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Human Resources Management

by: Clementina Hoeger

Human Resources Management MGMT 3810

Clementina Hoeger
GPA 3.58

Tracy Knight

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Tracy Knight
Class Notes
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This 6 page Class Notes was uploaded by Clementina Hoeger on Wednesday September 23, 2015. The Class Notes belongs to MGMT 3810 at Middle Tennessee State University taught by Tracy Knight in Fall. Since its upload, it has received 40 views. For similar materials see /class/212925/mgmt-3810-middle-tennessee-state-university in Business, management at Middle Tennessee State University.


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Date Created: 09/23/15
Midterm Study GuideHuman Resources with Tracy Knight Chapter 1 Four basic management functions 94 Most experts agree that managing involves five functions Planning Organizing Staffing Leading and Controlling Management Process 24 1 Planning Establishing goals and standards developing rules and procedures developing plans and forecasting 2 Organizing Giving each subordinate a specific task establishing departments delegating authority to subordinates establishing channels of authority and communication coordinating subordinates work 3 Staffing Determining what type of people you should hire recruiting prospective employees selecting employees training and developing employees setting performance standards evaluating performance counseling employees compensating employees 4 Leading Getting others to get the job done maintaining morale motivating subordinates 5 Controlling Setting standards such as sales quotas quality standards or production levels checking to see how actual performance compares with these standards taking corrective action as neede Human Resource what is it 14 The process of acquiring training appraising and compensating employees and of attending to their labor relations health and safety and fairness concerns HR Manager Dutiesp7 The Human Resource Manager carries out three distinct functions 1 A Line Function Directs the activities of the people in his or her own department and perhaps in related areas 2 A Coordinative Function coordinates personnel activities a duty often referred to as functional authority functional control Here heshe ensures that line managers are implementing the firm s HR policies and practices 3 Sta Assist and Advise F unctions Advises the CEO so heshe can better understand personnel aspects of the company s strategic options Assists in hiring training evaluating rewarding counseling promoting and firing employees Administers the various benefit programs health and accident insurance retirement vacation etc Helps line managers comply with equal employment and occupational safety laws Plays innovator role by providing uptodate information on current trends and new methods for better utilizing the company s employees Plans an employee advocacy role by representing the interests of employees within the framework of its primary obligation to senior management Linestaff Management 2 6 Line Authority gives managers the right or authority to issue orders to other managers or employees Line managers have line authority Staff Authority gives the manager the right authority to advise other managers or employees Staff managers have staff authority Can t issue orders down the chain of comm and except in their own departments Authority 2 6 The right to make decisions to direct the work of to others and to vie orders Globalization 2 11 The tendency of firms to extend their sales ownership andor manufacturing to new markets abroad Outsourcing p17 HR managers must be adept at offering traditional bread and butter transactional HR services in new ways One way they do this is to outsource more services such as bene ts administration to outside vendors Four Pro ciencies p18 1 Strategic Flaming 2 Marketing 3 Production 4 Finance Chapter 2 Title VII 9 32 The Title VII ofthe 1964 CivilRightsAct was one of the first of these 1960 s era laws An employer cannot discriminate based on race color religion sex or national origin Egual Pay Act g 33 Equal Pay Act of 1963 amended in l972 it is unlawful to discriminate in pay on the basis of sex when jobs involve equal work39 require equivalent skills effort and responsibility39 and are performed under similar working conditions ADEA 233 Age Discrimination in EmploymentAct of 1967 it is unlawful to discriminate against employees or applicants who are between 4065 years of age The ADEA is a favorite statute among lawyers because it allows jury trials and double damages to those proving willful discrimination PDA p34 Pregnancy Discrimination Act of 1978 Prohibits using pregnancy childbirth or related medical conditions to discriminate in hiring promotion suspension or discharge or in any term or condition of employment ADA p 36 Americans with DisabilitiesAct 1990 Prohibits employment discrimination against qualified disabled individuals Prohibits employers with 15 or more workers Also employers must make reasonable accommodations for physical and mental limitations unless doing so imposes an undue hardship on business Protected Class 2 34 An employment practice must be job related if it has an unequal impact on members of a protected class Ex if arithmetic is not required to perform the job don t test for arithmetic Persons such as minorities and women protected by equal opportunity laws including Title VII EEOC p 32 Title V11 established the Equal Employment Opportunity Commission to administer and enforce the Civil Rights law at work The commission itself consists of 5 members appointed by the president with the advice and consent of the Senate Each member serves a 5year term Affirmative Action 23 Steps that are taken for the purpose of