BUS 110 Module 4 Ch 10 Ch. 11 MINE

**workforce analytics**

computer-based statistical approach to analyzing and planning for workforce needs

Classical Theories of Motivation

contributions to current understanding of motivation & influence managerial practice

**sexism**

discrimination on the basis of gender

**worker buyouts**

distribution of financial incentives to employees who voluntarily depart; usually undertaken in order to reduce the payroll

**work-life balance**

efforts to help employees balance the competing demands of their personal and professional lives.

**employee retention**

efforts to keep current employees

4 contemporary staffing challenges

**Contemporary Staffing Challenges**: 1. **aligning the workforce** - **matching right jobs at right time** - **external**: changes in market needs, moves by competition, advances in technology new regulations affect ideal size/composition of workforce. - **internal**: shifts in strategy, technological changes, growing or declining product sales force managers realign workforces 2. **fostering employee loyalty** - most companies can't guarantee long-term employment, but want employees commit to company - w/ increasing # temp emp./ind. contractors challenge grow 3. **monitoring workloads & avoiding employee burnout** - companies try to beat competitors & keep workforce costs to min. managers be on guard for **employee burnout** -state of physical & emotional exhaustion can result from constant exposure to stress over long period of time. - **downsides of nonstop electronic connectivity** many employees struggle to separate work life from personal life create feeling work never ends 4. **managing work-life balance** - concern over workloads one of factors behind interest in **work-life balance** - idea employees, managers, and entrepreneurs need to balance competing demands of professional & personal lives. - many companies trying make easier for employees juggle responsibilities w/ on-site day-care, flex work schedules, other options to improve **quality of work life (QWL)** i.e. Zappos make workplace enjoyable as possible to minimize stress/relieve monotony of repetitive business tasks.

**sexual harassment**

**unwelcome sexual advance, request for sexual favors, or other verbal or physical conduct of a sexual nature within the workplace**. **defined as either an obvious request for sexual favors with an implicit reward or punishment related to work, or more subtle creation of a sexist environment in which employees made to feel uncomfortable by lewd jokes, remarks, or gestures** majority experienced by women, men too

Planning for a Company's Staffing Needs

- delicate balancing act - hire too few - can't keep pace w/competition or satisfy customers - hire too many - raise fixed costs above level that revenues can sustain - to avoid either HR man. evaluate requirements jobs forecast supply/demand types of talent

Evaluating Job Requirements

- process of **job analysis** employers try identify nature & demands of each position w/in firm & optimal employee profile fill each position. - once job analysis completed HR develops **job description** (a formal statement summarizing the tasks involved in the job and the conditions under which employee will work) - staff in most cases will develop **job specification** which identifies type of personnel a job requires including the skills, education, experience, and personal attributes that candidates need to possess.

Risks and limitations of goal setting theory

-Overly narrow goals -Overly challenging goals -Inappropriate time horizons -Unintentional performance limitations -Missed learning opportunities -Unhealthy internal competition -Decreased intrinsic motivation

Developing and Evaluating Employees

Appraising employee performance •360 review Training and developing employees •Orientation •Skills inventory Promoting and reassigning employees • Administering Employee Compensation Salaries and wages Incentive programs •Bonus •Commission •Profit sharing •Pay for performance •Knowledge-based pay

10.1 What Motivates Employees to Peak Performance?

Define motivation and identify the classical motivation theories

**turnover rate**

the percentage of the workforce that leaves every year

Taylor's Scientific Management

Frederick W. Taylor machinist engineer from Philadelphia - studied employee efficiency/motivation late 19th 20th centuries **credited w/ developing scientific management** approach sought to improve employee efficiency through scientific study of work. - popularized financial incentives for good performance - revolutionized business - direct influence on rise of US as global industrial power in first half 20th century money significant motivator for workers under scientific management didn't consider other elements i.e. opportunities for personal satisfaction - can't explain why successful exec take huge pay cut to serve in govt or nonprofit organization

Managing the Employment Life Cycle 3 phases involved managing the employment life cycle

HR managers oversee employment-related activities - recruiting - hiring - termination - retirement

4 indicators that measure motivation in workplace setting

engagement satisfaction commitment rootedness **engagement** reflects the degree of energy, enthusiasm, effort each employee brings to his or her work** "just not into it" - energy - enthusiasm - effort **satisfaction indicates how happy employees are with the experience of work and the way they are treated** - experience - treatment **commitment suggests the degree to which employees support the company and its mission** - to company - to mission **rootedness (or its oposite, the intention to quit) predicts the likelihood that employees will stay or leave their jobs** - intention to stay **a person who is engaged, satisfied, and committed and who has no intention of quitting can be safely said to be motivated** 4 indicators identify who is motivated but not explain why

