Chapters Covered on Exam 1: 1, 2, 3, 4Human Resource ManagementBA 453/553 – Fall 2006Study Guide – Exam 1Chapters Covered on Exam 1: 1, 2, 3, 4 Format:2 cases with corresponding multiple choice questions 8 @ 3 points each (24 points)(example of a case with questions below) 26 multiple choice/true or false questions @ 3-points (78 points) (example of a multiple choice question below)3 short answers @ 6 points each (18 points)(short answer questions are below)Chapter 1Key Terms- Exempt Employees (salaried)- Line Employees- Nonexempt Employees- Staff EmployeesEnvironmental Challenges- Rapid Change- Workforce Diversity- Legislation- Skill Shortages & the Rise of the Service SectorOrganizational Challenges - Competitive Position- Decentralization- Organizational Restructuring- Self-Managed Work Teams- Organizational CultureIndividual Challenges - Matching People and Organizations - Ethics and Social Responsibility- Empowerment- Brain DrainEvolutionary Business Strategy & Steady-State Strategy Defender & Prospector StrategyChapter 2Key Terms- Business Process Reengineering- Human Resource Information SystemsOrganizational Structure- Boundaryless Organization- Bureaucratic Organization- Flat OrganizationMotivation Theories - Two-Factor Theory- Work Adjustment TheoryJob Analysis techniques - Task Inventory Analysis- Functional Job AnalysisDefender & Prospector StrategyJob AnalysisWork Flow AnalysisWork Teams (short answer question only)Chapter 3Key Terms- Affirmative Action- Disparate impact- Disparate treatment- Hostile Work Environment & Quid pro quo- Protected ClassEqual Employment Opportunity Laws- The Equal Pay Act of 1963- Title VII of the Civil Rights Act of 1964- The Age Discrimination in Employment Act of 1967- The Americans with Disabilities Act of 1990- Civil Rights Act of 1991 Court Cases- Albemarle Paper Company vs. Moody- Griggs v. Duke Power CompanyAffirmative Action & Fair Behavior StrategyChapter 4Key Challenges in Managing Employee Diversity (all)- Valuing Employee Diversity- Individual vs. Group Fairness- Resistance to Change- Group Cohesiveness & Interpersonal Conflict- Segmented Communications Networks- Resentment- Backlash- Retention- Competition for OpportunitiesShort Answer Questions (3 of the following 6 questions will appear on each version of Exam 1)1. What are the key differences in the HR practices for a Defender Strategy vs. Prospector Strategy. 2. Identify and define 3 of the 4 types of work teams –give an example of how each might be used in the workplace.3. Identify and explain 3 of the key Reasons/Uses for a Job Analysis (outlined in both lecture and your text) – your answers should provide specific details on HR activities.4. If the goal of your company is Fair Employment – compare and contrast using both Affirmative Action & Fair Behavior Strategy to achieve this goal. What are the major characteristics of each? 5. Discuss 3 of basic ways discussed in lecture and your text that a company can defend itself against Discrimination Charges6. Discuss 3 of the most important impacts (discussed in both lecture and your text) that the passage of the Civil Rights Act of 1991 had on business. Please note – if you quote my slides verbatim while you will be in fact technically correct I am not giving you full points for it – in other words read the text and my notes then use your own wordsExample - Multiple Choice QuestionA company might adopt a boundaryless organizational structure because:a. it seeks to structure its organization around functions.b. management wants to enter foreign markets that have entry barriers to foreign competitors.c. it is moving into a stable and predictable market.d. it seeks to reorganize around its products, services, or customers.e. it has adopted the two-factor theory of management.Answer is B (comes from Page 49 in your text and Chapter 2 lecture slides)Example - Case 1You are an HRM consultant who helps companies deal with HRM legal issues. You are conducting a seminaron changes in HRM law since the Civil Rights Act of 1991 and the implementation of the Americans with Disabilities Act of 1990. During the seminar, you explain current burden of proof requirements, quotas, and possible damage awards. You review how companies are to make reasonable accommodation for disabled applicants and employees, and the cost of those accommodations. Part of the presentation reviews key terms like protected class, essential and marginal job duties, etc. Finally, you cover the Age Discrimination Act and the Vocational Rehabilitation Act. Although these were passed two and three decades earlier, they are now a significant part of the HRM law environment.Refer to Case 1During your seminar, a client explains how his company, trying to rectify past shortcomings, hasinitiated a quota system in all future hirings. You respond:a) with commendation, telling her that it’s great to see a company own up to its past mistakes.b) that the office of the OFCCP will be pleased to hear it.c) that the Civil Rights Act of 1991 makes such action illegal, and while the program is well-meaning, the company should put an end to it.d) that the University of Massachusetts Medical Center case shows that they should try a different approach.e) that they are currently in violation of Executive Order 11246.Answer is C (comes from page 97 in your text and Chapter 3 lecture slides)Refer to Case 1During a coffee break at the seminar, another attendee approaches you to ask about his company’s potential exposure in a sex discrimination case. You explain that:a) the burden of proof is on the employee, so there is little to worry about.b) based on the average size of awards in the past, the employee could receive approximately $50,000 to $300,000.c) the manager responsible could be jailed for up to three years.d) the employee can only collect back pay, not punitive or compensatory damages.e) in the case of Gems International, the company was bankrupted by a $1.1 million award.Answer is B (comes from page 85 in your text and Chapter 3 lecture