Study Guide 2024

C202 Managing Human Capital Study Guide We are happy to have you in this class! This study guide is a key resource to frame your progress through each chapter.  As you focus on the concepts below, answer the questions and take notes. The questions go beyond mere knowledge and understanding of the material requiring application, analysis, and synthesis. If you struggle to formulate a direct written response, it probably means deeper and more reflective study is needed.  Supplement responses with selective notes – meaning, don’t just copy and paste, basically creating a secondary textbook for yourself. Your notes should be clear and brief.  Watch the various tutorial videos and other recordings.  As you build your study guide, keep a running list of questions to ask an instructor. We’re here to support your efforts. Introduction & Getting Started C202 Jump Start (42:18) C202 Jump Start (slides) Ace That Exam!: Getting Started (12:24) Ace That Exam!: Study Strategies (14:37) Ace That Exam! Prezi Pacing Plans – 2, 4, 6 weeks Course Resources Chapter 1: Strategic Human Resource Management Concept & Reference Questions, Responses, Notes Human resource management 1.1 – 1.3 1. What is human resource management (HRM)? 2. List the 6 HRM functional areas, and what each area is about in only 1 sentence. 3. In addition to managing risk, what are several other ways effective HRM systems influence performance of an entire organization? 4. Explain HRM’s role in executing an organization’s business strategy. HRM functions (6) 1.4 – 1.10 HRM & organizational performance 1.11 Effective HRM systems 1.11 HRM & business strategy 1.12 – 1.14 HRM responsibility 1.15 – 1.16 Talent philosophy 1.12 & 1.15 Employee handbook 1.15 HRM systems 1.17 – 1.18 Chapter 2: The Role of Human Resource Management in Business Concept & Reference Questions, Responses, Notes HRM role in business 2.1 – 2.2

1. What are 3 specific ways HR can support the organization should it choose to shift its culture? 2. Explain 2 situations/reasons that managers across various departments might seek out HR’s guidance? 3. How can HR support and reinforce ethical behavior in the workplace? 4. Provide an example of what these ethical standards might look like at your workplace: a. Virtue – b. Fairness – 5. What are a few of the most common change initiatives that HR manages? 6. In addition to a lack of planning, what other factors can hinder the success of a merger or acquisition? 7. Explain the connection between performance metrics, employee behavior, and the organization’s goals. Organizational culture 2.3 & 2.14 Types of culture 2.3 Culture & HRM 2.4 & 2.6 Ethical standards (5) 2.6 Ethical issues in HRM 2.7 HRM & organizational change 2.10 Culture of trust 2.10 HRM & mergers & acquisitions 2.12 HRM metrics 2.13 Chapter 3: Diversity, Equal Employment Opportunity and Affirmative Action Concept & Reference Questions, Responses, Notes Fair vs. unfair discrimination 3.1 & 3.4 1. Why do we have employment laws? 2. What is inclusion, and why should an organization practice it? 3. What law has been violated if an employer refuses to pay minimum wage or overtime? 4. How can an employer avoid violating the Equal Pay Act of 1963? 5. A key employment law produced 5 protected classes and the practice of equal employment opportunity. Name the law and the 5 protected classes. 6. Explain the meaning of a BFOQ and provide an example. 7. Explain the meaning of reasonable accommodation. 8. The Immigration Reform and Control Act of 1986 is about verifying employment eligibility. What does that mean? 9. How might a hiring manager violate the Genetic Nondiscrimination Act of 2008? 10. Employers can ask any question they want during the selection process but doing so generates potential legal issues. Explain. 11. What is it called when an organization practices proactive outreach to groups of people who have suffered historical discrimination? Unlawful employment practices 3.4 Equal employment opportunity (EEO) 3.4 Diversity 3.1 – 3.2 & 3.5 Inclusion 3.1 – 3.2 & 3.5 Major federal employment laws from 1935-2008 3.6 – 3.9 & Table 3.1 Bona fide occupational qualification (BFOQ) 3.7 & 3.14 Reasonable accommodation 3.7 & 3.16 – 3.17 Affirmative action 3.10 Protected class 3.10 Tutorial video: Protected Classes (2:04) Preferential treatment 3.10

