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MGMT FINAL

Terms in this set (234)

values
abstract ideas that guide ones thinking and behavior across all situations
personal attitudes
evaluations, feelings, or opinions about people, places, and objects
-affective "i feel" (positive or negative feelings about the subject)
-cognitive "i think" (the beliefs about the subject)
-behavioral "i intend" (how one intends or expects to act in response to the subject)
components of attitudes
cognitive dissonance
psychological discomfort experienced when simultaneously holding two or more conflicting cognitions (ideas, values, or emotions)
organizational commitment
the extent to which an individual identifies with an organization and commits to its goals
psychological contracts
an individuals perceptions about the terms and conditions of a reciprocal exchange between themselves and another party
employee emgagement
the harnessing of organizational members' selves to their work roles where people express themselves physically, cognitively and emotionally during role performance
-career opportunities
-managing performance
-organization reputation
-communication
-recognition
top 5 drivers of engagement
perceived organizational support
reflects the extent to which employees believe that the organization values their contributions and genuinely cares about their well-being
job satisfaction
an effective or emotional response toward various facets of one's job (the extent to which an individual likes his or her job)
-need fulfillment
-met expectations
-value attainment
-equity
-disposition/genetic components
the causes of job satisfaction
ATTITUDES:
-motivation
-job involvement
-withdrawal cognitions
-perceived stress
BEHAVIORS (attitudes lead to behaviors)
-job performance
-OCB
-CWB
-turnover
8 key outcomes of job satisfaction
organizational citizenship behavior
individual behavior that is discretionary, not directly recognized by the formal reward system, and promotes the effective functioning of the organization
counterproductive work behavior
behavior that harms other employees, the organization as a whole, or organizational stakeholders such as customers and shareholders
individual differences
broad category used to collectively describe the vast number of attributes (traits/behaviors) that describe a person
-intelligence
-cognitive abilities
-personality
fixed IDs
attitudes and emotions (influence performance and job satisfaction)
variable IDS
intelligence
an individual's capacity for constructive thinking, reasoning and problem solving
practical intelligence
the ability to solve everyday problems by utilizing knowledge gained from experience in order to purposefully adapt to, shape, and select environments
-changing oneself to meet demands of the situation
personality
combination of stable physical, behavioral, and mental characteristics that give individuals their unique identities
-extraversion
-agreeableness
-conscientiousness
-neuroticism/emotional stability
-openness to experience
big five personality dimensions
extraversion
tendency to experience positive emotions and moods and feel good about oneself and the rest of the world
-social, talkative, and energetic
neuroticism
tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others
agreeableness
tendency to get along well with others
conscientiousness
tendency to be careful, scrupulous and persevering
-strongest impact on job performance and job satisfaction
openness to experience
tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and take risks
core self evaluations
a broad personality trait comprised of four narrow and positive individual traits: generalized self-efficacy, self esteem, locus of control, and emotional stability
-generalized self efficacy
-self esteem
-locus of control
-emotional stability
core self evaluation traits
self-efficacy
a person's belief about his or her chances of successfully accomplishing a specific task
self esteem
general belief about self-worth
locus of control
relatively stable personality characteristic that describes how much personal responsibility some takes for their behavior and its consequences
internal locus of control
-you make things happen
-you can determine your future
external locus of control
-things happen to you
-there is nothing you can do about your future
emotional intelligence
ability to monitor one's own emotions and those of others, to discriminate among them, and to use this information to guide ones thinking and actions
-self awareness
-self management
-social awareness
-relationship management
4 components of EI
emotions
complex, relatively brief, affective responses associated with a particular target
emotion display norms
rules that dictate which types of emotions are expected and appropriate for their members to show
motivation
psychological processes that underlie the direction, intensity, and persistence of behavior or thought
extrinsic motivation
motivation resulting from external rewards
intrinsic motivation
motivation resulting from internal feelings
(positive feelings generated from doing well)
content theories
focus on identifying factors, such as needs and satisfaction, that energize motivation (employees needs influence motivation)
process theories
focus on explaining the process by which internal factors and environmental characteristics influence employee motivation
content theory
-physiological (food, water, air)
-safety (safe from physical and psychological harm)
-love (desire to love and be loved/inclusion)
-esteem (need for reputation, recognition, self confidence and strength)
-self-actualization (desire for self fulfillment- to become the best one is capable of becoming)
maslow's need hierarchy theory
content theory
-need for achievement
-need for affiliation
-need for power
key drivers of employee behavior
mcclelland's acquired needs theory
equity theory (process theory)
model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships
-outputs: what a person perceives they are getting out of their job
-inputs: what a person perceives they are putting into their job
-comparison: how it compares to others
elements of equity theory
justice theory
organizational justice refers to the extent to which people perceive that they are treated fairly at work
distributive justice
reflects the perceived fairness of how resources and rewards are distributed and allocated
procedural justice
perceived fairness of the process and procedures used to make allocation decisions
interactional justice
related to the quality of the interpersonal treatment people receive when procedures are implemented
expectancy theory (process theory)
theory that holds that people are motivated to behave in ways that produce desired combinations of expected outcomes
-does my effort lead to desired outcomes?
