PSYCH 364 OP
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| show | constellation of decisions and actions associated with managing individuals to maximize organizational effectiveness
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| show | filled out job application or been interviewed for a job which is major function within HRM
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| show | influence from who is attracted to join the organization, who selected to join the organization, who decides to remain or leave the organization / organizations vary in terms o human capital they have access to based on whom they attract, hire, retain
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| show | shared, taken for granted assumptions that members of an organization have that affect the way they act, think, perceive their environment / influences how decisions are made within organizations / it is also influenced by those decisions
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| show | collaboration oriented and are characterized by valuing cohesiveness, being people oriented, being team players, and empowering employees
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| Adhocracy culture | show 🗑
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| show | characterized by competition and value being aggressive, competitive, and customer oriented
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| show | focus on controlling and value being efficient, timely, and consistent. (i.e. Walmart)
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| Gig economy | show 🗑
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| show | single project or task that a worker is hired to do on demand
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| show | system of principles that govern how businesses operate, how decisions are made, and how people are treated
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| Bias | show 🗑
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| Availability bias | show 🗑
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| Anchoring bias | show 🗑
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| show | tendency for individual to be more confident in their own beliefs than reality would suggest
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| 5 Criteria for Good decision making | show 🗑
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| Attraction= | show 🗑
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| Selection= | show 🗑
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| Attrition= | show 🗑
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| show | how all pieces of the HR puzzle fit together
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| Strategic human resource management (SHRM) | show 🗑
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| Strategy | show 🗑
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| Strategy formulation | show 🗑
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| show | core need that an organization strives to fulfill / organization's purpose
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| show | what the organization will do or look like at some point in the future
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| show | organization parameters + guidelines for decision making + bringing its vision to fruition
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| SWOT | show 🗑
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| show | proposes that a resource holds value to the extent that it is rare where example resources include physical, financial, organizational, HR
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| RARE Resource | show 🗑
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| INIMITABLE Resource | show 🗑
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| show | provides a general approach for how an organization will bring its mission, vision, values to life, while at the same time leveraging its strengths + improving its weaknesses
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| show | creates a product, service, or customer experience that is different from those provided by competitors
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| Cost leadership | show 🗑
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| Focus | show 🗑
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| show | diff groups that an organization must appeal to such as customers, investors, shareholders, employee, communities
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| show | once an organization defines its mission, vision, and values; analyzes the internal and external environments; chooses a general strategy type; and defines its strategic objectives, it is ready to finalize the strategy
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| show | organization follows through on its strategic plan
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| show | collection of knowledge, skills, abilities that ppl embody acorss an organization
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| show | 1. aging workforce
2. more diversity
3. average age is higher
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| show | 1. shifted to remote work
2. workers experience diffiiculites/ qutting
3. high levels of burnout
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| Increasing globalization | show 🗑
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| Data & Processing | show 🗑
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| Gig Economy criteria | show 🗑
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| show | 1. operations, decisions, treatment
2. shifted from organization to individual
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| show | day to day operations
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| Line | show 🗑
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| Staff | show 🗑
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| Strategic human resource management | show 🗑
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| show | Internal= strengths/ weaknesses of organization
External= opportunity / threats to that organization
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| show | 1. know what your organization's strategy is
2. align own goals w/ your organization's strategic objectives
3. communicate strategy to employees
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| show | evaluation of organizational performance based on the extent to which the organization satisfies different stakeholder needs (e.g customer, investor, shareholder needs)
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| show | Pfeffer’s 7 practices of high-performance work that are instrumental for developing human capital capabilities across diff contexts
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| Universal best practices | show 🗑
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| show | 1. Create employment security policies to encourage employee involvement
2. Selectively hire new employees
3. Organize employees into self-managed teams to achieve higher-performing
4. Compensate employees based on performance to attract/ motivate
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| Pfeffer's practices (5-7) | show 🗑
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| High-performance work practices | show 🗑
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| show | data analytics/ technology
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| top down processing | show 🗑
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| bottom-up processing | show 🗑
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| Objectives (stakeholder needs) | show 🗑
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| Synergy | show 🗑
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| show | ability x motivation x opportunity