Organizational structure 4.18 – 4.19 Organizational chart 4.18 Policy 4.18 & bottom of page links Procedure 4.18 & bottom of page links Rule 4.18 & bottom of page links Employee handbook 4.18 & bottom of page links Practice Question Review Session – Chapters 1-4 (43:05) Chapter 5: Sourcing and Recruiting Concept & Reference Questions, Responses, Notes Sourcing 5.1 – 5.3 1. Describe the relationship between sourcing and recruiting. 2. Why should an organization consider internal recruits first? 3. Why should organizations strive to give candidates a realistic job preview? 4. What are at least 2 common ethical issues with sourcing and recruiting? Internal recruiting sources & benefits 5.4 – 5.5 External recruiting sources & benefits 5.6 – 5.9 Recruiting 5.1 – 5.2 & 5.10 & 5.19 Realistic job preview 5.13 – 5.15 Chapter 6: Selection and Hiring Concept & Reference Questions, Responses, Notes Person-job fit 6.1 – 6.2 & 6.4 & 6.21 1. What is the focus of each type of fit? a. Person-organization: b. Person-group: c. Person-job: 2. What are 3 key characteristics of a structured interview? 3. How do case questions differ from situational questions? 4. Why is it probably not a good idea to ask behavioral questions to a new college graduate? 5. Explain the relationship between procedural fairness and structured interviews. Person-group fit 6.4 Person-organization fit 6.4 Unstructured interview 6.10 Tutorial video: Types of Interviews (3:05) Structured interview 6.10 Behavioral question 6.10 Tutorial video: Types of Interview Questions (4:01) Case question 6.10 Situational question 6.10 Distributive fairness

6.17 Procedural fairness 6.17 Interactional fairness 6.17 Chapter 7 Training and Development Concept & Reference Questions, Responses, Notes Training & development 7.1 – 7.4 & 7.20 & 7.22 1. What is the purpose of each of the following training program steps? a. Needs assessment – b. Learning objectives – c. Design – d. Implementation – e. Evaluation – 2. Provide a short description of what on-the-job training could look like at a local fast-food restaurant? 3. Of the various training methods, which one (or two) do you prefer? Why? 4. Why should a trainer be aware of the various learning styles? 5. Regarding Kirkpatrick’s model, explain the relationship between learning and behavior. 6. Which level of Kirkpatrick’s model measures how training helped the whole organizational? 7. Why might an organization invest in global leadership training? Needs assessment 7.5 Learning objectives 7.6 Design (training methods) 7.7 – 7.8 Learning style or preference 7.8 Sensory modalities 7.8 Implementation 7.9 Evaluation 7.10 – 7.11 Kirkpatrick’s model 7.11 Tutorial video: Kirkpatrick's Training Evaluation Model (3:36) Global leadership training 7.14 Head-Scratchers chapters 1-7 (recording forthcoming) Head-Scratchers slides (chapters 1-7) Chapter 8: Performance Management Concept & Reference Questions, Responses, Notes Performance management 8.1 – 8.3 & 8.5 1. One benefit of performance management is that helps align organizational goals with team and individual goals. What does that mean, and why is it important? 2. Why do employees typically perform better with clear goals and feedback? 3. Which 2 steps of progressive discipline could be repeated? 4. How do feedback and progressive discipline differ? 5. In one sentence each, explain the 3 common obstacles to performance management. SMART goal setting 8.6 Sources of performance information 8.7 Task acquaintance 8.7 Upward reviews 8.7 Feedback 8.12 – 8.14 & 8.21 Progressive discipline 8.16

