446 Subject IndexJewish charities, improving
leadership prospects for
women at, 336
JHET Foundation, 317
Job analysis: and competency
modeling, 166–171; conclusion
on, 175–176; and contextual
performance, 174–175;
designing a program for,
158–164; developing
performance standards based
on, 235; exercises involving,
177, 178; information
collected during, 153; legal
signifi cance of, 151–152;
methods of collecting data
for a, 153–158; overview
of, 149–151; questions and
activities on, 179; strategic,
150, 164–166, 312; techniques
of, 171–174
Job Analysis Handbook for Business,
Industry, and Government
(Gael), 175
Job applicant screening, 189–206,
207, 208–209, 388–389
Job Corner Alert, 214
Job descriptions: defi ned, 152;
described, 160; examples of,
160–164
Job design: job analysis and,
151; and motivation, 245;
and use of human resource
information systems, 383
Job element method, 173
Job enlargement, 302
Job family, defi ned, 152
Job functions and duties, essential,
listing, described, 160
Job performance standards,
developing, 235
Job position, identifying the,
described, 160
Job rotation, 302, 314
Job seekers, resources for, 186
Job shadowing programs, 314
Job skills. See Skill entries
Job specifi cations: defi ned, 152;
described, 160. See also Job
descriptions
Job summary, providing a,
described, 160Jobsonline.net, 186
John D. and Catherine T.
MacArthur Foundation, 290
Johnson Controls, United
Automobile Workers v, 57–58
Johnson v. Santa Clara
Transportation Agency, 83
Johnson-Bateman Company, 300
Joining Hands: Operation Apoyo
Hispano, 95–96
Junior League, 137
Jurisdictional standards, described,
341, 342 – 343KKaiser Family Foundation, 285
KCMC Child Development Center,
271, 276
Keyeshian v. Board of Regents, 360
Kimmel v. Florida Board of
Regents, 62, 63
Kiwanis Internationals, 123
Knolls Atomic Power Laboratory,
Meacham v., 62
Knowledge: consideration of, in job
analysis, 159; defi ned, 153
Knowledge base, retaining the,
43–44
Knowledge, skills, abilities,
and other characteristics
(KSAOCs): of board members,
135, 137; and content validity,
201; effective use of, ensuring,
means of, 3; ensuring requisite,
to confront new challenges,
309, 397; evaluating training
based on criteria involving,
323; identifying the, to fi ll
vacancies, 181, 182; imparting
of, maximizing, 314; outlining,
for volunteers, 124; and
performance evaluations,
216, 240–241; and predictive
validity, 202; receiving a
job or promotion based
on, 6; requisite, possessing,
importance of, 33, 400;
screening applicants based on,
189, 191, 192, 197; specifying
necessary, when anticipating
future needs, 41; tracking,182–183; training required
to provide, 312. See also Job
analysis
Knowledge-level systems, 379LLabor intensive agencies, 4
Labor markets: described, 183–184,
253; and external equity, 253
Labor-management relations: and
collective bargaining concepts
and practices, 346–358;
conclusion on, 367–369;
exercises involving, 370,
371; and federal collective
bargaining, 344–346; and
nonprofi t collective bargaining,
343–344; and nonprofi t sector
distinctions, 362–366; overview
of, 339–340; and private sector
collective bargaining, history
of, 340–343; and privatization
of public services, 366–367;
and public sector distinctions,
358–362; questions and
activities on, 372; state and
local collective bargaining
and, 346; and use of human
resource information
systems, 384
Labor-Management Relations Act
(LMRA), xxi, 341, 343, 347,
348, 350, 351, 358. See also
National Labor Relations Act
(NLRA)
Labor-management relations acts,
347, 349, 351
Labor-Management Reporting and
Disclosure Act, 341
Laws, compliance with, difference
between managing diversity
and, 105–107
Laws enacted. See specifi c laws
Lay Faculty Association, 371
Layoffs, assistance in dealing
with, 303
Leader role, defi ned, 35–36
Leader to Leader Institute, 139
Leaderless group discussions, use
of, for screening applicants,
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