Employee Benefits and Services

Insurance Retirement benefits •Pension plans •401K plans •ESOP Stock options Other employee benefits •Paid vacation and sick leave •Family and medical leave •Child-care assistance •Elder-care assistance •Tuition loans and reimbursements •Employee assistance programs •

7. Which of the following involves horizontal expansion within a company giving employees more tasks in order to decrease boredom and increase​ knowledge? A. Reinforcement B. Job enrichment C. Gamification D. Job enlargement Your answer is correct. E. Job rotation

Job enlargement

9. Which of the following is a motivational tool consisting of managers and employees working together to establish and accomplish goals for every individual and department that would benefit the company as a​ whole? A. Job enlargement B. Job enrichment C. Management by objectives Your answer is correct. D. Micromanaging E. Expectancy theory

Management by objectives

3. According to​ Maslow's theory of​ hierarchy, the category prior to​ self-actualization is​ _____. A. safety needs B. social needs C. food and clothing needs D. esteem needs E. physiological needs

esteem needs

1. Under the Fair Labor Standards​ Act, full-time employees are not eligible for overtime if they are​ __________. A. nonexempt B. commissioned C. exempt D. paid for performance E. paid for knowledge

exempt

6. Which of the following techniques is utilized in explaining behaviors in consideration of basic human needs and the specific sequence in which those needs are​ attained? A. ​Goal-setting theory B. Expectancy theory C. Reinforcement theory D. ​Maslow's hierarchy Your answer is correct. E. Theory Y

Maslow's hierarchy

**diversity**

often framed in terms of ethnic background, broader more useful definition includes "all the characteristics and experiences that define each of us as individuals"

5. Lou is a manager at a local manufacturing company. According to​ Lou's employees, he is very controlling and often threatens employees with job termination or punishment to get them to work. Lou believes these extreme measures are the only way to motivate employees to do their jobs properly. Which of the following reflects​ Lou's management​ style? A. Management by objectives B. Theory X C. Theory Y D. Expectancy theory E. Equity theory

Theory X

Ch. 11 Human Resource Management

This chapter explores the many steps companies take to build productive workforces, including solving staffing challenges, addressing workforce diversity, managing the employment life cycle, developing employees, and providing compensation and benefits.

motivation

one of most important challenges every manager faces no matter how skillful employees are, how supportive work environment is, w/o motivation to excel, won't perform at high level what motivates one person may even demotivate another some of forces motivate behavior stem from deep w/in subconscious mind, means you're driven by forces don't understand or identify **motivation is the combination of forces that drive individuals to take certain actions and avoid others in pursuit of individual objectives** **drive and actions are key to understanding motivation**

**Religion diversity**

one of most personal aspects of life - potential for controversy in workplace employees feel should be able to express their beliefs in workplace not forced to "check their faith at the door" when come to work companies want avoid situations openly expressed religious differences cause friction between employees or distract them from responsibilities religion in workplace complex & contentious issues more every yr measured by **significant rise in number of religious discrimination lawsuits** beyond accommodating individual beliefs reasonable degree, required by US law, companies need to resolve situations that pit one group against another

**Age Diversity**

US culture **youth** associated w/ **strength, energy possibilities, freedom** **age** associated w/ **declining powers - loss of respect, authority** **older workers offer broader experiences, the benefits of important business relationships nurtured over yrs. high degrees of "practical intelligence," the ability to solve complex, poorly defined problems** Cultures that value age & seniority longevity earns respect and increasing power & freedom i.e. **Asian societies oldest employees hold most powerful jobs, most impressive titles, greatest degrees of freedom and decision-making authority** if younger employee disagrees w/ senior executive discussion NEVER in public **saving face** avoiding public embarrassment STRONG- instead if senior person erroneous other employees find quiet private way to communicate whatever information they feel is necessary. **cultural values associated w/various life stages **multiple generation w/in a culture another dimension of diversity**

