MGT 300 Midterm: MGT 300 Exam 3 Study Guide
1 May 2018
School
Department
Course
Professor
1 Human Resource Management
a. What is human capital? the total knowledge, skill, ability, and other valuable personality characteristics in the
workforce
b. What is a “core competency”? a defining capability or advantage that distinguishes an enterprise from its competitors
c. Be familiar with the basics of the following:
i. Equal Pay Act of 1963- amending the Fair Labor Standards Act, aimed at abolishing wage disparity based on
sex. Minimum Wage
ii. Civil Rights Act of 1964- Title VII- prohibits employers from discriminating against employees on the basis of
sex, race, color, national origin, and religion
iii. Age discrimination in employment act of 1967- prohibits employment discrimination against persons 40
years of age or older
iv. Pregnancy discrimination act of 1978- prohibit sex discrimination based on pregnancy."
The Act covers discrimination "based on pregnancy, childbirth, or related medical conditions.
v. Americans with Disabilities Act of 1990- prohibits employment discrimination against qualified individuals
with disabilities
vi. Civil Rights act of 1991- provides for monetary damages in case of intentional discrimination
vii. Family and Medical Leave Act of 1993- law requiring covered employers to provide employees with job-
protected and unpaid leave for qualified medical and family reasons
viii. Bona Fide Occupational Qualification- is a quality or an attribute that employers are allowed to consider
when making decisions on the hiring and retention of employees. Religion, sex, or national origin. Never race.
d. What is the difference between person-job fit and person-culture fit? defined as the compatibility between individuals
and the job or tasks that they perform at work; compatibility between employees and their organizations
e. What is an example of a realistic job preview and why is it helpful? a recruiting tool used to communicate both the
good and bad aspects of a job. allow potential employees to get a view of both the positive and negative aspects of a
potential position
f. What is the purpose of a job analysis? establish and document the 'job relatedness' of employment procedures such
as training, selection, compensation, and performance appraisal. an organization gathers information about the jobs
(what people do) and job requirements (knowledge, skills, abilities) in their organization.
g. What is the difference between reliability and validity? Reliability refers to the consistency in the scores that
applicants get across time and setting. If a person gets (or would get) a different score depending on the day he/she is
interviewed, or depending on who is interviewing him/her, this method of assessment is somewhat unreliable. If the
score is consistent, then it is reliable. Validity refers to the accuracy and job relevance of the method of
assessment. If an interview (or other method of assessing job applicants) is job relevant and predicts performance on
the job, then the method has validity. If an interview involves the interviewer asking questions that have nothing to
do with the job and do not predict performance, this means validity is low
h. What is the difference between a structured and unstructured interview? each interview is presented with the same
questions in the same order; an interview in which questions are not prearranged; Work samples are intended to
provide employers with condensed examples of your best work
i. What is a work sample and how is can it be used for selection? a valuable way to sell your skills. Start by creating an
outline. Make a list of your skills, knowledge, and experience
j. Be able to recognize the following
i. Graphic rating scales- traits or behaviors that are important for effective performance are listed out and each
employee is rated against these traits. The rating helps employers to quantify the behaviors displayed by its
employees.
ii. Behaviorally anchored rating scales- On a scale from five to nine, employees are appraised based on
quantifiable ratings, critical incidents of performance and overall narratives
iii. Multi-person comparison methods of performance appraisal- compare the subject employee's
performance to peers. This allows you to communicate to an employee area in which he over- or under-
performs relative to others in similar position
2 Leadership
a. Leadership is a “process” of mobilizing collective effort. Not a person or trait
b. What are the three major categories of leader behavior? Task-oriented, relations oriented, strategic
c. What are the five types of power a leader can use? Be able to recognize an example. Reward power is the power of a
manager to confer rewards on employees to influence their behavior. Rewards can be either tangible, like a monetary
bonus, or employee recognition. Coercive power is the ability of a manager to force an employee to follow an order
by threatening the employee with punishment if the employee does not comply with the order(write up, pay cuts).
Legitimate power is power you derive from your formal position or office held in the organization's hierarchy of
authority (president having certain power). Referent power refers to the ability of a leader to influence a follower
Document Summary
Reliability refers to the consistency in the scores that applicants get across time and setting. If a person gets (or would get) a different score depending on the day he/she is interviewed, or depending on who is interviewing him/her, this method of assessment is somewhat unreliable. If the score is consistent, then it is reliable. Validity refers to the accuracy and job relevance of the method of assessment. If an interview (or other method of assessing job applicants) is job relevant and predicts performance on the job, then the method has validity. Make a list of your skills, knowledge, and experience: be able to recognize the following, graphic rating scales- traits or behaviors that are important for effective performance are listed out and each employee is rated against these traits. This allows you to communicate to an employee area in which he over- or under- performs relative to others in similar position.