-expectancy- can I achieve my desired level of performance
-instrumentality- what intrinsic and extrinsic outcomes will I receive if I achieve my desired level of performance?
-valance- how much do I value the rewards i receive?
elements of the expectancy theory
goal-setting theory (process theory)
-successful people have one thing in common... their lives are goal oriented
-goal setting helps individuals, teams ad organizations achieve success
-goals direct attention
-goals increase persistence
-goals foster development and application of task strategies and action plans
-goals regulate effort
mechanisms behind the goal setting theory
job design
any set of activities that involves alteration of specific or interdependent systems of jobs and the intent of improving the quality of employee job experience and on-the-job productivity
-scientific management
-job enlargement
-job rotation
-job enrichment
-job characteristics model
approaches to job design
scientific management
kind of management which conducts a business by standards established by facts or truths gained through systematic observation, experiment, or reasoning
job enlargement
involves putting more variety into worker's job by combining specialized tasks of comparable difficulty
job rotation
calls for moving employees from one specialized job to another
job enrichment
entails modifying a job such that an employee has the opportunity to experience achievement, recognition, stimulating work, responsibility and advancement
1. skill variety
2. task identity
3. task significance
4. autonomy (job enables individual to experience freedom, independence and discretion
5. feedback
5 core job characteristics (job characteristics model)
group
two or more freely interacting individuals who share norms and goals and have a common identity
formal group
group assigned by organizations to accomplish specific goals
informal group
members' overriding purpose for meeting is friendship or a common interest
1. accomplish complex tasks beyond capabilities of individuals
2. generate new ideas/solutions
3. coordinate interdepartmental efforts
4. provide problem solving mechanisms
5. implement complex decisions
6. socialize and train newcomers
organizational functions of a formal group
1. satisfy individual need for affiliation
2. develop individuals self-esteem and sense of identity
3. give individuals opportunity to share perceptions of social reality
4. reduce anxiety, insecurity and powerlessness
5. provide a problem solving mechanism for personal and interpersonal problems
individual functions of a formal group
roles
a set of expected behaviors for a particular position
task roles
keep group on track
-initiator, info seeker/giver, opinion seeker/giver, elaborator, coordinator
maintenance roles
keep group together
-encourager, harmonizer, compromiser, gatekeeper
norms
an attitude, opinion, feeling or action shared by two or more people that guides behavior (unwritten and seldom discussed)
1. forming
2. storming
3. norming
4. performing
5. adjourning
stages of the group development process
forming stage
-"ice breaking stage"
-group members uncertain about their role
-trust is low
-good deal of holding back to see who is in charge
-conflict is good and leads to increased creativity
storming stage
-time of testing
-testing leaders policies and assumptions and how they fit into power structure
-subgroups take shape
-subtle forms of rebellion occur
norming stage
-a respected member other than the leader challenges the group to resolve power struggles and questions about authority and power are resolved
-group become cohesive
-increasing team member interactions and interdependence of work tasks help overcome conflict
performing stage
-activity is focused on problem solving
-get work done without hampering others
-climate of open communication
-strong cooperation
-great deal of helping behavior
adjourning stage
-work is done
-group moves on to other things
-return independence eased by rituals celebrating "the end" and "new beginnings"
-leaders emphasize valuable lessons learned
team
a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable
-leadership is shared
-accountability shifts from strictly individual to both individual and collective
-own purpose or mission is developed
-problem solving becomes way of life
-effectiveness measured by collective outcomes and products
a group becomes a team when....
