| the organizational function responsible or attracting, hiring, developing, rewarding, and retaining talent | human resource management |
| Doing something differently from the competition that leads to outperformance and success. | competitive advantage |
| The sum of all of the rewards employees receive in exchange for their time, efforts, and performance. | total rewards |
| Compensation received in the form of salary, wages, commissions, stock options, or bonuses. | Direct financial compensation |
| All the tangible and financially valued rewards that are not included in direct compensation, including free meals, vacation time, and health insurance | Indirect financial compensation |
| Rewards and incentives given to employees that are not financial in nature, including intrinsic rewards received from the job itself or from the work environment | Nonfinancial compensation |
| Defines how the firm will compete in its marketplace. | business strategy |
| A system of beliefs about how its employees should be treated | talent philosophy |
| Links the entire human resource function with the firm’s business strategy. | human resource strategy |
| A set of individual attributes that enable you to influence individuals, groups, and organizations from diverse socio/cultural/institutional systems. | global mindset |
| Hiring an external vendor to do work rather than doing it internally.
professional employer organization - A company that leases employees to companies that need them. | Outsourcing |
| Career development activities can help ensure that an organization has people ready to assume leadership positions as soon as they become available | Succession planning |
| involves aligning individual employees’ goals and behaviors with organizational goals and strategies, appraising and evaluating past and current behaviors and performance, and providing suggestions for improvement | Performance management |
| ultimately determine the employment rights of both employers and employees. Labor participation programs, employee surveys, and other tools are used in managing employee–management relations | Employee–management relations |
| The norms, values, and assumptions of organizational members that guide members’ attitudes and behaviors. | Organizational culture |
| Culture that emphasizes creativity, innovation, and risk taking. Electronic Arts and IDEO are examples of companies with entrepreneurial cultures | Entrepreneurial Culture |
| Culture that emphasizes formal structures and the correct implementation of organizational procedures, norms, and rules. This type of culture is commonly associated with consistency and high ethical standards. Pharmacies and drug manufacturers such as GlaxoSmithKline and Merck often adopt bureaucratic cultures. | Bureaucratic Culture |
| Culture that emphasizes loyalty and tradition, and encourages employees to stay with the organization for a long time. Promotion is generally from within. Law firms and the military are good examples of this type of culture | Consensual Culture |
| Culture that emphasizes competitive advantage and market superiority. Brokerage and currency trading firms are consistent with this type of culture, which often produce a large amount of stress. | Competitive Culture |
| The ethical action best balances good over harm by doing the most good or doing the least harm. When Southwest Airlines cuts all employees’ pay rather than laying anyone off, it is following a utilitarian standard. | Utilitarian |
| The ethical action is the one that best respects and protects the moral rights of everyone affected by the action, including the right to privacy, to be told the truth, or to be safe. If a supervisor tells an employee to handle a toxic substance without appropriate protective gear, the employee has a right to refuse. | Rights |
| The ethical action treats all people equally, or at least fairly, based on some defensible standard. The fairness standard is central in the debate over the appropriateness of CEO salaries and bonuses that are hundreds of times larger than the pay of the average employee. | Fairness |
| The ethical action shows respect and compassion for everyone, especially the most vulnerable. Ensuring that suppliers do not employ child labor or provide unsafe working conditions is an example of applying the common good standard. | Common good |
| The ethical action is consistent with certain ideal virtues including civility, compassion, and benevolence. This standard asks, “Is this action consistent with my behaving at my best?” A company that values honesty quickly recalling products that might be defective or dangerous reflects the virtue standard. | Virtue |
| During this phase of a merger- the cultures of both organizations need to be evaluated to determine their compatibility.
Focusing on talent planning and retention efforts early in this phase is also a good idea. | Due diligence phase of a merger? |
| During this phase of a merger- deciding which employees will be retained and which will be separated and developing retention | Integration phase of a merger |
| During this phase of a merger- stakeholder satisfaction is addressed, the new culture is strengthened, and employee development plans are developed and implemented. | Post-close phase of a merger |
| Metri.cs and measurements are essential in identifying where the HRM system can be improved and helping HRM best meet the needs of the organization and its stakeholders, including its employees.
Things measured: absence rate, cost per hire, customer service rating, engagement, innovation, tenure | HRM metrics |
| Focuses on hiring, retaining, developing, motivating, and making work assignments based on performance data and results. | performance culture |
| high-involvement or high-commitment organizations. | high-performance work systems |
| The standards of moral behavior that define socially accepted behaviors that are right as opposed to wrong. | Ethics |
| Businesses showing concern for the common good and valuing human dignity. | Corporate social responsibility |
| Considering the interests and opinions of all people, groups, organizations, or systems that affect or could be affected by the organization’s actions. | stakeholder perspective |
| A characteristic that is essential to the successful performance of a relevant job function. | Bona fide occupational qualification (BFOQ) |
| Describes in detail the actions to be taken, procedures to be followed, and standards to be met when establishing an affirmative action program. | Affirmative action plans |
| Groups underrepresented in employment. | protected classes |
| Employment preference given to a member of a protected group. | Preferential treatment |
| Intentional discrimination based on a person’s protected characteristic. | Disparate treatment |
| An employment practice has a disproportionate effect on a protected group, regardless of its intent. | Adverse impact |
| The EEOC was established by Title VII of the Civil Rights Act of 1964. Its original responsibility was to receive and investigate charges of unlawful employment practices and, for those charges found to be of “reasonable cause,” to try to resolve the disputes. New legislation expanded the agency’s responsibilities, and in 1972, the commission was also given the power to enforce certain laws. | Equal Employment Opportunity Commission (EEOC) |
| The Office of Federal Contract Compliance Programs (OFCCP) is part of the U.S. Department of Labor.
