3) Infrastructure Creation 4) System Changes - alignment of processes to diversity initiatives 5) Training 6) Measurement & Evaluation - Process & Results measurements 7) Evolution & Integration Diversity Council - ✔✔Task force created to define a diversity and inclusion initiative and guide the development and implementation process. Employee Resource Group - ✔✔Voluntary group for employees who share a particular diversity dimension (race, religion, ethnicity, sexual orientation, etc.): also known as affinity group or network group. Also known as ERG. 4 T's of managerial skills and practice - ✔✔-Travel -Teams -Training -Transfers Risk Management - ✔✔The identification, assessment, and prioritization of risks followed by efforts to minimize, monitor, and control such events. ISO 31000 - ✔✔defines risk as the effect of uncertainty on objectives More proactive and applicable to more orgs COSO - ✔✔help businesses establish, assess and enhance their internal control defines risk as having an adverse effect more compliance based Duty of Care - ✔✔the obligation people owe each other not to cause any unreasonable harm or risk of harm Risk Level - ✔✔Probability of occurrence x Magnitude of impact Risk Scorecard - ✔✔Tool used to gather individual assessments of various characteristics of risk (e.g., frequency of occurrence, degree of impact/loss/gain for the organization, degree of efficacy of current controls). Risk Matrix - ✔✔Doesn't reflect the degree to which an org is protected against each risk PAPA model (risk prioritization matrix) - ✔✔prepare (not likely to happen but will move fast) act (likely to happen and fast-moving) park (slow moving and unlikely) adapt (slow materializing trends that may affect the org significantly) - likelihood by speed of change matrix Key risk indicators (KRIs) - ✔✔Metrics that provide an early signal of increasing risk exposures in the various areas of an enterprise. Responses to Upside Risk - ✔✔- Eliminate Uncertainty: Optimize - Redefine Ownership: Share risk - Employe levels to increase risk: Enhance - Take no action: ignore Responses to Downside Risk - ✔✔- Eliminate Uncertainty: Avoid - Redefine Ownership: Transfer risk - Employe levels to increase risk: Mitigate - Take no action: Accept risk Residual Risk - ✔✔the risk that remains after management implements internal controls or some other response to risk Efficiency v Effectiveness - ✔✔Efficiency: deals with activities Effectiveness: deals with end results Lagging v Leading Metrics - ✔✔Lagging: look backwards at what was accomplished Leading: deal with performance that will impact future results Crisis Management and Readiness Process - ✔✔1) ID & Manage Risk 2) Develop Contingency Plans 3a) Train Test Drill 4a) Learn 5a) Evaluate 3b) Crisis 4b) Activate plans 5b) Recover, Learn, Improve 6) Evaluate Secondary Risk - ✔✔A risk that arises as a direct result of implementing a risk response. 2 major changes in CSR - ✔✔1) Expansion of the definition to include sustainability 2) Move to center of corporate focus Forces shaping CSR - ✔✔- Tech: in on org CSR are more readily available - Environment: climate change - Economic Pressure: decreased unemployment means you need more ways to boost org brand - Sociopolitical Forces: civil rights CSR Maturity Curve - ✔✔1) compliance: tactical response or "do what you have to do" 2) integration: integrated into reg functioning of business processes 3) transformation: orgs have redefined themselves, their brand to reflect a commitment to CSR Ethics - ✔✔set of behavioral guidelines an org expects EEs to follow Donaldson's Ethical Decision Framework - ✔✔seeks to decide if an action that is unacceptable in a home country will be acceptable abroad by asking: 1) if the response is due to a difference in economic development - if the home country would have allowed this behavior when they were at the same stage of development, then you may proceed 2) Can the MNE compete without this and does the action violate a basic human right? - If no to both, you may proceed Governance - ✔✔System of rules and processes set up by an organization to ensure its compliance with local and international laws, accounting rules, ethical norms, internal codes of conduct, and other standards. Corporate Volunteering Levels - ✔✔1) Private volunteering - no benefit to org 2) Supported EE volunteering - individual benefit of EE recognition 3) ER Sponsored Volunteering - Team benefits 4) ER Planned volunteering - Org benefits of a stronger culture 5) Business Integrated EE volunteering - Business benefits of a stronger brand 6 categories of US employment law - ✔✔1) Compensation 2) EE Relations 3) EEO 4) Job Safety & Health 5) Leave Benefits 6) Misc Protection Laws Sources of the law - ✔✔- Constitution - Statutes (actions passed by legislative bodies) - Regulations (proposed, adopted, & enforced by agencies to reflect how laws are implemented) - Executive orders - Agency Guidelines (interpret how laws and regulations are enforced) - Common Law (based on court decisions) Employment practices liability insurance (EPLI) - ✔✔Type of liability insurance covering an organization against claims by employees, former employees, and employment candidates alleging that their legal rights in the employment relationship have been violated. Disparate Treatment - ✔✔results when employees from protected groups are intentionally treated differently Disparate Impact - ✔✔occurs when an employer creates a seemingly fair employment practice that has a negative impact on members of a protected class. Title 7 of the Civil Rights Act of 1964 - ✔✔Banned discrimination in employment on the basis of race, color, religion, sex or national origin. Holds to ERs with > 15 EEs EEOC & EEO Act - ✔✔EEO Act gave EEOC ability to backup its administrative findings with litigation Pregnancy Discrimination Act - ✔✔Title 7 amendment Uniform Guidelines on EE Selection - ✔✔uniform federal position to prevent discrimination in the selection process Must prove a discriminatory selection procedure is a valid predictor of measuring job success 80% or 4/5ths rule - ✔✔guideline for assessing whether there is evidence of adverse impact: if it can be shown that a protected group received less than 80% of the desirable outcomes (e.g., job offers, promotions) received by a majority group, the plaintiffs can claim to have met the burden of demonstrating adverse impact. Bottom Line Concept - ✔✔when the overall