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| show | proposes a system of HR practices that influence employee outcomes/ ultimately operational
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| show | 1. ability to perform
2. motivation
3. opportunity
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| 1. Ability to perform (HR practices organizational outcomes ) | show 🗑
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| 2. Motivation (HR practices organizational outcomes ) | show 🗑
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| show | employees have a chance to perform on job
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| Data-informed decisions | show 🗑
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| show | retain talent, drive outcomes, reduce cost
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| show | process of analyzing, collecting, reporting people-related data for the purpose of improving decision-making, achieving strategic objectives, sustaining a competitive advantage
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| show | 1. theory
2. business
3. data management
4. measurement
5. data analysis
6. employment law
7. ethics
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| Descriptive analytics | show 🗑
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| Predictive analytics | show 🗑
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| Prescriptive analytics | show 🗑
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| show | large amounts of unstrucutued / messy streaming data / sometimes from sources that we did not originally intend to use for analytical purposes
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| Diversity, equity, inclusion (DEI) | show 🗑
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| show | ensuring organizational policies / practices are impartial + fair
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| show | treatment of individuals of all backgrounds w/ dignity / respect, including in decision making / valuing them for what they bring
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| show | all aspects of employee compensation / rewards, including salary, benefits, commissions, stock options, allowances
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| DEI challenging to achieve? | show 🗑
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| 1. Similarity-attraction hypothesis | show 🗑
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| 2. Stereotypes | show 🗑
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| 2. Unconscious (or implicit) bias | show 🗑
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| 3. Microaggressions | show 🗑
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| show | 1. legal landscape is dynamic and constantly changing
2. This book covers only federal laws relating to diversity
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| Executive orders | show 🗑
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| show | federal law prohibits discrimination in employment decisions based on protected characteristics
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| Equal Employment Opportunity Commission (EEOC) | show 🗑
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| Office of Federal Contract Compliance Programs (OFCCP) | show 🗑
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| show | taking adverse action against an employee who complains abt discrimination or files a discrimination claim
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| Equal Pay Act of 1963 (EPA) | show 🗑
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| show | Protected classes= Cannot make job decisions based on these classes
- harassment as part of discriminatory practices/ prohibits retaliation against those who complain about discrimination
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| show | Sex
Race
Color
Religion
National origin
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| Reverse discrimination (civil rights act) | show 🗑
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| show | payments made to a plaintiff to bring them back to the position they would have had if they weren’t discriminated against
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| Compensatory damages (civil rights act) | show 🗑
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| Punitive damages (civil rights act) | show 🗑
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| Class action lawsuit (civil rights act) | show 🗑
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| What is discrimination under Title VII? | show 🗑
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| Disparate treatment | show 🗑
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| Factors of Disparate treatment | show 🗑
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| show | at first glance or preliminary evidence
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| Pretext | show 🗑
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| show | 1. Show nondiscriminatory reason
2. Bona fide occupational qualification (BFOQ)
3. establish test as business necessity
4. tests need to have validity
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| show | very narrow defense that claims that a protected characteristic for the business is essential necessity of the job
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| Disparate impact (or adverse impact) | show 🗑
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| Uniform Guidelines on Employee Selection Procedures | show 🗑
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| Reasons for pay inequity | show 🗑
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| show | unwelcome behaviors based on sex, race, religion, national origin, other protected characteristics
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| show | unwanted advances / other harassment that is sexual in nature
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| Quid pro quo harassment | show 🗑
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| show | unwelcome behavior that contributes to an environment someone would find offensive
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| Reasonable accommodation | show 🗑
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| Title VII & Harassment (based on membership to protected class) | show 🗑
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| Test (legally) | show 🗑
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| EPA (1963) Claims (employee would need to show) | show 🗑
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| EPA (1963) Defenses | show 🗑
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| show | Sex
Race
Color
Religion
National Origin
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| Business necessity | show 🗑
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| show | 1. construct
2. content
3. criterion-related
4. face
5. validity generalization
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| show | are u measuring what u think your measuring
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| show | content of the job match content of the test
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| 3. Criterion-related validity | show 🗑
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| show | does it look valid
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| show | idea that a good valid test for one job we can generalize/ assume its valid for other similar jobs
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| show | 1. severity
2. persistence
3. frequency
4. duration
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| show | Severity of the behavior (how bad is it?)
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| 2. Persistence | show 🗑
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| 3. Frequency | show 🗑
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| show | Over what amount of time?
