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SHR Review Guide Exam 3.doc

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Syracuse University
MGT 355

Exam Guide 3: SHR 355 Fall 2012 Format: About 2/3 multiple choice/short answer/fill in blank; 1/3 essay Don’t forget topics/articles not included in the text, but discussed in class such as: • Video clips (Termination in The Office, Chef Termination Scene, Customer Survey in The Office). • Stock options supplement, in-class exercise on market pay • Presentation findings from your colleagues delivered in class the week of 12/4 Ch 10: Separation and Retention 1. (was on last exam) 2. Discuss how employees determine whether the organization treats them fairly. • Outcome Fairness: consistent outcomes, knowledge of outcomes, outcomes in proportion to behaviors • Procedural Justice: consistent procedures, avoidance of bias, accurate information, way to correct mistakes, representation of all interest, ethical standards • Interactional Justice: explanation of decision, respectful treatment, consideration, empathy 3. Identify legal requirements for employee discipline. • Wrongful Discharge: may not violate implied agreement (employer promises, action is inconsistent with company rules), may not violate public policy (terminating the employee for refusing to do something illegal or unsafe) • Discrimination: must make discipline decisions without regard to a person age, sex, race, or other protected status; evenhanded carefully documented discipline can avoid this • Privacy: employers must ensure information they gather/use for discipline is relevant, searching and monitoring employees, who will see information • Layoffs: organizations that plan broad-scale layoffs may be subject to the Workers Adjustment Retraining and Notification Act (WARN); employers covered by the law are required to give notice before any closing or layoff 4. Summarize ways in which organizations can fairly discipline employees. • Hot Stove Rule: discipline should give clear warning and follow up with consistent, objective, and immediate consequences • Progressive Discipline: Formal discipline which the consequences become more serious if the employees repeat the offense o Tardiness, absenteeism, unsafe work practices, poor quantity/quality of work, sexual harassment of coworkers, coming to work impaired by alcohol or drugs, theft of company property, cyberslacking • Alternative Dispute Resolution (ADR): solving a problem by bringing in an impartial outsider but not using the court system • Mediation: nonbinding process where a neutral party from outside the organization hears the case and tires to help the people in a conflict arrive at a settlement. • Arbitration: binding process where a professional arbitrator from outside the organization (usually a lawyer or judge) hears the case and resolves it by making a decision 5. Explain how dissatisfaction affects employee behavior. • Affected by: Personal disposition, tasks and roles, supervisors and coworkers, pay and benefits • Behavior changes: change the condition, white-blowing, bring a lawsuit, lodge complaints • Physical job withdrawal • Psychological withdrawal o Decrease in job involvement o Decrease in organization commitment 6. Describe how organizations contribute to employees’ job satisfaction and retain key employees. • Job Satisfaction: results from the perception that one’s job fulfills important job values o Values o Perceptions o Ideas of what is important • Monitoring job satisfaction o Hiring employees predisposed to being satisfied, referring depressed employees for help o Designing complex and meaningful jobs, establishing clear and appropriate roles o Reinforcing shared values, encouraging social support, helping employees pursue goals o Setting satisfactory pay levels, communication pay structures and policies • 2 people in organization who affect job satisfaction are CO-WORKERS and SUPERVISORS Ch 11: Evaluating Pay Structures 1. Identify the kinds of decisions involved in establishing a pay structure. • Legal Requirements • Market Forces • Organization’s Goals • Job Structure – relative pay for different jobs within an organization • Pay Level – average amount the organization pays for particular job • Pay Structure – pay policy resulting from job structure and pay-level decisions 2. Summarize legal requirements for pay policies. • Equal employment opportunity – cannot base differences in pay on an employee’s age, sex, race or other protected status; differences in pay must be tied to such business related considerations as job responsibilities or performance • Child Labor – children aged 16 and 17 may not be employed in hazardous occupations; children aged 14 and 15 may work only outside school hours; children under age 14 may not be employed in any work associated with interstate commerce; exemptions • Minimum wages – the lowest amount that employers may pay under federal or state law (amount per hour) o Fair Labor Standards Act (FLSA): federal law that establishes a minimum wage and requirements for overtime pay and child labor (also training wage) • Prevailing wages for federal contractors • Pay for overtime – 1.5 times the employee’s usual hourly rate includes any bonuses, and piece-rate payments. o Exempt employees: managers, outside salespeople, and other employees not coverd by the FLSA requirement of overtime pay 3. Discuss how economic forces influence decisions about pay. • Product Markets: organizations that offer competing goods and services; cost of labor is a significant part of an organization’s costs • Labor Market: organizations compete to obtain human resources in labor markets; competing for labor establishes the minimum an organization must pay to hire an employee for a particular job. Gathering information about market pay: Benchmarking: compares organizations practices against those of successful competitors, pay surveys, trade and industry groups, professional groups, Bureau of Labor Statistics( BLS), Society for Human Resource Management (SHRM), WorldatWork. 4. Describe how employees evaluate the fairness of a pay structure. • What they think employees in other organizations earn for doing the same job • What they think other employees holding different jobs within the organization earn for doing work at the same or different levels. • What they think other employees in the organization earn for doing the same job as theirs. • Pay Equity o Your incomes/outputs = their input/outcomes (FAIR) o Responses to being under-rewarded: less effort, increase their outcomes, withdrawal 5. Explain h
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