Decision Point: Hilde's Situation Your next meeting is with Hilde, a sales associate in the footwear department. She, too, seems to be indifferent to her job, but her reasons appear to be quite different. "Have you looked at our commission plan?" she asks. "It's so convoluted that I don't think any of us understand it. Some goods have higher commission rates and some have lower commission rates. Oh, and we get a lower rate until we hit one target and then it's a higher rate, but then there are also quarterly targets and who knows what else. None of us can figure it out. Maybe if you made the commission plan simpler, we'd try to sell more. Instead, I just come in here and do my job and sell whatever because I've never been able to figure out what I've earned until I see my paycheck." In terms of expectancy theory, what appears to be the reason for Hilde's lack of motivation? Select an option from the choices below and click Submit. Effort-to-performance issue Rewards-to-personal goals issue Performance-to-reward issue

You chose effort-to-performance issue. That was an incorrect choice. The effort-to-performance issue (sometimes called expectancy) suggests that in order for a person to be motivated to expend effort, she or he must expect that those efforts will translate into better performance. For example, a student with high expectancy believes that if he studies hard for the next test, he'll ace it. A student with low expectancy believes that, no matter how hard he studies, he'll do poorly because he freezes up on tests. LO 10.2 Explain why many consider expectancy theory to be the best current explanation of employee motivation. pp. 231-232 You chose performance-to-reward issue. That was the best choice. The performance-to-reward issue (sometimes called instrumentality) suggests that good performance should result in desired rewards. For example, an employee with high instrumentality believes that if she sells more cars, she'll be promoted to sales manager. An employee with low instrumentality believes that it doesn't matter how many cars she sells; she'll never get the promotion. In Hilde's situation, it appears she doesn't know what she has to sell in order to earn more commission.

scientific management

a management approach designed to improve employees' efficiency by scientifically studying their work

**job specification**

a statement describing the kind of person who would be best for a given job - including the skills, education, and previous experience that the job requires

**job description**

a statement of the tasks involved in a given job and the conditions under which the holder of a job will work

Hawthorne effect

a supposed effect of organizational research, in which employees change their behavior because they are being studied and given special treatment

8. Which of the following refers to an official report summarizing the tasks involved in a job and the situations in which the employee will​ work? A. Job specification B. ​360-degree review C. Succession planning D. Workforce analytics E. Job description

job description

**Diversity - Ability**

people whose hearing, vision, cognitive ability, or physical ability to operate equipment is impaired - can be at significant disadvantage in workplace **success starts w/respect for individuals & sensitivity to differences** Employers can invest in variety of **assistive technologies** that help people w/disabilities perform activities otherwise difficult or impossible. i.e. devices help communicate orally, visually, interact w/ computers and other equipment - greater mobility designers can emphasize **web accessibility** make websites more accessible whose vision is limited **assistive technologies create vital link for employees with disabilities providing opportunities pursue greater range career paths, giving employers access to broader base talent**

4. Which of the following defines the percentage of employees in an organization that leave every​ year? A. Worker buyouts B. Turnover rate C. Termination D. Employee burnout

turnover rate

**succession planning**

workforce planning efforts that identify possible replacements for specific employees, usually senior executives

Explaining Employee Choices

•Expectancy theory •Equity theory

Motivating with Challenging Goals

•Goal setting theory - SMART goals -Goals must be specific -Goals must be measurable -Goals must be assignable (ownership) -Goals must be relevant - Goals must be time-based (due dates)

Motivational Strategies

•Providing timely and frequent feedback •Making it personal •Gamifying for healthy competition •Adapting to circumstances and special needs •Addressing workplace negativity •Being an inspiring leader •Motivating yourself

Reinforcing High-Performance Behavior

•Types of reinforcement -Positive •Incentives -Negative •Unintended consequences of reinforcement

Challenges and rewards employee motivation

no one size fits all such as ladder no single theory or model can explain every motivational situation forces that affect motivation vary widely person to person & situation to situation yet some managers and researchers continue to "rely on obsolete and discredited theories"

**contingent employees**

nonpermanent employees, including temporary workers, independent contractors, and full-time employees hired on a probationary basis.