-teams are in performing stage
-teams have common commitment
-teams assemble to accomplish a common task and require collaboration
how are teams different from groups
-committed
-collaborative
-competent
characteristics of team players
social loafing
tendency for individual effort to decline as group size increases
-limit group size
-assure equity of effort
-hold people accountable
-offer hybrid rewards
guarding against loafing
team building
a host of techniques aimed at improving the internal functioning of work groups that strive for greater cooperation, better communication and less dysfunctional conflict
-break the ice
-don't reinvent the wheel
-communicate a purpose and a plan
-play to strengths
-clarify decision making
building effective teams
virtual teams
teams that work together over time and distance via electronic media to combine effort and achieve common goals
conflict
occurs when one party perceives that its interests are being opposed or negatively affected by another party
1. change in tactics from light to heavy
2. number of issues grow
3. issues move from specific to general
4. number of parties grow
5. goals change
conflict can escalate....
functional conflict
constructive or cooperative conflict characterized by consultative interactions, a focus on the issues, mutual respect and useful give and take
dysfunctional conflict
conflict that threatens an organizations interests
harm, rejection, damage or loss of relationships, anger, being seen as selfish, saying the wrong things, failing hurting someone else, getting what you want
why people avoid conflict, fear of:
-agreement
-stronger relationships
-learning
desired outcomes of conflict management...
personality conflicts
-interpersonal opposition based on personal dislike or disagreement
-conflict states
-conflict processes
two forms of intergroup conflict
conflict states
shared perceptions among members of the team about the intensity of disagreement over either tasks or relationships
conflict processes
members interactions aimed at working through task and interpersonal disagreements
contact hypothesis (conflict resolution)
the more members of different groups interact, the less intergroup conflict they will experience
work-family conflict
occurs when the demands or pressures from work and family are mutually incompatible
-flexspace: telecommuting from various locations
-flextime: flexible schedule
flexibility includes...
incivility
any form of socially harmful behavior such as aggression, interpersonal deviance, social undermining, interactional justice, harassment, abusive supervision, and bullying
-most evident to others
-affects even those not bullied
-group-level implications
bullying is different than other forms of incivility because....
programmed conflict
-conflict that raises different opinions regardless of the personal feelings of the managers
-gets contributors to either defend or criticize ideas based on relevant facts rather than personal preference or political interest
-devil's advocacy: assigning someone to role of critic
-dialectic method: fostering a structured debate of opposing viewpoints
actively stimulate functional conflict when necessary
programmed conflict techniques
-integrating: high concern for other, high concern for self
-obliging: high concern for others, low concern for self
-dominating: low concern for others, high concern for self
-avoiding: low concern for others, low concern for self
-compromising: equal concern for others and self
five common conflict handling style
negotiation
a give-and-take decision-making process involving two or more parties with different preferences
-distributive: win-lose
-integrative: win-win
two basic types of negotiation
added value negotiation
the negotiating parties cooperatively develop multiple deal packages while building a productive long-term relationship
-clarify interests
-identify opinions
-design alternative deal packages
-select a deal
-perfect the deal
steps to added value negotiation
power
the ability to marshal human, informational, and other resources to get something down
legitimate power
obtain compliance because of formal authority
reward power
obtain compliance by providing or granting rewards
coercive power
make threats of punishment and deliver actual punishment
expert power
have valued knowledge or information over those who need the knowledge or information
referent power
using one's personal characteristics and social relationships to obtain compliance
-legitimate
-reward
-coercive
position power includes
-expert
-referent
personal power includes
-resistance
-compliance
-commitment
reactions to power
-reward
-coercive
-negative legitimate
produce compliance
-postive legitimate
-expert
-referent
product commitment
empowerment
efforts to enhance employee performance, well-being, and positive attitudes by giving employees greater influence and use of centralized management practices
structural empowerment
based on transferring authority and responsibilities from management to employees
-not a 0 sum game
-matter of degree not an either-or proposition
pitfalls of structural empowerment
psychological empowerment
occurs when employees feel a sense of meaning, competence, self-determination and impact at work (all related to self-efficacy)
influence tactics