selection process does not have an adverse impact, the government will usually not examine the individual components of that process for adverse impact or evidence of validity Griggs v. Duke Power Company - ✔✔Griggs claimed Duke's policy discriminated against african american employees in violation of title VII of the 1964 Civil Rights Act. The intradepartmental transfer policy did violate the act. The standardized test prevented a number of African Americans from being hired and the court concluded that it was illegal for the Duke power company to give job preferences to whites (1971) Phillips v. Martin Marietta Corporation - ✔✔1971 U.S. case that stated that an employer may not, in the absence of business necessity, refuse to hire women with preschool-aged children while hiring men with such children. Civil Rights Act of 1991 - ✔✔amended the original civil rights act, making it easier to bring discrimination lawsuits while also limiting punitive damages that can be awarded in those lawsuits Age Discrimination in Employment Act - ✔✔1967 law that prohibits discrimination of employees 40 years and up. Older Workers Benefit Protection Act (OWBPA) - ✔✔U.S. act that amended the Age Discrimination in Employment Act to include all employee benefits; also provided standards that an employee's waiver of the right to sue for age discrimination must meet in order to be upheld by a court. To be qualified under ADA - ✔✔1) Have the KSAs for the job 2) Be able to do the job with or without reasonable accommodation ADA Amendments Act (ADAAA) - ✔✔Makes it easier to gain protection under the definition of a disability - Impairment that substantially limits life events - Have a record of the disability - Is regarded as having a disability Direct Threat Standard - ✔✔Exception to the ADAAA Portal to Portal Act - ✔✔U.S. act that defines what is included as hours worked and is therefore compensable and a factor in calculating overtime. On Call/Standby Work - ✔✔If ER restricts EEs activities and doesn't allow any personal business - these hours are time worked Prep/Concluding Activities - ✔✔If task is performed for ER benefits and is an integral part of EE job (put on PPE, delivery for ER on way home) it is paid Waiting Time - ✔✔Doesn't need to pay if you arrive early and is not working until shift If waiting in the middle of the day because machines are down, pay is needed Meals and Breaks - ✔✔Not federally covered, but 5-20 minute breaks are hours worked Travel Time - ✔✔- Commute: not hours worked unless you drive company car with org tools or go o a work site after hours for an emergency - Workday travel: paid time - Out of town travel (1 day): travel time is paid if you are sent to another org site - Overnight Travel: only counted as paid if you work during travel or travel overlaps with regular shift schedule - Training Time: not paid if training is: 1) voluntary 2) outside regular work hours 3) not directly job related 4) No productive work is performed Equal Pay Act of 1963 - ✔✔Legislation that requires employers to pay men and women equal pay for equal work skills, effort, responsibility, and conditions Exceptions to equal pay can be based on: - ✔✔- Seniority or merit - Quantity or quality of work - Geographic differences - Factors other than sex Prima Facie Case - ✔✔The minimum evidence sufficient to prove a case, prior to any rebuttal by the defense. Employee Retirement Income Security Act (ERISA) - ✔✔Act that established uniform minimum standards for employer-sponsored retirement and health and welfare benefit programs. Pension Benefit Guaranty Corporation (PBGC) - ✔✔Set up by ERISA to insure payment of benefits in the event that a private-sector defined benefit pension plan terminates with insufficient funds to pay the benefits. SOX and Blackout Periods - ✔✔defined contribution plans must alert participants within 30 days if they will have more than 3 days with no access to their accounts due to a provider plan change Ledbetter v. Goodyear Tire & Rubber Co. - ✔✔2007 case in which the U.S. Supreme Court ruled that claims of sex discrimination in pay under Title VII were not timely because discrimination charges were not filed with the EEOC within the required 180-day time frame. Lilly Ledbetter Fair Pay Act - ✔✔Act that creates a rolling time frame for filing wage discrimination claims and expands plaintiff field beyond employee who was discriminated against. National Defense Authorization Act - ✔✔Provides additional FMLA leave for military families, expanding FMLA to include employees caring for an injured service member as well as those who have a family member called to active duty. Uniformed Services Employment and Reemployment Rights Act (USERRA) - ✔✔Protects vets employment if they are called to leave Patient Protection and Affordable Care Act - ✔✔2010 legislation aimed at reducing the number of uninsured individuals and decreasing health care costs National Federation of Independent Business v. Sebelius - ✔✔Considers 2 keys of ACA 1) Medicade Expansion: it is illegal to tie federal funds on the condition of complying with the expansion 2) Individual Mandate: requires you to buy private health coverage if you are non-exempt and not covered through your employer or government General Duty Clause - ✔✔Statement in Occupational Safety and Health Act that requires employers subject to OSHA to provide employees with a safe and healthy work environment. Drug-Free Workplace Act - ✔✔U.S. law that requires federal contractors with contracts of $100,000 or more as well as recipients of grants from federal government to certify they are maintaining a drug-free workplace. National Labor Relations Act - ✔✔A 1935 law, also known as the Wagner Act, that guarantees workers the right of collective bargaining sets down rules to protect unions and organizers, and created the National Labor Relations Board to regulate labor-managment relations. Labor Management Relations Act - ✔✔A federal law, enacted in 1947 as an amendment to the NLRA, that prohibits requiring employees to join or continue membership in a union as a condition of employment. Also known as Taft-Hartley Act. Labor-Management Reporting and Disclosure Act - ✔✔A federal law enacted in 1959 that established a system of reporting and checks intended to uncover and prevent fraud and corruption among union officials by regulating internal operating procedures and union matters. Also known as Landrum-Griffin Act.