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business etiquette

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a standard of social behavior as seen by society -a code of behavior that is grounded in common sense and cultural norms -manners matter in the workplace -about feeling and showing kindness and respect for those around you. It is about exercising good judgment.

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dress coce

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-varies depending on industry and position -safety standards -company image -shoes, jewelry, undergarments -cleanliness (odor and perfume) -hair -uniforms/clothing

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how to introduce people

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-start with highest up and say i would like you to meet lower person -older i would like you to meet younger

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responsibilities of human resource function

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-hiring -training -compensation -benefits -performance evaluations -complaints -promotions and changes in work status

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what is HRM

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set of organizational activities directed at attracting, developing, and maintaining an effective workforce

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Civil Rights Act of 1964

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Forbids discrimination on the basis of gender, race, color, religion, national origin

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Age Discrimination in Employment Act

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Outlaws discrimination against people older than 40 years

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Affirmative Action

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Employers holding government contracts should intentionally seek and hire employees from racial, sexual, and ethnic groups that are underrepresented in the organization

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Fair Labor Standards Act

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-Sets a minimum wage -Requires overtime pay for work in excess of 40 hours per week

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Equal Pay Act of 1963

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Requires that men and women be paid the same amount for doing the same job

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Employment-at-will

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-A legal term that states that a non-contracted employee is not contractually obligated to work for the company for a specified period (You can quit any time you want) -Employer can terminate your employment at any time, which means that an at-will employee can be fired at any time, for any reason (except for a few illegal reasons) -law generally presumes that you are employed at will unless you can prove otherwise, usually through written documents relating to your employment or oral statements your employer has made.

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right-to-revise

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An employer has the right to change the policies in the employee handbook

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employee orientation

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opportunity to learn: -company purpose/mission statement -company structure, key officials, and organizational chart -major policies and procedures -employee benefits -receive company property

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employee handbook

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outlines an employee's agreement with the employer regarding: -work conditions -policies -benefits -code of conduct

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shop steward

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company employee who assists union members with work-related issues.

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what are part time employees

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work less than 40 hours

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what are temporary employees

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hired only for a specified period of time

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what are introductory employees

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New employees who are hired for a full-time position

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job description

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outlines job duties and responisbilities

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job specification

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List the skills, abilities, and other credentials needed to do the job (bachelor degree, minimum experience, strong customer service)

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employee evaluations

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-A formal assessment of how well you are doing your job -Performance evaluations provide time for your supervisor to give you feedback on performance -Common evaluation criteria include productivity, efficiency, and behavior -good time to share desire for additional training and responsibilities

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what are employee benefits

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Rewards such as retirement plans, health insurance, vacation, and tuition reimbursement provided for employees either entirely or in part at the company's expense

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what employee benefits are required by law

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-Social Security and Medicare contributions -State unemployment insurance and workers' compensation programs

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what are flexible benefits

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Employees are provided a range of options from which they can choose. ex) Medical, dental, vision, life and disability insurance -Many companies also offer flexible time off policies instead of establishing a set number of holidays, vacations days and sick days (PTO-paid time off)

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medical benefits

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coverage for physician and hospital visits

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vision benefits

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coverage for eye care

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mandatory time off

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Time-off benefits for employees can be offered at the employer's discretion, but several are mandated by federal and/or state law. Required time off includes: -time to vote -jury duty leave -family and medical leave -military leave

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family and medical leave

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Employers with 50 or more employees are required to give employees time off to handle family illnesses, births, adoptions, and medical emergencies. -12 weeks per year due to birth or adoption of child or to attend to the serious health condition of an immediate family member or to the employee's own serious health condition.

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military leave

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Companies are generally not required to compensate employees for leaves due to military service, but must grant a maximum of 14 days a year for such duty. -not required to use his or her vacation or paid time off for days required for service.

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military family leave

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-Employers with 50 or more employees must allow up to 26 weeks of leave for family members of certain injured military personnel to care for service members injured in combat. -Under qualifying exigencies, employers may also be required to allow 12 weeks of leave for the spouse, son, daughter, or parent of a service member who is on active duty or who has been notified of a pending call or order to return to active duty

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employee assistance program EAP

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-EAPs are intended to help employees deal with personal problems that might adversely impact their work performance, health, and well-being. -EAPs generally include short-term counseling and referral services for employees and their household members

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open door policy

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-Management is always available to listen to employees' ideas or concerns -communicates to employees that management and HRM are available to listen if the employee needs to discuss a workplace concern

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union

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third party that represents you and your colleagues' interests to your employer. Purpose is to protect the rights of employees

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grievance procedure

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-the means by which a labor contract is enforced

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conflict under a union agreement

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-confer with shop steward -if there is a violation an formal grievance is filed -employee, steward, and supervisor meet -if unresolved, a union official will meet with the HRM department -In unresolved, attorneys from both sides (union and employer) will meet

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collective bargaining

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The process of agreeing on a satisfactory labor contract

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motivation

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the desire to do the job -internal drive that causes a person to behave in a certain way

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Traditional Approach to Motivation

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pay based system: -Economic gain is the primary thing that motivates employees -money is more important to employees than the nature of the job

