Mg Ind Exam 2 Quizlets

1. base compensation
2. pay incentives
3. indirect compensationenefits

-minimum wage
-maximum hours
-overtime pay
-record keeping
-child labor
-recent litigation
-overtime
-pay rounding
-classify as contractors
-exempt vs. nonexempt

exempt: does not qualify for overtime
non-exempt: qualify for overtime

-legal factors
-union factors
-policy factors
-equity factors

-Equal Pay Act
-Civil Rights Act
-ADEA

-NLRA granted employees the right to organize, bargain, and engage in concerted activities
-wages top bargained issues

-company determined policies which state starting wages, pay increases, overtime provisions, performance based pay
-total rewards focus

-competitive pay in market, area & with similar companies

-enable firm's unique characteristics and environment
-mold to the firm's unique characteristics and environment
-internal equity: perceived fairness internally
-external equity: perceived fairness externally

1. conduct job analysis
2. write job descriptions
3. determine job specifications
4. rate worth of all jobs using predetermined system
5. create job hierarchy
6. classify jobs by grade levels

1. check market value using benchmark or key jobs
2. establish final pay policy

within pay range positioning criteria for individual equity

1. individual employees and work teams differ in how much they contribute
2. the firm's overall performance depends on the performance of indv. or groups
3. to attract, retain, and motivate high performers, rewards are given relative to performance

-"do only what you get paid for" syndrome
-unethical behavior
-negative effects on the spirit of cooperation
-lack of control
-difficulties in measuring performance

-link pay and performance appropriately
-pay for performance
-promote belief that performance makes a difference
-use multiple layers of rewards
-increase employee involvement
-stress the importance of acting ethically
-use motivation and non financial incentives

-indirect compensation
-based on group membership
-provide security for employees and family
-around 29.2% of payroll

-federal tax policy and legislation
-union influence
-cost savings of group plans

-legally required benefits
-health insurance
-retirement
-insurance
-paid time off
-employee services

legally required benefits

*refer to page 95 in notes

-COBRA
-PACA
-HIPAA

(2010): affordable care act~Obama Care... many guidelines to health insurances... if you don't have health insurance through your employer, you can go out and buy it.. change the dependent age to 26

protection against who the doctors are allowed to report your information to

you have a network of doctors.. who you can see and who you cannot see

limits coverage to care from doctors who work for HMO

how much you pay to have it

how much the plan is going to pay towards care.. maximums or guidelines

ex: 80:20 plan

a fixed fee you pay for specific medical services

how much you have to pay before the insurance kicks in

no

Federal law that increased the responsibility of pension plan trustees to protect retirees, established certain rights related to vesting and portability, and created the Pension Benefit Guarantee Corporation

we know what our benefit plan will be when we retire.. set or fixed amount (pension)

Employees and employer pay a specific amount into the plan for each participant. Employer contribution often are based upon a percentage of salary or a percentage of profits (401k)

-sick leave
-vacations
-severance pay
-paid parental leave
-holidays and other time off

other optional benefits
ex: wellness plans

the process through which managers ensure that employees' activities and outputs contribute to the organization's goals

An evaluation that measures employee performance against established standards in order to make decisions about promotions, compensation, training or termination.

information about the quality or quantity of past performance that indicates whether progress is being made toward the accomplishment of a goal

-when does it occur? midyear and annual review
-who is involved? Manager
-what is the focus? backward-focused (focus on goalsehavior set at beginning of previous appraisal period)
-how is it conducted? ratings and results measured on a formal performance appraisal form
-what is the level of transparency? goal setting and goal progress us based on private conversation between manager and employee

-when does it occur? ongoing combined with formal quarterly, midyear, and/or annual reviews
-who is involved? managers, peers, direct reports
-what is the focus? forward-facing (focus on helping to achieve goals/change behavior) goals are fluid, adjusted as necessary
-how is it conducted? emphasizes face-to-face performance conversations.. can include ratings and feedback provided using social media
-what is the level of transparency? feedback, recognition, goal setting, progress, and achievement is public and transparent.. goals are fluid, adjusted as necessary

-evaluating an employee's current/past performance relative to performance standards
-involves:
~setting work standards
~assessing employee's actual performance relative to those standards
~providing feedback to the employee to motivate or eliminate deficiencies
-used for administrative and developmental purposes

identifying performance dimensions

-basic employee information
-expectations/competencies- ratings
-major accomplishments
-development achievements
-development needs
-employee comments
-signatures

-standards must be set ahead of time
-SMART goals
-objective vs. subjective
-keep a journal
-feedback session
-no surprises
-legal document- first item requested if lawsuit filed

-self-rating
-peer review
-subordinate review: employee reviews manager
-customer review
-360 feedback