conscious efforts to affect and change a specific behavior in other
rational persuasion
trying to convince someone with reason, logic, or facts
inspirational appeals
appealing to others emotions, ideas or values
consultation
getting others to participate in planning, decision making and changes
ingratiation
getting someone in a good mood prior to making a request (brown nosing)
personal appeals
referring to friendship or loyalty when making a request
exchange
making explicit or implied promises and trading favors
coalition
getting others to support your efforts to persuade someone
pressure
demanding compliance or using intimidation or threats
legitimizing tacts
basing a request on ones authority or right
-liking: people tend to like those that like them
-reciprocity
-social proof: people follow the lead of those most like themselves
-consistency: people do what they are personally committed to do
-authority: people defer to and respect credible experts
-scarcity: people want things that have limited availability
principles of persuasion
leadership
a process whereby an individual influences a group of individuals to achieve a common goal
-managers perform functions associated with planning, investigating, organizing and control
-leaders inspire others, provide emotional support and try to get employees to rally around a common goal
-leaders create vision or strategic plan
-managers implement the vision and plan
difference between leader and manager
trait appraoch
attempts to identify personality characteristics or interpersonal attributes that can be used to differentiate leaders from followers (uses meta-analysis)
-intelligence
-conscientiousness
-open to experience
-emotional stability
positive task oriented traits discovered by trait approach
-extraversion (+)
-agreeableness (+)
-communication skills (+)
-emotional intelligence (+)
-narcissism (-)
-machiavellianism (-)
-psychopathy (-)
positive/negative interpersonal attributes discovered by trait approach
narcissism
having a self centered perspective and feelings of superiority
machialellianism
use of manipulation and cynical view and moral code that puts results over principals
distrust of all humans and believe all humans cheat
psychopathy
lack of concern for others and lack of remorse or guilt when actions harm others
implicit leadership theory
based on the idea that people have beliefs about how leaders should behave and what they should do for their followers
leadership prototype
a mental representation of the traits and behaviors that people believe are possessed by leaders
behavioral styles approach
attempts to identify the unique behaviors displayed by effective leaders
-task-oriented
-relationship-oriented
-passive
-transformational
four categories of leaders using the behavioral styles approach
task-oriented
leader behavior with primary purpose being to ensure that people, equipment, and other resources are used in an efficient way
-initiating structure: behavior that organizes and defines what group members should be doing to maximize output
-transactional leadership: focus on clarifying employee's role and task requirements and providing followers with positive and negative rewards contingent on performance
types of task oriented behavior
relationship oriented
leader behavior with the primary purpose of enhancing employee' skills and to create positive work relationships
-consideration
-empowerment
-servant-leadership
relationship-oriented behaviors
consideration
involves leader behavior associated with creating mutual respect or trust and focuses on a concern for group members' needs and desires (relationship-oriented behavior)
passive leadership
-called laissez-faire leadership
-represents a general failure to take responsibility for leading
situational theories
the effectiveness of a particular style of leader behavior depends on the situation
fieldler's contingency model
based on the premise that a leader's effectiveness is contingent on the extent to which a leader's style fits or matches characteristics of the situation at hand
-leader-member relations (most important component)
-task structure
-position power
fielder's contingency model based on three dimensions of situational control
path-goal theory
leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction
-reduce roadblocks
-provide guidance and support
-linking rewards to goal accomplishment
how to accomplish path goal theory
transformational leadership
transform followers to persue organizational goals over self-interests by using leaser behaviors that appeal to followers' self-concepts such as values motives, and personal identity
-inspirational motivation- "let me share the vision"
-idealized influence- being a role model
-individualized consideration
-intellectual stimulation
four key transformational leader behaviors
organizational culture
a set of shared, taken for granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments
-shared concept
-learned over time
-influences our behavior at work
-impacts outcomes at multiple levels
four characteristics of organizational culture
1. artifacts (physical manifestation of an organization's culture)
2. espoused values (explicitly stated values and norms that are preferred by an organization)