**Diversity - Gender**

**Equal Pay Act of 1963 mandated equal pay for comparable work** **Civil Rights Act of 1964 made it illegal employers practice sexism or discrimination on basis of gender** **Equal Employment Opportunity Commission (EEOC) fields 25,000 to 30,000 complaints a yr. regarding gender discrimination. **significant issue - access to opportunities** **women hold half managerial positions ratio shrinks higher up** corps make up S&P 500 stock market index, **fewer 5% women CEOs** **glass ceiling** lack of opportunities to advance into top ranks ***gender pay gap** complicated issue difference men/women earn **women earn avg. 75-80% of what men do** not necessarily blatant case of discrimination - how much of 20-25% gap result of discriminatory practices employers or choices by individual employees or subtle social forces i.e. careers in engineering & computer science lucrative choices men - women choose teaching **men dominate 10 most lucrative careers - women dominate 10 least lucrative careers** **men earn more than women i.e. nursing & teaching women outnumber men** **avg. men work more hours per week, take less time off raise kids, more likely negotiate pay raises** **US Dept Labor analysis adjusting individual choices avg. pay gap 5-7%**

Alternative Work Arrangements

**flextime** - scheduling system allows employees to choose their own hours, w/in certain limits. **telecommuting** - working from home or another location using electronic communications to stay in touch w/ colleagues, suppliers, customers - helps employees balance professional & personal commitments b/c spend less time in transit home & work **saves energy, traffic, mass transit overload** not every exec believes its workable HP & Yahoo curbed telecommuting to foster collaboration but Yahoo monitor workers closely **Job sharing** lets two employees share single full-time job - split salary & benefits, for people want part-time hours situations normally for full-time employees. **most challenging** situations employees want limit work time or leave workforce entirely period of time raise children, attend school, volunteer, pursue other interests - programs Deloitte's mass career customization give employees more freedom in designing own career paths

**What Is Motivation?**

**motivation is the combination of forces that move individuals to take certain actions and avoid other actions** **satisfying all four is essential to being motivated** **-Engagement -The drive to acquire -The drive to bond -The drive to comprehend -The drive to defend**

Classical theories of motivation

-Taylor's Scientific Management -Hawthorne studies and the Hawthorne Effect -Maslow's Hierarchy of Needs -Theory X and Theory Y -Herzberg's Two Factors -McClelland's Three Needs

5 Managerial Strategies Vital to Maintaining Motivated Workforce

1. Providing Timely and Frequent Feedback (essential) from perspective of reinforcement theory - feedback is mechanism shapes employee behavior - w/o it **closes the loop** - gives employees info need to assess own performance/make improvement if necessary - serves emotional purpose reassuring employees someone is paying attention - is constructive criticism - lets employees know what they do is important enough to be done correctly 2. Making It Personal - motivation is a deeply personal phenomenon - rewards/feedback stimulate one employee to higher achievement - no effect second employee - demotivate third employee - customize career paths - personalize motivation/rewards - need for fairness/demands on manager's time place practical limits on degree motivational efforts individualized - **establish systems & policies equitable/automatic possible** - explain why fair to employees - **build in flexibility when possible** i.e. cash equivalent paid time off if prefer money - **get to know employees as individuals to know what's important to them** 3. **Gamifying for Healthy Competition** - applying game principles to various business processes - **about applying motivational power of scorekeeping, competition, other game-playing mechanics to existing business activities** - gamifying processes from sales to customer service to employee recruiting, training, health, fitness - encouraging participation in/contribution to social networks/other communities example of gamification motivate employees other stakeholders - can earn points, badges, other rewards for anrs. 4. **Adapting to Circumstances and Special Needs** - dynamics of motivation vary person also situation - slow economy/rising unemployment = stressors need considered from motivational perspective - employers less to spend on (salary) factors help spur motivation (bonuses) satisfaction/motivation danger of slipping - employees fewer options new jobs if unhappy - **BIG EXCEPTIONS** company top performers find new jobs -managers required work xtra hard keep top performers happy and motivated - threat of layoffs motivate some, demoralize others - some work harder - others question point if economy wipe out jobs anyway - **tough economic times huge motivational burden on managers BUT those who treat employees w/honesty/compassion stand best change retaining best people keeping them motivated** 5. **Addressing Workplace Negativity**- no workplace immune to problems/conflicts **negativity is emotional "virus" infect entire organization**- workplace managers must addresses problems/conflicts **quickly** before multiply/erode employee morale **jumping quickly double positive impact: solves problem & demonstrates to everyone managers care about emotional health of workforce** 6. **being an inspiring leader**good employees come to work already motivated what makes them good employees **job as manager make sure don't **demotivate** them - 1/3 US workers said supervisors' habits of **micromanaging** overseeing every small detail of employees' work & refusing to give them freedom or autonomy were destroying their initiative **managers w/low emotional intelligence can create toxic work environments that demotivate even most driven employees** essential for managers to understand effect their behaviors & attitudes have on employees **motivation has to originate from w/in each employee**