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| show | knowledge psychological / social scientific theory is critical bc findings from ppl data should be interpreted through lens of human behavior, cognition, emotion
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| show | business knowledge/ skills ensure the activities of HR analytics team are in service of HR/ organizational strategies
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| show | ensure data are acquired, manipulated, stored in a way that facilitates subsequent analysis while maintaining data privacy/ security
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| 4. Measurement (HR analytic competence) | show 🗑
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| show | related to math, statistics, data analysis are critical, especially when it comes to identifying an appropriate analysis technique to address a given hypothesis or question
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| 6. Employment law (HR analytic competence) | show 🗑
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| 7. Ethics (HR analytic competence) | show 🗑
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| show | nonnumeric info that includes text or narrative data, such as interview transcript
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| Quantitative data | show 🗑
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| show | structured data that are gathered in small volumes, usually for previously planned purposes
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| 4 Categories (balanced scorecard/ organizational performance) | show 🗑
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| 1. Financial | show 🗑
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| 2. Internal Processes | show 🗑
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| show | assesses how well organization meets customer needs (e.g. customer satisfaction, loyalty, market share)
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| show | examines the organization’s ability to innovate, learn, develop its employees/ systems, including employee training, skill development, knowledge management
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| KSAOs | show 🗑
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| show | Prohibits use of one’s sex in employment decisions
More comprehensive (all types of employment decision) → trying to make clear any of these categories of HR decisions
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| Protected Class: Race + Color | show 🗑
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| Protected Class: Religion | show 🗑
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| show | Taking adverse action due to nationality prohibited
Adverse action due to nationality of relative prohibited
Seeking to hire US citizen, unless necessitated by a government contract or other special reason is prohibited
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| Reasonable accommodation | show 🗑
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| show | amends Title VII/ prohibits employers from discriminating against employees due to a pregnancy or related conditions
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| Pregnant Workers Fairness Act (PWFA) | show 🗑
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| show | 15 or more employees
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| PDA prohibits | show 🗑
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| show | prohibits employers from discriminating against an applicant or employee due to their age
- Protected individuals 40/ older
- Forced retirement or eliminating position
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| show | employers w/ 20 or more workers
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| ADEA prohibits | show 🗑
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| show | prohibits discrimination against individuals with disabilities who are able to perform the major functions of the job with or without accommodations
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| ADA defines a disability... | show 🗑
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| Essential functions | show 🗑
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| Marginal functions | show 🗑
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| show | organizations w/ 15 or more employees
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| ADA prohibits | show 🗑
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| show | Providing workplace environments where these individuals are supported and thrive remains important and is a key part of creating inclusive environments
- 15-20% world pop neurodivergent
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| Neurodiversity | show 🗑
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| show | describes people who process info in ways that are similar to general population/ considered neurodivergent (cognitive functioning falls outside what is typical)
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| Genetic Information Nondiscrimination Act (GINA) of 2008 | show 🗑
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| show | - Family history
- Health info kept separate from emloyment decisions
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| show | Covers organizations with 15 or more employees (not cover federal employees or members of the military)
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| GINA prohibits | show 🗑
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| show | EEOC includes gender identity / sexual orientation as part of Title VII’s sex discrimination clause, taking the view that Title VII provides protections to LGBTQ+ workers
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| show | Unlawful to discriminate or create hostile work environment
Unlawful to discriminate against someone in employment decisions due to sexual orientation
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| Protections for LGBTQ applies to | show 🗑
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| Protections for LGBTQ prohibits | show 🗑
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| Vietnman Era Veterans’ Readjustment Assistance Act (VEVRAA) of 1974: | show 🗑
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| show | Provides for reasonable accommdations to veterans w/ disabilities
Law is adminstered by the OFCCP
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| show | covers employers doing business w/ the federal government
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| VEVRAA prohibits | show 🗑
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| Uniformed Services Employment / Reemployment Rights Act (USERRA) | show 🗑
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| show | personnel management professionals tended to focus mostly on transactional (e.g. recordkeeping/ compliance)/ employee relations activities
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| show | amount of time spent on transactional activities has decreased over the past century as more process have become automated
- help leverage its human resources to achieve strategic objectives
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| HRM Functions (3) | show 🗑
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