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Human Relation Approach

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-Concluded that human behavior was much more important in the workplace than had been previously believed -emphasizes the role of social processes in the workplace -employees want to feel useful

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Maslow's hierarchy of needs

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-Physiological needs: Basic issues of survival and biological function (food, sex, and air) -Safety (security) needs: Secure physical and emotional environment (housing, clothing, job security, etc.) -Social (belongingness) needs: Need for love and need to be accepted by one's peers -Self-esteem needs: Need for a positive self-respect and need for recognition -Self-actualization needs: Need for continued growth and individual development

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expectancy theory

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proposes an individual will behave or act in a certain way because they are motivated to select a specific behavior over other behaviors due to what they expect the result of that selected behavior will be

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Two-Factor Theory

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Job satisfaction and job dissatisfaction are influenced by two independent set of factors - Motivation factors and Hygiene factors -to increase satisfaction- focus on nature of work itself -to decrease dissatisfaction- focus on job environment

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Two-Factor Theory motivation factors

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-achievement -recognition -the work itself -responsibility -advancement

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Two-Factor Theory hygiene factors

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-supervisors -working conditions -interpersonal relations -pay and security -company policies

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McClelland's Theory of Needs

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-Need for Achievement: The desire to accomplish a goal or task more effectively than in the past -Need for Affiliation: The desire for human companionship and acceptance -Need for Power: The desire to be influential in a group and to control one's environment

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leadership definition

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-Process of one person guiding one or more individuals toward a specific goal -Guide and motivate others by relationships (trust, professionalism, respect)

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management

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-Planning and budgeting -Organizing and staffing -Controlling and problem solving

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leadership

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-Establishing direction -Aligning people -Motivating and inspiring -Producing change, often to a dramatic degree

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what constitutes a good leader?

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-Excellent communication skills -Ability to work with and earn the trust of others -Consistently ethical -Have focus and vision

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3 leadership styles

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-Autocratic/Directive leadership -Democratic/Consultive leadership -Laissez-faire/Delegative leadership

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Autocratic/Directive Leadership

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-The leader is the center of decision-making and activity. The leader makes the decision without reference to anyone else -The leader identifies a problem or goal to be reached, considers alternative solutions, chooses one of them and then reports this decision to his staff. The leader assumes the responsibility for planning the activities necessary to implement the decision, and for the outcome of the decision -can create de-motivation for staff

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Democratic/Consultive Leadership

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-The group is the center of decision-making and activity; the leader services as a moderator -The leaders make the decision based upon input from others. The leader encourages decision making from different perspectives. Members feel ownership of the firm and its ideas. -may be slower than autocratic

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Laissez-faire/Delegative Leadership

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-The individual is the center of decision-making and activity; the leader serves as an information source and facilitator -The leader defines the desired results and guidelines and allow team members to make their own decisions without input from the leader. The leadership responsibilities are shared by all

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formal team

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-developed within the formal organizational structure -Functional (e.g., within a department) -Cross-functional (e.g., from different departments

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informal team

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individuals who get together outside the formal structure to accomplish a goal

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5 stages of team development

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1. forming 2. storming 3. norming 4.performing 5. adjourning

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forming stage

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Getting to know and form initial opinions about team members

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storming stage

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Some team members begin to have conflict with each other

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norming stage

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Team members accept each other and overcome the conflict

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performing stage

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team works on a task

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Adjourning stage

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Team completes task and brings closure to the project

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Robert's Rules of Order

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-A guide to running meetings (also called Parliamentary Procedure) -At the start of a meeting the meeting chair calls a meeting to order -If appropriate, the minutes from the previous meeting are reviewed and approved -The agenda issues are addressed in the agenda order -At the close of the meeting, the meeting chair adjourns the meeting

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conflict

answer

occurs when there is disagreement or tension between two or more parties

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3 types of conflict behavior

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assertive aggressive passive

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Assertive behavior

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Stand up for your rights without violating the rights of others

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Aggressive Behavior

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Stand up for your rights and violate others' rights

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Passive Behavior

answer

consistently avoid conflict

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5 conflict management styles

answer

forcing, avoiding, accommodating, compromising, collaborating

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forcing

answer

-Deals with the issue directly -Try to make someone do things your way

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avoiding

answer

-Avoid conflict by ignoring the offense -Not strong or confident enough to stand up for rights

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Accommodating

answer

Allow the other party to have his way to preserve your relationship with him

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Compromising

answer

Both parties give up something of importance to arrive at a mutually agreeable solution

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collaborating

answer

Both parties work together to arrive at a solution without having to give up something of value ("Win-Win" solution)

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what is sexual harrassment

answer

an offensive, humiliating, or intimating behavior

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Quid pro quo

answer

payback for a sexual favor

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Hostile behavior

answer

Any behavior of a sexual nature that is offensive

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complaint process

answer

1. complaint filed 2.confidential investigation occurs 3. share factual, documented events 4. supervisor/HRM will render an outcome

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steps of resolving conflict

answer

1. coworker to coworker 2.immediate supervisor 3. HRM department 4.outside agency or attorney

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workplace bully

answer

Employees who are behaving in an offensive, humiliating, or intimating manner

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corporate culture

answer

the beliefs and behaviors that determine how a company's employees and management interact and handle outside business transactions

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