Keeping Pace with Today's Workforce

Contemporary Staffing Challenges •Aligning the workforce •Fostering employee loyalty •Monitoring workloads and avoiding employee burnout •Managing work-life balance • Planning for a company's staffing needs (workforce analytics) •Evaluating job requirements -Job description •Forecasting supply and demand -Turnover rate -Succession planning -Employee retention - Alternative work arrangements •Flextime •Telecommuting •Job sharing

Managing a Diverse Workforce **companies most successful managing & motivating employees great care understand diversity of their workforces & establish programs & policies that embrace diversity take full advantage of diversity's benefits**

Dimensions of workforce diversity •Age •Gender •Race and ethnicity •Religion •Ability •Diversity initiatives • Managing the Employment Life Cycle Hiring employees Terminating employees Replacing retiring employees one example Merck identifies 19 separate dimensions in its discussions of workforce diversity including **race, age, military experience, parental status, marital status, thinking style** - past few decades innovative companies changed way approach workforce diversity seeing it legal matter to **strategic opportunity** to connect w/customers take advantage of broadest possible pool of talent. **competitive advantage** diverse workforce broader spectrum viewpoints, ideas, helps companies understand & identify w/ diverse markets enables companies to benefit from wider range employee talents **more diverse teams tend to be more innovative long term than more-homogeneous teams** - **managerial challenges** - wide range skills, traditions, backgrounds, outlooks, attitudes toward work - **all of which affect employee behavior on the job** - **supervisors challenge** of communicating w/ diverse employees motivating them, ,fostering cooperation & harmony - **teams challenge** - working together closely, companies challenged to coexist peacefully w/ business partners & w/ community as a whole **most important diversity issues today - age, gender, race ethnicity, religion, ability**

Mentoring Moment: Theory X and Theory Y According to behavioral scientist Douglas McGregor, your management style is strongly influenced by your beliefs and assumptions about what motivates your subordinates. He classified these beliefs into two sets of assumptions that he labeled Theory X and Theory Y. Managers who subscribe to Theory X tend to believe that people are naturally lazy, lack ambition, and must be either punished or rewarded to be made productive. At the other end of the spectrum, managers who subscribe to Theory Y tend to believe that people are naturally energetic, growth-oriented, and self-motivated. Consider the managers' behaviors below. Do they represent Theory X or Theory Y managers? Drag the behaviors into the correct category. When you have categorized all the behaviors, click Submit. Theory Y Alexis has an open door policy and encourages employees to voice their concerns and make suggestions. Theory X George posts detailed work instructions at each station on the assembly line. Theory Y Jackson asks his staff to help interview a candidate that has applied for a job. Theory X Caitlin often looks over your shoulder at your computer screen to make sure you're working.

Great job! George and Caitlin would be characterized as Theory X managers, whereas Alexis and Jackson are Theory Y managers.

Learning Objective 2: Discuss the challenges and advantages of a diverse workforce, and identify five major dimensions of workforce diversity.

SUMMARY: Differences in everything from religion to ethnic heritage to military experience enrich the workplace and give employers a competitive advantage by offering better insights into a diverse marketplace. A diverse workforce brings with it a wide range of skills, traditions, backgrounds, experiences, outlooks, and attitudes toward work—all of which can affect employee behaviors, relationships, and communication habits. Five major dimensions of workforce diversity addressed in this chapter are age, gender, race, religion, and ability.

Learning Objective 1: Identify four contemporary staffing challenges, and explain the process of planning for a company's staffing needs.

SUMMARY: Four challenges that every HR department wrestles with are aligning the workforce with changing job requirements, fostering employee loyalty, monitoring workloads and avoiding employee burnout, and managing work-life balance. The process of planning for a company's staffing needs includes evaluating job requirements to develop job descriptions and job specifications and then forecasting the supply of and demand for various types of talent to ensure that the company has the right people in the right positions.

Learning Objective 6: List five managerial strategies that are vital to maintaining a motivated workforce.

SUMMARY: No matter which motivational theories a company chooses to implement in its management policies and reward systems, managers can motivate employees more effectively by (1) providing timely and frequent feedback, (2) personalizing motivational efforts as much as possible while still being fair to all employees, (3) adapting motivational tactics to circumstances and special needs, (4) addressing workplace negativity before it has a chance to destroy morale, and (5) being inspirational leaders.