-similar to me: individuals who are similar to us in race, gender, etc. will receive higher ratings
-contrast: compare employees against each other.. want all employees to be like the star employee
-leniency: give high ratings regardless of performance
-strictness: gives middle or average ratings to all employees despite performance
-central tendency: gives middle or higher ratings despite their performance
-halo: gives employee high ratings on all aspects of performance based on overall positive impression of employee (one really good thing)
-horns: gives employee low ratings based on one bad thing employee has done

-feedback should be given frequently; ongoing; collaborative
-ask the employee to rate his or her performance before the session
-focus on solving problems
-minimize criticism.. give praise
-agree to specific goals and set a date to review progress

-talk objectively about work data
-dont get personal
-encourage discussion
-get agreement

-outside of normal review period
-progressive disciplinary process- verbal warning, written warning, etc..
-case by case review

-state objective
-state a desired change
-allow a response
-possible solutions
-agree to a solution
-document
-gain commitment
-follow-up

employee ceases to be a member of the organization

measure of the rate at which employees leave the organization

-reduced labor costs
-replacement of poor performers
-increased innovation
-opportunity for diversity

-quits
-retirements

-discharges
-layoffs

-employment policies- attrition (do not fill positions after someone leaves)
-changes in job design
-pay and benefit policies
-training

-notifying employees
-WARN Act
-developing layoff criteria
-seniority or employee performance
-communicating to laid-off employees
-coordinating media relations
-maintaining security
-reassuring survivors

-increased absenteeism and turnover
-lower productivity and poorer job satisfaction
-increased sabotage

-reduce morale problems
-minimize litigation
-assist laid-off employees
-outplacement services
-emotional support
-job-search assistance

you can leave your job at any time, and your employer can let you go at any time

eroded by: statutory exceptions (laws), common law exceptions (policies), public policy exceptions (past practice)

not agreeing to do what your manager is asking you to do

procedural steps:
-signing employment application
-handbook
-written rules
-witnesses and employee statements
-annual performance reviews
-keep careful records

fairness safeguards:
-less likely to sue if they feel they were treated fairly
-severance pay

+supervisor liability
+outplacement counseling

focus: current job
scope: individual employees
time frame: immediate
goal: fix current skill deficit

focus: current and future jobs
scope: work group or organization
time frame: long term
goal: prepare for future work demands

-is training the solution to the problem?
-are the goals of training clear and realistic?
-is training a good investment?
-will training work?

three stages of needs assessment process

1. analyze: the instructional goals, target audience, required resources
2. design: learning solution that aligns with objectives and strategies with instructional goals
3. develop: learning resources, validate and revise drafts, conduct a pilot test
4. implement: learning solution by preparing the learning space and engaging participants
5. evaluate: the quality of learning resources and how well they accomplish instructional goals

detailed study of the job to determine what specific skills the job requires

consolidates in one diagram a precise overview of the competencies needed to do the job well

process of verifying that there is a performance deficiency and how to correct them

-on the job training
~behavior modeling
~mentoring
~cross-training
-apprenticeship
-lecture
-audiovisual, training/video conferencing/computer based/internet based
-simulations
-outside seminars
-executive coaches
-role playing

-provide an overview
-use a variety of examples
-present it in logical order
-terms and concepts that are already familiar
-visual aids
-make skill transfer easy
~practice
~patience
-reinforce the learning
~recognition

(top to bottom)
-ROI: did the training provide a positive return on investment
-Results: did the training have an impact on performance
-Impact: did learners behavior change
-Learning: did knowledge transfer occur
-Satisfaction: did the learners enjoy the training

accomplishes:
-feel welcome/ part of the team
-basic information given to function effectively
-email/computer access
-policiesenefits
-understand the organizations culture and vision
-begin socializing into the firm's culture, values & ways
-handbook discussion

1. compliance: understand company policies, rules, regulations
2. clarification: understand job and performance expectations
3. culture: understand company history, traditions, values, norms, mission
4. connection: understand and develop working and interpersonal relations

-ongoing and formalized organizational effort
-developing enriched and capable workers
-aiding in recruiting and retaining skilled workers

does the career development program address the strategic initiatives of the organization and the career goals of the individual?

-who will be responsible?
-how much emphasis is appropriate?
-look for warning signs of careerist orientation
-how will the needs of a diverse workforce be met?

1. self-assessment: identify opportunities and needs to improve
2. reality check: identify what needs are realistic to develop
3. goal setting: identify goal and method to determine goal process
4. action planning: identify steps and timetable to reach goal

1. self-assessment: provide assessment information to identify strengths, weaknesses, interests and values
2. reality check: communicate performance eval; where employee fits in long-range plans of the company; and changes in industry, profession, and workplace
3. goal setting: ensure that goal is SMART; commit to help employee reach that goal
4. action planning: identify resources employee needs to reach goal, including additional assessment, courses, work experiences, and relationships

-formal education programs
-assessments
-job experiences- job rotation, job enlargement
-interpersonal relationships- mentorship programs