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Society and the Individual (D)

by: Buster Heller

Society and the Individual (D) ISS 210

Buster Heller
GPA 3.91

Dale Belman

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Dale Belman
Class Notes
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Popular in Integrative Studies Social Sci

This 4 page Class Notes was uploaded by Buster Heller on Saturday September 19, 2015. The Class Notes belongs to ISS 210 at Michigan State University taught by Dale Belman in Fall. Since its upload, it has received 12 views. For similar materials see /class/207748/iss-210-michigan-state-university in Integrative Studies Social Sci at Michigan State University.

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Popular in Integrative Studies Social Sci


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Date Created: 09/19/15
ISS 210 VOCAB UNIT 1 Human Capital Organization s employees described in terms of training experience judgment relationships intelligence and insight Employee characteristics that add economic value to the organization Four HRM Responsibilities Strategic player Administrative expert Employee advocate and Change Agent Human Relations Skills Communication Negotiating and Team Development Cordwainer39s Case Doctrine that states that unions were per 58 an illegal conspiracy Wagner Act of 1935 Allowed courts to use injunctions to end labor disputes which threatened to harm businesses It also gives rights for employees to bargain collectively Principles of Scientific Management Knowledge of work is controlled by skilled workers Management first has to learn the craft knowledge about an operation Then experiments with the work to determine the optimal organization and rate of work Knights of Labors Secret organization Allowed all but lawyers bankers gamblers stock holders amp bartenders to join 8 hour movement Performance Management Process ofensuring that employee s activities and outputs match organizational goals Lochner v New York Limited the states power to regulate workers hours and conditions Welfare Capitalism Gives employees benefits such as housing and loans for homes limited representation through company unions medical services and new lines of communication through personnel departments Skills for HR Managers Human relations Decision making Leadership and Technical skills Four Ethical Models Utilitarian Moral Rights Model Justice Model and Power 5 Employee Rights Right of Free Consent Right of Privacy Freedom of Conscience Free Speech and Due Process UNIT2 Branches Govt Legislative pass laws Executive enforce laws issues executive orders Judicial interpret laws Disparate Impact Discrimination cases based on the discriminatory consequences rather than on intent to discriminate Needs THREE PRINCIPLES Disparate Treatment NEEDS BURDEN OF PROOF Needs Intent to discriminate Civil Rights Act of 1964 Prohibits discrimination on basis of color race religion sex or national origin in employment decisions EEOC Equal Employment Opportunity Commission Equal Pay Act of 1963 Prohibits the discrimination in pay on the basis of sex when jobs involve Equal Work Equivalent skills and responsibilities and similar work conditions ADEA Age Discrimination in Employment Act Prohibits age discrimination of those over 40 years old Rule of Thumb Higher skill jobs or those with extreme humaneconomic risks will have an easier time fulfilling business necessity Civil Right Act of 1991 Limited punitive damages of discrimination cases putting an employer out of business hurt a lot of employees ADA American Disabilities Act of 1990 Prohibits discrimination against disabled qualified individuals in all aspects of employment but one must be clearly defined as quotdisabledquot by the company Sexual Harassment Unwelcomed sexual advances requests for sexual favors and other verbal or physical conduct of a sexual nature Two ways to show Harassment Quid Pro Quo Hostile Environment Supervisors OR others Quid Pro Quo When rejecting a supervisor s advances adversely affect an employee s tangible benefits Affirmative Action Sets of policies and practices that encourage hiring and promotion of minorities Job Analysis Process of getting detailed info about jobs Work Flow Analysis Analyzes work output process and input Used to provide the skills necessary to perform certain tasks Job Description List of Tasks Duties and Responsibilities TDR s that a particular job entails Job Specification List of Knowledge Skills Abilities and Other characteristics KSAO s that an individual must have to perform a specific job Steps of Job Analysis Determine how you will use the info Next review relevant background info Then select representative positions Then analyze the jobs Then verifyjob analysis info with others Develop job description 0NET Government s source of all information about 1000 occupations Identifies core and supplemental tasks Rates vocations on a 0 100 scale across Job Design Process of designing how work will be performed and what tasks will be required of a given job Job Enlargement Broadening the types of tasks performed in a job Job Enrichment Empowering workers by adding more decision making authority to jobs Frederick Herzberg Job Sharing Work option which two part time employees carry out tasks associated with a single job Flextime Full time employees choose starting and ending times within guidelines oforganization Compressed Workweek Allows full time workers to complete their weekly hours in fewer than five days Telework Using the internet to work outside of a traditional office setting Ergonomic The goal of this approach is to minimize the physical strain on the worker Focuses on outcomes such as physical fatigue aches and pains and health complaints Used to minimize physical strain on workers Gives responsibility and authority to make decisions r 1 r OSHA Occupational Safety and Health Act of 1970 Guidelines on occupation health and safety Churning Organizations lay off employees with outdated skills while building businesses and employees based on newer higher growth markets Expatriates Employees who take assignments in other countries Outsourcing Practice of having another company provide services Merger When two companies join forces and become one entity Forecasting To determine the supply and demand for various types of human resources to predict areas of labor shortage or surplus First step in HR Planning process Downsizing To promote future competiveness UNIT 3 Selection Process Reliability Validity Generalizability Utility Legality Validity Extent to which the performance on a measure test score is related to what the measure is designed to assess Three types Criterion related Content and Construct Criterionrelated validity Measure of validity based on showing a substantial correlation between test scores and job performance scores Two kinds Predictive and Concurrent Validation Predictive Validation Research that uses the test scores of all applicants and looks for a relationship between the scores and future performance of the applicants who were hired Concurrent Validation Research that consists of administering a test to people who currently hold a job and then comparing their scores to existing measures ofjob performance Content Validity Consistency between the test items or problems and the kinds ofsituations or problems that occur on the job Construct Validity Consistency between a high score on a test and high level of a construct as well as between mastery of this construct and successful performance of the job Generalizable Valid beyond the context in which the selection method was developed How to Validate a Test Analyze Job Choose test Administer test Relate test to performance scores Revalidate Job Structure The relative pay for different jobs within the organization Pay Level The average amount the organization pays includes wages salaries amp bonuses for a particular job Pay Structure The pay policy resulting from job structure and pay level decisions Benchmarking Allows an organization to compare its own practices against those of its competitors Job Evaluation Administrative procedure for measuring the relative internal worth of organization s jobs Pay Grade Sets ofjobs having similar worth or content grouped together to establish rate of pay Pay Range Set of possible pay rates defined by a min max and mid of pay for employees holding a particular job or job within a particular pay grade Red Circle Jobs Pay rates above pay range for the job Green Circle Jobs Pay rates below pay range for the job Pay Differential Adjustment to a pay rate to reflect differences in working conditions or labor markets CompaRatio Ratio of average pay relative to the average pay range Above 1 Higher than AVG Below 1 Lower Delayering Organization reduces the of levels in its job structure Incentive pay Forms of pay linked to an employee s performance Linked to certain predefined behaviors Piecework Rates Wage based on amount workers produce Price per unit produced For routine standardized jobs Straight Piecework Rates Pays worker same rate per piece produced no matter how much worker produces Differential Piecework Rates Piece rate is higher when a greater amount is produced Standard Hour Plan Pays workers extra done in less than preset time more on speed than quality Merit Pay Pay increased due to ratings on performance Gainsharing Group incentive that measures improvement in productivity and distributes portion of each gain to employees Scanlon plan is a type of gainsharing receive bonuses if ratio of labor is below a set standard Profit Sharing Payments are a of organization s profits and are not part of employee s base salary Stock Options Rights to buy a certain number of shares of stock at a specified price


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