3. basic underlying assumptions (deep seated beliefs that employees have about their organizations and the core of organizational beliefs
levels of organizational culture
1. organizational identity
2. facilitates collective commitment
3. promotes social system stability
4. shapes behaviors by helping members make sense of their surroundings
four functions of organizational culture
looks at whether an organization:
-has internal or external focus
-values stability and control or flexibility and discretion
competing values framework
clan culture
-type of organization culture
-internal focus and value flexibility rather than stability and control
-effectiveness achieved by encouraging, collaboration, trust and support
-employee focused
adhocracy culture
-type of organizational culture
-external focus and value flexibility
-creation of new products and services
-culture is adaptable, creative, and fast to respond to the marketplace
market culture
-type of organizational culture
-external focus and value stability and control
-competition is strategic thrust
-strong desire to deliver results and accomplish goals (productivity, profits and customer satisfaction)
hierarchy culture
-type of organizational culture
-internal focus and values stability and control (strategic thrust)
-formalized and structured work environment
-efficiency, timeliness and reliability
-formal statements (represent visible artifacts)
-design of physical space
-slogans, language, acronyms, and sayings
-role modeling, training, coaching (in depth intro about org. values and basis assumptions)
-explicit rewards, status symbols (strongest way to embed culture)
-stories, legends, or myths
-organizational activities and processes
-leader reactions to critical incidents
-rites and rituals
-workflow and organizational structure
-organizational systems and procedures and organizational goals
mechanisms for creating culture change
organizational socialization
the process by which a person learns the values norms and required behaviors which permit them to participate as a member of an organization
-anticipatory socialization: occurs before an individual joins an organization, info learned about career/organization from current amployees, social media, and the internet; use of realistic job preview (RJP)
-encounter: employees learn what the organization is really like, use on-boarding programs
-change and acquisition: employees master important tasks and roles and adjust to their group's values and norms
three stages of organizational socialization
strategy
business plan to create value in a particular market
value creation
produce or provide a service such that the revenue generated exceeds costs
strategic human resource management
the pattern of human resources deployments and activities that enable an organization to achieve its strategic goals
strategy formulation
-providing input as to what is possible give the types and numbers of people available
-outlines specifically how the firm will create value in a particular market
strategy implementation
making primary resource allocation decisions about structure, processes and human resources
human resource planning
process of anticipating and making provision for the movement (flow) of people into, within, and out of an organization
creating value
according to michael porter's strategy typology, competitive advantage results from....
-low-cost strategy: create value by reducing cost; firms is able to charge less than competitors
-differentiation strategy: create value by convincing the market that your product/service is different from all others; firm is able to charge a premium, making a profit
according to michael porter, value is created in one of two ways
-threat of new entrants
-power of suppliers
-power of customers
-threat of substitute products
porter 5 forces framework
resource based view of competitive strategy (RBV)
firms gain a competitive advantage through firm-controlled resources
is the resource
-valuable?
-rare?
-inimitable?
-are there organizational processes in place to support valued resources?
(VRIO)
resource characteristics for competitive advantage
core capabilities
integrated knowledge sets within an organization that distinguish it from its competitors and deliver value to customers
-firm-specific skills (vs general skills)
-teams (vs individuals)
-the entire system of human resource management practices (vs individual practices)
human capital and HRM practices can be sources of competitive advantages
core competencies that give a firm a greater source of competitive advantage
high performance work system
a specific combination of HR practices, work structures, and processes that maximizes employee knowledge, skill, commitment, and flexibility (composed of many interrelated parts that complement one another to reach the goals of an organization, large or small)
-changing the roles of managers and team leaders
-supportive information technologies (cannot succeed without timely and accurate communications)
success for HPWS depends on
strategic fit
-internal fit- aka horizontal fit-- do all internal elements of the HR system compliment and reinforce one another?-- work-flow design, HR practices, technologies, and leadership
-HR practices (do HR practices significantly enable employment stability and teamwork?)