Decision Point: Selecting the Right Candidates to Interview Unfortunately, your efforts to identify a qualified internal candidate didn't pan out. You asked your current sales representatives if they could recommend someone, and you posted the job on Monster.com. Resumes soon began pouring in. You've narrowed your choices down to the six resumes shown. You really don't want to spend too much time interviewing, so you've decided to bring in your top three choices for an interview. Based on the six resumes shown, whom should you interview? (Choose three resumes.) Click on a resume icon to review it, then click on a check box to make your selection.

When asked which 3 of the 6 candidates you would choose to interview, you chose two strong candidates, but one of your choices was weaker. When reviewing resumes, it's important to ask yourself a few questions: 1. Does the candidate have the necessary experience or credentials to perform the job? 2. Does the candidate have the educational background necessary? 3. Are there any unexplained gaps in the candidate's employment history? 4. Are there grammatical and spelling errors on the resume? 3,4,6 two strong, one weak 2,3,4 two strong, one weak 1,3,4 one strong, two weak When asked which 3 of the 6 candidates you would choose to interview, you chose one strong candidate, but two of your choices were weaker. When reviewing resumes, it's important to ask yourself a few questions: 1. Does the candidate have the necessary experience or credentials to perform the job? 2. Does the candidate have the educational background necessary? 3. Are there any unexplained gaps in the candidate's employment history? 4. Are there grammatical and spelling errors on the resume? When asked which 3 of the 6 candidates you would choose to interview, you selected the three strongest candidates. Great job! 2.3.6

Decision Point: Legal Interview Questions Before the interview, you were briefed by the HR Manager to be careful not to ask any questions that might violate any employment-related laws. Which of the following questions should you AVOID asking during an interview? Review the questions and then click on the check boxes to make your selections. When you are done, click Submit. Question 1: You have an unusual accent. What's your native tongue? Question 2: I love that cross necklace you're wearing. What church do you belong to? Question 3: What is your date of birth? Question 4: Are you able and willing to travel as needed for the job? Question 5: I notice that you're walking with a cane. Are you okay? Question 6: Can you demonstrate how you would perform the following job functions?

When asked which questions you would avoid asking in an interview, you selected some of the correct questions. Title VII of the Civil Rights Act forbids discrimination against members of protected classes based on factors such as race, color, gender, religious beliefs, or national origin, so you should avoid questions that inquire about these characteristics. The Age Discrimination in Employment Act prohibits discrimination against persons 40 years or older, so you should avoid questions that would inquire about the candidate's age. Finally, the Americans with Disabilities Act forbids discrimination on the basis of disabilities, so you should avoid asking questions about a candidate's health or disabilities.

Decision Point: Updating the Job Description You meet with the Manager of Human Resources, who suggests that the two of you first update the job description. Keeping in mind the profile of the position, which of the following would you list as work experiences required for the job? Select an option from the choices below and click Submit. 3+ years in marketing and promotion 3+ years' experience selling medical products 3+ years' experience in the health sector

You chose 3+ years' experience selling medical products. This was the best choice, because the position that needs to be filled is that of a sales representative for medical products, and work experience in sales in that field is an essential requirement to perform the job effectively.

Decision Point: The Interview: Scenario You're intrigued with this candidate's answer to the first question, so you decide to probe a little deeper. Because the successful candidate must be able to not only initiate and follow through on a sales call, but also effectively handle dissatisfied customers, you decide to ask about the candidate's ability to handle disgruntled customers. You pose the following scenario: "Assume that you have a sales appointment with a client to sell health supplements. However, you discover that the client had purchased the company's line of steam inhalers only last month and already faced issues with them. During the meeting, the client tells you, 'Although my shop needs a new stock of health supplements, I'm reluctant to buy any other products from your company. The three batches of inhalers I bought last month were all faulty. I emailed the customer service department, but I still haven't received a response.' How would you handle such a situation?" Which candidate appears to have the strongest response to this question? Select an option from the choices below and click Submit. Candidate BI'd first focus on resolving the client's complaint by looking into the matter and having the faulty inhalers replaced. After a week, I'd give him a call to check if the replacements were satisfactory, and then I'd approach him again for a sale on health supplements. Candidate AI'd try to know more about the defect in the batch of inhalers that he purchased before I tried to make a sale.

You chose Candidate B. This was the best choice because it indicates that the candidate can effectively handle dissatisfied customers and also meet the company's sales targets.

