Human Resource Management (Cengage Learning)

-age-color-disability-genetic info-marital status-national origin-pregnancy-race-religion-sexual orientation

employment that is not affected by illegal discrimination

employment decisions that are made without regard to individuals' personal characteristics

occurs when individuals with particular characteristics that are not job related are treated differently

occurs when an employment practice that does not appear to be discriminatory adversely affects individuals with a particular characteristic so that they are substantially underrepresented as a result of employment decisions that work to their disadvantage

characteristic providing a legitimate reason an employer can exclude persons on otherwise illegal bases of consideration

what individuals who file suit against employers must prove to establish that illegal discrimination has occurred

punitive actions taken by employers against individuals who exercise their legal rights-create and disseminate an anti reatliation policy-train superiors on what retaliation is and what actions are not appropriate-review all performance evaluation and discipline records to ensure consistency and accuracy-conduct thorough internal investigation of any claims and documents-take appropriate action when retaliation occurs

modification to a job or work environment that gives a qualified individual an equal employment opportunity to perform

systematic way of gathering and analyzing information about the content, context, and human requirements of jobs

identifies a job's tasks, duties, and responsiblities

the knowledge, skills, and abilities an individual needs to perform a job satisfactorily

indicators of what the job accomplishes and how performance is measured in the key areas of job descriptions

the process in which employees eave an organization and have to be replaced

designing formal systems in an organization to manage human talent for accomplishing organizational goals

The appropriate use of HR management practices to gain or keep a competitive advantage.They can also:-evaluate mergers-conducting workforce planning (for retiring employees) -select new offices -institute management systems to reduce administrative time''-work with executives to develop a revised sales compensation-identify training operations

collective value of capabilities, knowledge, skills, life experiences, and motivation of an organization's workforce

unique capability that creates high value for the company

-Functional turnover: lower performing or disruptive employees leave-dysfunctional turnover: key individuals and high performers leave-uncontrollable turnover: employees leave for reasons outside the control of the employer-controllable turnover: employees leave for reasons that employer could control-involuntary turnover: employees are terminated for poor performance or work rule violations through layoffs-voluntary turnover: employees leave by choice

it has changed from administrative to more strategic roles of people in HR

the unjust or prejudicial treatment of different categories of people, especially on the grounds of race, age, or sex.

a person who brings a case against another in a court of law.

based on the first impression; accepted as correct until proved otherwise a business necessity-if the court has ruled on a prima facia, then the responsibility shifts to the employer

-Hostile environment: when an individual's work environment and work performance or psychological well-being is unreasonably affected by intimidating or offering working conditionso-quid pro quo: sexual harassment that links employment outcomes to the granting of sexual favors

defines a disabled person as someone who has a mental or physical challenge that greatly reduces the ability to perform important life functions, who possesses a record off such a challenge, or who is thought to have such a challenge

requires employers to pay similar wage rates for similar work without regard to gender.

Differences in pay can only be based on1. seniority2. work performance3. quality or quantity of production4. factors other than sex, skill, effort, or working condiditions

-Title VII: illegal for organizations to discriminate in any way based on a person's sex, race, national origin, color, and/or religion.

This policy applies to all educational institutions, government, labor unions, and employers of 15 or more-1991: requires employers to show that an employment practice is job related for the position and consistent with business necessity

proactive employment practices to compensate for historical discrimination against women, minorities, and individuals with disablitites

significant difficulty or expense imposed on an employer when making an accommodation for individuals with disabilities.

process of generating a pool of qualified applicants for organizational jobs

total number of people who have applied for an open position - the employer then embarks on the selection process by reducing the applicant pool to either a short-list or a long-list and then a short-list, depending on the number of people in the applicant pool

system in which the employers provides notices of job openings, and employees respond by applying for specific openings

process through which a job applicant receives an accurate picture of a job

being late-employers have to document

a formal request to be considered for a position or to be allowed to do or have something, submitted to an authority, institution, or organization.

-questions based on protected class- cannot ask about medical history until conditional offer was made

process of choosing individuals with the correct qualifications to fill the jobs needed

measurable or visible indicators of selection criteria

characteristics a person must possess to perform job duties

most used recruiting stratdegy

interview that uses a set if prepared job-related questions that are asked of all applicants

practice necessary for safe and efficient organizational operations (nondiscriminatory actions)

unwelcome verbal, visual, or physical conduct of sexual nature that is severe and affects working conditions or creates a hostile working envirnonment

-establish a sexual harassment policy-communicate the policy regularly-train employees and managers on aoiding sexual harassment-investigate and take action when complaints are voiced

effort directed toward accomplishing results

group of tasks, duties, and responsibilities that constitutes the total work assignment for an employee

-discrimination against caregivers, specifically women for going back to work after taking care of their childrenTo fight this stigma, new laws are put in place:-protects caregivers-can be a man or a women-has to be a legally documented caregiver -this allows women to maintain their professional ambitions which in the past have triggered a hostile work environment

discrimination based on a person's gender or sex. This is different than maternal wall bias because it only talks about discrimination based on sex and not caregivers- barrier put up -women are not invited for an informal network

employer's intent to conflate schedule with committment

employer's intent to pay disproportionally less for part-time employment

-Yes/no questions-questions that would force the employee to lie (how do you get along with your co-workers)-leading questions-questions that are not job related

-snap judgments-halo effect: when positive characteristics of someone overshadow the negative characteristics-bias and stereotyping based on personal factors-negative emphasis-cultural values lead you to make the wrong decision

study of the way work (inputs, activities, and) outputs move through an organization

-evaluate employees-review job description-complete analysis-can request another job analysis if nature of workforce changes