-external fit--- aka vertical fit-- HPWS must support organizational goals and strategies (are workforce deliverable connected with key strategic performance drivers?)
HR scorecard assesses...
control oriented system
is a specific combination of HR practices, work structures, and processes that minimizes employee knowledge and skill requirements, and seeks to limit the variability of performance across people (HR system)
commitment oriented work system
HR system that focuses on developing a workforce that identifies with the firm
-enhances attachment
value matrix approach
focus on tailoring HR strategies to specific job families/groups within the firm (firms distinguish jobs in terms of value to firm & uniqueness in labor market)
-shared information
-knowledge development
-performance-reward linkage
-egalitarianism
4 underlying principals of HPWS (building blocks)
-job families contribute differently to competitive advantage in relation to job requirements and core competencies
-two dimensions: value of human capital, uniqueness of human capital
value matrix approach: the HC/HR architecture (two dimensions)
strategic knowledge workers (ex: top management, R&D scientists)
(high uniqueness, high value)
employees who have unique skills that are directly linked to the companies strategy
supporting labor (ex: clerical workers)
(low uniqueness, low value)
employees whose skills are of less strategic value and generally available in the labor market.
core employees (ex: salespeople)
(low uniqueness, high value)
employees with skills to perform a predefined job that are quite valuable to a company, but not particularly unique or difficult to replace.
alliance (complementary) partners (ex: consultants)
(high uniqueness, low value)
individuals and groups with unique skills, but those skills are not directly related to a company's core strategy
decision making
identifying and choosing alternative solutions that lead to desired state of affairs
rational mode of decision making
explains how managers should make decisions (assumes managers are completely objective and possess complete information)
1. identify problem or opportunity
2. generate alternative solutions
3. evaluate alternatives and select a solution (consider ethics, feasibility and effectiveness)
4. implement and evaluate
4 stages of rational decision making
-quality
-transparency
-responsibility
benefits of the rational model
nonrational model of decision making
explains how managers actually make decisions
-normative model: choosing a solution that is satisfying rather than optimal-- guided by bounded rationality-- the notion that decision makers are bounded or restricted by a variety of constraints when making decisions, lead to satisficing: a decision that is "good enough" (constraints: personal characteristics, lack of resources, results in the tendency to acquire manageable rather than optimal info)
-intuition model (useful when resources are limited, speeds up decision making): holistic hunch-- judgement based on subconscious integration of info stored in memory; automated experiences-- represents a choice that is based on a familiar situation and a partially subconscious application of previously learned info
nonrational models of decision making
judgmental heuristics (rules of thumb)
cognitive shortcuts or biases that are used to simplify the process of making decisions
evidence based decision making
process of conscientiously using the best available data and evidence when making managerial decisions
-make a decision: decision follows directly from the evidence (buying a car)
-inform a decision: when the decision process provides hard objective facts with qualitative inputs (hiring an applicant)
-support a decision: evidence is gathered for the sole purpose of lending legitimacy
evidence based decision making is used to....