Decision Point: The Interview: Scenario You're intrigued with this candidate's answer to the first question, so you decide to probe a little deeper. Because the successful candidate must be able to not only initiate and follow through on a sales call, but also effectively handle dissatisfied customers, you decide to ask about the candidate's ability to handle disgruntled customers. You pose the following scenario: "Assume that you have a sales appointment with a client to sell our new line of vitamins. However, when you show up at the meeting, the client informs you that he had purchased a batch of health supplements the month before, and when he received the shipment, he discovered that they were already expired. He tells you, 'Although I'd like to carry a new line of vitamins, I'm reluctant to buy other products from your company after that fiasco with the out-of-date supplements. I know mistakes happen, but it took three calls to customer service, and I still haven't received a replacement batch.' How would you handle such a situation?" Which candidate appears to have the strongest response to this question? Select an option from the choices below and click Submit. Candidate AI'd try to know more about why he was shipped out-of-date supplements before I tried to make a sale of vitamins. Candidate BI'd first apologize on behalf of the company and immediately contact customer service to make sure he gets a replacement batch by priority shipping. Then I'd follow up with him in a few days to see if the replacement batch was satisfactory and ask him for another appointment to consider looking at our new line of vitamins.

You chose Candidate B. This was the best choice because it indicates that the candidate can effectively handle dissatisfied customers and also meet the company's sales targets.

Decision Point: The Interview: Most Satisfied Together with the HR Manager of QueStar, you arrange interviews with the three candidates you have selected. They will interview not only with you (as their immediate supervisor), but also with your boss (the Director of Sales), the HR Manager, and a couple of the current sales representatives. Because you know that structured interviews are more effective than free-wheeling interviews at predicting job success and eliminating interviewer biases, you have prepared a list of questions that you plan to ask each candidate. Your first question is open-ended and is intended to tell you about their training and work habits. You ask each candidate, "When are you the most satisfied in your job?" Which candidate appears to have the strongest response to this question? Select an option from the choices below and click Submit. Candidate B I'm a people person, so I'm the happiest -- and the most satisfied -- when I'm interacting with customers, helping them solve problems, and making sure that they have a positive customer experience. Candidate C I was most satisfied when I did well and my boss praised me. Candidate A I'm really goal-oriented, so when I meet my sales quota, that's when I'm the most satisfied.

You chose Candidate B. This was the best choice because it indicates that the candidate is focused on meeting customers' needs and solving their problems. These are the hallmarks of an effective salesperson.

Decision Point: The Interview: Work Habits Together with the HR Manager of QueStar, you arrange interviews with the three candidates you have selected. They will interview not only with you (as their immediate supervisor), but also with your boss (the Director of Sales), the HR Manager, and a couple of the current sales representatives. Because you know that structured interviews are more effective than unstructured interviews at predicting job success and eliminating interviewer biases, you have prepared a list of questions that you plan to ask each candidate. Your first question is open-ended and is intended to tell you about their training and work habits. You ask each candidate, "Tell me about a product you sold that had weak market potential. How did you overcome this problem?" Which candidate appears to have the strongest response to this question? Select an option from the choices below and click Submit. Candidate B I once sold a new roofing product that no one in my area had heard of. I did research to determine the advantages it had over the competition to build market demand. Then I determined which businesses I would approach first, hoping to get a big client early so they could be a model of success for others. After each sales call, I would follow up with a phone call. Candidate C I've had that happen a couple times. I'm really great with people though and can always make a sale happen. And one time when I was demonstrating a software product, I really had to scramble when it wasn't working with the latest version of the operating system out there. But I always find a way to pull it off. Candidate A Hmm. That's a good question. Umm, I guess it was when I worked for my last company. They had me selling office equipment that didn't perform very well. I had to work really hard to convince people that they were good products.

You chose Candidate B. This was the best choice. She has demonstrated that she knows how to foster sales, create a sales plan, execute it, and follow up on a sales call.

Decision Point: Shandra's Management Style You decide to spend some time visiting the store and talking with both the manager and the employees to get a feel for what the problems may be. Your first meeting is with Shandra, the manager. Over lunch, you ask her to be candid with you about the reasons for the poor sales performance at her store. Shandra is very direct: "I didn't hire most of the sales associates in this store," she says, "and if we weren't already short-staffed, I'd fire some of them. Most of them don't have any energy or enthusiasm about their jobs. They're just here to collect a paycheck. They're not professional in their appearance or the way they treat customers. Either they don't understand the commission plan here or they don't care about it. The only time I see anybody working around here is when I'm walking the floor. Otherwise, they're on their smartphones. It's no wonder sales are down -- the sales associates are too busy texting their friends or updating their Facebook profiles to help customers." In terms of Douglas McGregor's theory of motivation, how would you best describe Shandra's management style? Select an option from the choices below and click Submit. Theory Y Theory Z Theory X

You chose Theory X. That was the best choice. According to behavioral scientist Douglas McGregor, managers who subscribe to Theory X tend to believe that people are naturally lazy and uncooperative and must be either punished or rewarded to be made productive. That appears to be Shandra's style.