eliminating the present effects of past discrimination Sexual Harassment p 39 Harassment on the basis of sex that has the purpose or effect of substantially interfering with a person s work performance or creating an intimidating hostile or offensive work environment This violates Title VII uid Pro uo 41 One of the Three ways to prove Sexual Harassment The most direct is to prove that rejecting a supervisor s advances adversely affected what the EEOC calls a tangible employment action such as hiring firing promotion demotion andor work assignment Hostile Environment A hostile environment sexual harassment generally means that the intimidation insults and ridicule were sufficiently severe to alter the working conditions The court looks at if the conduct is frequent or severe whether it is physically threatening or humiliating or a mere offensive utterance whether it unreasonably interferes with an employee s work performance Created by Supervisor Does not need to show that harassment had tangible consequences such as demotion If the supervisor s actions affect the employee s ability to perform work it is sexual harassment Created by Coworkers or Nonemployees The employer is responsible for handling sexual harassment to employees by other employees and customers EX An employee refuses to wear a uniform because of harassment by the customers and is fired The employer is at fault for the sexual harassment caused by the uniform BFO 48 Bond Fide Occupational Quali cation Requirement that an employee be of a certain religion sex or national origin where that is reasonably necessary to the organization s normal operation Specified by the 1964 Civil Rights Act Adverse Impact 2 46 The overall impact of employer practices that result in significantly higher percentages of members of minorities and other protected groups being rejected for employment placement or promotion Managing Diversity 9 57 Maximizing diversity s potential benefits while minimizing its potential barriers Chapter 3 Strategic Plan 2 78 The company s plan for how it will match its internal strengths and weaknesses with external opportunities and threats in order to maintain a competitive advantage Strategic Management The process of identifying and executing the organization s strategic plan by matching the company s capabilities with the demands of its environment Defining the business and developing a mission Evaluating the firm s internal and external strengths weaknesses opportunities and threats Formulating a new business direction Translating the mission into strategic goals Formulating strategies or courses of action Implement the strategy Evaluate performance SQEJ Hep NE Vision 9 80 Vision Statement A general statement of the firm s intended direction and shows in broad terms what we want to become Mission E 80 Mission Statement Summarizes your answer to the question What business are we in SWOT Analysis 2 80 Strengths Weaknesses Opportunities Threats What products we will sell where we will sell them how our productsservices will differ from our competitors Competitive Advantage p82 Any factors that allow an organization to differentiate its product or service from those of its competitors to increase market share Value Chain Analysis p99 Identifies the primary activities that create value for customers and the related support activities Chapter 4 Job Analysis p116 The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it Job Description p116 T list of a job s duties responsibilities reporting relationships working conditions and supervisory responsibilitiesione product of a job analysis Job Specifications p 116 A list of the job s human requirements that is the requisite education sills personality and so oni another product of a job analysis Job Enlargement p142 Assigning workers additional samelevel activities Job Rotation p 142 Systematically moving workers form one job to another Job Enrichment p142 Redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility achievement growth and recognition Boundagyless Organization Competencies p 143 F I 39 are charactcii tic of the person that make performance possible Competencybasedjab analysis Describes the job in terms of measurable observable behavioral competencies knowledge skills andor behaviors that an employee doing that job must exhibit to do the job well Chapter 5 Employment Planning p152 Pers0nnel The process of deciding what positions the firm will have to fill and how to fill them Trend Analysis p153 Study of a firm s past employment needs over a period of years to predict future needs Forecasting Personnel Needs p 155 Computerized forecasts enable the manager to build more variables into hisher personnel projections Other variables include direct labor hours required to produce one unit of product and minimum maximum and probable sales projections Job Posting p159 Publicizing an open job to employees often by literally posting it on bulletin boards and listing its attributes like qualifications supervisor working schedule and pay rate Alternative Staffing p 169 The use of nontraditional recruitment sources Temporary employees are an example of this Application Forms p 179 The form that provides information on education prior work record and skills Chapter 6 Test Validig p194 The accuracy with which a test interview and so on measures what it purports to measure or fulfills the function it was designed to fill Criterion Validity p194 A type of validity based on showing that scores on the test predictors are related to job performance criterion Content Validity p194 A test that is content valid is one that contains a fair sample of the tasks and skills actually needed for the job in question Work Samples p206 Actua1 job tasks used in testing applicants performance It is harder to fake answers


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