big data
reflects the vast quantity of data available to decision making
advantages: greater pool of knowledge, different approaches to problem, greater commitment to decision, better understanding of decision rationale, more visible role modeling
disadvantages: social pressure, few people dominate, goal displacement, group think
advantages/disadvantages of group decision making
groupthink
a mode of think that people engage in when they are deeply involved in a cohesive in-group and members' strivings for unanimity override their motivation to realistically appraise alternative courses of action
-all members can say they either agree with the decision or have had their say and were unable to convince others of their viewpoint
-everyone agrees to support the outcome
does not require unanimous agreement
consensus in group decision making is reached when
brainstorming
used to help groups generate multiple ideas and alternatives for solving problems
delphi technique
group process that anonymously generates ideas or judgments from physically dispersed experts
Usefule when: Face-to-face discussions are impractical
Disagreements and conflict may occur
Group domination is an issue
Groupthink is likely
decision support system (DDS)
computer-based interactive systems that hep decision makers use data and models to solve unstructured problems
equal employment opportunity (EEO)
government's attempt to ensure that all individuals have an equal chance for employment (treatment of individuals, in all aspects of employment, in a fair and nonbiased manner)
race, color, gender, religion, age, national origin, disabilities
protected classes
-prohibit employment discrimination on basis of: race, color, religion, sex, national origin
-established EEOC to enforce provisions
-applies to organizations with 15 or more employees working 20 or more weeks in a year, involved in interstate commerce
civil rights act of 1964
outlaws discrimination in pay, benefits, and pensions based on gender
equal pay act of 1963
prohibits employers from discriminating against those 40 years and older in employment decisions because of age
age discrimination in employment act of 1967
-disabilities: substantially limits major life activity, record or past history of such an impairment, and being regarded as having a disability by an employer
-reasonable accommodation unless doing so would impose undue hardship
americans with disabilities act of 1990
-employees get up to 12 weeks of unpaid leave for birth/adoption of child, care for sick spouse, child or part, or care for own serious health problems
-covers only businesses with 50 or more employees within 75 mile radius, must have worked over a year, top 10% paid employees are exempt
family and medical leave act of 1993
-disparate treatment: intentionally treated differently based on protected classes
-disparate/adverse impact- neutral employment practice disproportionately excludes a protected group from employment opportunities; intent is irrelevant
types of discrimination
-recommends that an employer be able to demonstrate that selection procedures are valid in predicting or measuring performance in a particular job
-must be able to prove selection instrument bears a direct relationship to job success (VALID)
uniform guidelines
-rule of thumb followed by the EEOC in determining adverse impact for use in enforcement proceedings
-adverse impact when selection rate is LESS than .8
1. calculate selection rate for each group: total # hired/total # applied
2. calculate impact ratio: SR of group with lower SR/ SR of group with higher SR
3. if IR is LESS THAN .8= adverse impact
4/5ths rules (adverse rejection rate)
bona fide occupational qualification (BFOQ)
suitable defense against a discrimination charge only where membership in a protected class is an actual qualification for performing the job
employers cannot retaliate against employees for opposing a practice or participating in a proceeding
title VII
-submission to conduct is made a term or condition of employment
-submission to or rejection of such conduct is used as basis of employment decisions
-such conduct has the purpose or effect of unreasonably interfering with an individual's work performance or creating an intimidating, hostile, or offensive working environment
unwelcome sexual advances, requests for sexual favors, and other verbal or physical contact of a sexual nature constitute sexual harassment when
-quid pro quo: superior to subordinate
-hostile work environment: peer to peer
types of sexual harassment
affirmative action
a way of taking extra effort to attract and retain minority employees (imposed quota programs)
reverse discrimination
the act of giving preference to members of protected classes to the extent that unprotected individuals believe they are suffering discrimination
-each employer has a general duty to furnish each employee a place of employment free from recognized hazards that cause or are likely to cause death or serious physical harm
-employee rights under OSHA: request an inspection, have a representative present at inspection, have dangerous substances identified, be promptly informed about exposure to hazards and given accurate records regarding exposures, and have employer violations posted at worksite
occupational health and safety act (OHSA)
-makes employer establish a neutral-appearing selection method
-allows punitive damages
-prohibits granting preferential treatment to minorities
civil rights act of 1991 differs from the civil rights act of 1964 in that....
employment at will
provisions state that either party in the employment relationship can terminate that relationship at any time, regardless of cause (exceptions: contracts, federal and state law, violations of public policy, implied contract, and good faith and fair dealing)
minimize error (misses) in choosing employees and to improve a company's competitive position
goal of organizational selection system
-person-job fit: job analysis identifies required individual competencies (KSAs) for job success
-person-organization fit: the degree to which individuals are matched to the culture and values of the organization
two general models of employee selection
-reliability: free from random error
-validity: assesses all and only relevant aspects of job performance
-generalizability: validity of selection method in one context extends to another
-utility: info provided by selection method enhances the effectiveness of selecting personnel
-legality: methods conform to laws
organizational selection device standards
work sample
require the applicant to perform tasks that are actually part of the work required on the job
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