6. Why might an organization choose not to tie pay to performance? Chapter 11: Benefits Concept & Reference Questions, Responses, Notes Purpose of benefits 11.1 – 11.3 1. Employees are indirectly compensated through benefits. What does this mean? 2. Under what 2 conditions might an organization provide better benefits than its competitors? 3. What type of benefits could an organization offer if the focus is on attraction and recruitment? 4. Benefits such as flextime, on-site day care for kids/elders, or a fitness center are designed to decrease employee stress. In turn, how does this help the organization? 5. Describe each of the 5 mandatory benefits in 1 sentence. 6. Sick leave and vacation days have come to be expected by most employees. In addition to such time off, other customary benefits fall into what 2 categories? 7. Explain the connection between optional benefits and employee retention. 8. Why have flexible benefits plans become so popular? Types of benefits 11.4 & 11.11 Mandatory benefits 11.4 – 11.5 Customary benefits 11.4 & 11.6 Optional benefits 11.8 Creative benefits 11.9 Managing benefits 11.13 – 11 14 Chapter 12: Creating a Healthy Work Environment Concept & Reference Questions, Responses, Notes Employee safety 12.1 – 12.3 1. Employees are the driving force of a safety culture. What does this mean? 2. In your opinion, what are the 3 most powerful factors that influence an organization’s safety culture? Explain. 3. An employee wellness program is expensive, but what are at least 3 ways a company could still benefit from the investment? 4. Describe the connection between an organization’s wellness program and workers’ compensation claims. 5. Describe a situation in which an employee experiences functional stress. 6. Describe a situation in which an employee experiences dysfunctional stress. 7. Give an example of how a manager might bully a subordinate. 8. What are some words, phrases, or examples you might use to describe bullying? 9. Numerous approaches are provided to prevent workplace violence including an employee assistance program (EAP). What is an EAP, and how can it help? Culture of safety 12.4 Safety incentives 12.4 Occupational Safety and Health Administration (OSHA) 12.6 – 12.7 Employee wellness programs 12.8 – 12.9 & 12.13 & 12.15 Stress 12.10 Workplace bullying 12.11 Workplace violence 12.14

Practice Question Review Session - Chapters 9-12 (34:37) Chapter 13: Creating Positive Employee-Management Relations Concept & Reference Questions, Responses, Notes Labor union 13.1 – 13.3 Tutorial video: Unions (2:52) 1. Why do workers join unions? 2. If you had only 10 seconds to give a crash course on the Wagner Act, what would you say about it? 3. Regarding the Railway Labor Act, why is it so important to avoid a strike? 4. Explain the broad purpose of the Taft-Hartley Act and 2 prohibitions it produced. 5. Explain at least 2 outcomes of the Landrum-Griffin Act. 6. In addition to union shops, U.S. companies can operate under several different union models (closed, agency, open). Which one is historically controversial and why? 7. When is a strategic time for a union call for a strike? 8. When is a strategic time for an employer call for a lockout? 9. Some argue that all employees, whether union members or not, benefit from union presence. Do you agree? Why or why not? 10. A company whose employees are represented by a union essentially outsource their HRM; what does this mean? 11. What HR functional area (chapter 1) do unions view as the absolute most important? 12. How would a typical labor union view an employee’s annual performance appraisal? 13. Why do unions generally not favor pay-for-performance? 14. Describe your understanding of the relationship between psychological contract and unionization. 15. What contributions might an employer make to the psychological contract? 16. What contributions might an employee make to the psychological contract? 17. Describe how either party might violate the psychological contract. Collective bargaining 13.1 – 13.3 & 13.7 & 13.10 Tutorial video: Collective Bargaining (4:23) Wagner Act aka National Labor Relations Act of 1935 13.5 Tutorial video: The Wagner Act and the Railway Labor Act (2:52) Railway Labor Act 13.5 Taft-Hartley Act aka National Labor Relations Act of 1947 13.5 Tutorial video: The Taft- Hartley Act and the Landrum-Griffin Act (with Labor Laws Chart) (3:57) Landrum-Griffin Act aka Labor Management Reporting and Disclosure Act of 1959 13.5 Union models (shops) 13.5 Tutorial video: Union Models and Right-to-Work Laws (3:42) Strike 13.9 Tutorial video: Negotiation Breakdowns (6:02) Boycott / secondary boycott 13.9 Lockout 13.9 Union impact on HRM 13.12 Seniority 13.12 Psychological contract 13.1 (beneath video) & 13.13

Know to Pass (1:52:13) Know to Pass slides Pre-Assessment Follow-Up Resource W hat Every Student Should Do Before Test Day (3:08) What If I Fail the Objective Assessment? (8:22) Ace That Exam!: Test-Taking Techniques (21:40) Test-Taking Tips & Strategies (37:11)