The primary mission of the OFCCP is to ensure that federal contractors with 50 or more employees who receive $50,000 or more in grants, goods, and services from the federal government take affirmative action to promote equal employment opportunity | The Office of Federal Contract Compliance Programs (OFCCP) |
| A Cabinet-level department of the US federal government responsible for occupational safety, wage, and hour standards, unemployment insurance benefits, reemployment services, and some economic statics | The Department of Labor |
| When employment decisions and actions are not job-related, objective, or merit-based. | Unfair discrimination |
| When only objective, merit-based, and job-related characteristics are used to determine employment-related decisions. | Fair discrimination |
| A firm’s employment practices must be designed and used in a manner that treats employees and applicants consistently regardless of their protected characteristics, such as their sex and race. | Equal employment opportunity |
| Everyone feels respected and listened to, and everyone contributes to their fullest potential. | Inclusion |
| The body of case-by-case court decisions that determines what is legal and what remedies are appropriate. | Common law |
| A civil wrong in which an employer violates a duty owed to its customers or employees. | workplace tort |
| A characteristic that is essential to the successful performance of a relevant job function. | bona fide occupational qualification |
| Comparing an applicant’s scores only to members of his or her own racial subgroup and setting separate passing or cutoff scores for each subgroup. | race norming |
| Misrepresenting the job or organization to a recruit; also known as “truth in hiring" | Fraudulent recruitment |
| A company is considered responsible for the damaging actions of its employees if it failed to exercise reasonable care in hiring the employee who caused the harm. | Negligent hiring |
| Prohibits retaliation against employees seeking to unionize. | National Labor Relations Act of 1935 (The Wagner Act ) |
| Establishes both a national minimum wage and overtime rules. | Fair Labor Standards Act (FLSA) of 1938 |
| Prohibits wage discrimination on the basis of sex. | Equal Pay Act of 1963 |
| Prohibits employment discrimination based on race, color, religion, sex, or national origin | Title VII of the Civil Rights Act of 1964 |
| Protects people 40 years of age or older | Age Discrimination in Employment Act (ADEA) of 1967 |
| Prohibits discrimination against qualified individuals with a disability. | Rehabilitation Act of 1973 |
| Prohibits discrimination against and requires affirmative action for disabled veterans as well as other categories of veterans. | Vietnam Era Veterans’ Readjustment Assistance Act of 1974 (VEVRAA) (Amended in 2002 by the Jobs for Veterans Act) |
| Prohibits discrimination for all employment-related purposes on the basis of pregnancy, childbirth, or related medical conditions. | Pregnancy Discrimination Act of 1978 |
| Employers with group health plans and 20 or more employees in the prior year must offer continued health and dental insurance coverage to terminated employees for limited periods of time. | Consolidated Omnibus Budget Reconciliation Act (COBRA) of 1986 |
| Employers with at least four employees must verify the employment eligibility of everyone hired; only U.S. citizens, nationals of the United States, and aliens authorized to work in the United States are eligible for employment. | Immigration Reform and Control Act of 1986 |
| Employers with at least 100 employees must give at least 60 days’ notice to workers of plant closings or mass layoffs of 50 or more people (excluding part-time workers). | Worker Adjustment and Retraining Notification Act (WARN) of 1988 |
| Prohibits discrimination of a qualified individual with or perceived as having a disability; focus on fair treatment and reasonable accommodation. | Americans with Disabilities Act of 1990 (Amended in 2008) |
| Requires leave and job-return for personal or family medical reasons and for the care of newborn or newly adopted children. | Family and Medical Leave Act of 1993 |
| Ensures that members of the uniformed services are entitled to return to their civilian employment after their service. | The Uniformed Services Employment and Reemployment Rights Act (USERRA) of 1994 |
| Prohibits employers from discriminating against individuals based on the results of genetic testing when making hiring, firing, job placement, or promotion decisions. | Genetic Information Nondiscrimination Act of 2008 |
| It amended the Wagner Act to clarify what are considered unfair labor practices by unions and employees. | National Labor Relations Act of 1947 (The Taft-Hartley Act) |
| Outlined a bill of rights for union members and established procedures for union elections, discipline, and financial reporting. | Labor Management Reporting and Disclosure Act of 1959 (The Landrum-Griffin Act) |
| governs employment relations for airlines and railroads. | The Railway Labor Act |