Decision Point: Chad and Jarrett's Situation You're more confused than ever after meeting with the sales associates because it seems that their lack of motivation is based on completely different factors. You hope that, by meeting with Chad and Jarrett, two sales associates in menswear, you'll get a better handle on the situation. Chad is the first to chime in. "You want to know why morale is low here? I honestly don't know what they want from me; how's that for a start? I've never had a performance review, and I've been here for two years. No one tells me what I should be doing to improve my performance, so --" Jarrett interrupts with a laugh. "Be fair. Shandra may not tell you what you should do to improve, but she sure is quick to tell you what you're doing wrong." Chad nods. "Yeah, you're right, and we're always doing something wrong. If you greet the customer too quickly, you're being too pushy. If you don't greet the customer quickly enough, you're slacking. If you don't try to push more merchandise on the customer, you're not working hard enough, even if you think the customer is getting ticked off. It seems like no matter what we do, she criticizes, so why bother trying?" In terms of expectancy theory, what appears to be the reason for Chad and Jarrett's lack of motivation? Select an option from the choices below and click Submit. Effort-to-performance issue Rewards-to-personal goals issue Performance-to-reward issue

You chose performance-to-reward issue. That was an incorrect choice. The performance-to-reward issue (sometimes called instrumentality) suggests that, in order for a person to be motivated, they must believe that good performance will result in desired rewards. For example, an employee with high instrumentality believes that if she sells more cars, she'll be promoted to sales manager. An employee with low instrumentality believes that it doesn't matter how many cars she sells; she'll never get the promotion. This isn't the case with Chad and Jarrett; they don't know what Shandra considers "good performance." LO 10.2 Explain why many consider expectancy theory to be the best current explanation of employee motivation. pp. 231-232 You chose effort-to-performance issue. That was the best choice. The effort-to-performance issue (sometimes called expectancy) suggests that, in order for a person to be motivated to expend effort, she or he must expect that those efforts will translate into better performance. Chad and Jarrett have no idea what Shandra expects in terms of "good performance," so they don't put forth effort to achieve it.

Decision Point: Anita's Situation Your first employee meeting is with Anita, who works in the cosmetics department. She is one of the more senior employees at Swazzi. "As you can tell, I'm a little bit older than most of the other sales associates around here," she says with a grin, "and I've been here for quite a few years. I've seen a lot of changes at Swazzi over the years, but I think this change with the new commission plan stinks! It used to be that, the longer you were here, the higher the commission you'd earn. Now they've changed it so that we all get the same rate. I know more about our product lines than anyone else here, but someone who gets hired two weeks ago and doesn't know the difference between moisturizer and toner gets paid the same amount that I do. How is that fair? Doesn't experience count for anything?" In terms of equity theory, what appears to be the reason for Anita's lack of motivation? Select an option from the choices below and click Submit. Anita's job lacks motivating factors such as achievement, recognition, advancement, and growth. Anita believes that she is receiving fewer inputs relative to her outputs compared to her peers. Anita does not value the organizational rewards being offered, so she is unwilling to put forth the effort to perform in her job. Anita believes that she is contributing more inputs than her peers but not receiving more outputs

You chose that she is contributing more inputs but not receiving more outputs. That was the best choice. According to equity theory, inputs are what people contribute to their jobs in terms of time, effort, education, and experience. Outputs are what they receive in return, such as salary, benefits, recognition, and security. Anita perceives that she contributes more inputs (in terms of her experience and product knowledge) but receives the same outputs (i.e., commission) as her peers. You chose that she does not value the organizational rewards. That was an incorrect choice. This better describes expectancy theory, which asserts that people are motivated to work towards rewards that they want and that they believe they have a reasonable chance of obtaining Adams' Equity Theory calls for a fair balance to be struck between an employee's inputs (hard work, skill level, acceptance, enthusiasm, and so on) and an employee's outputs (salary, benefits, intangibles such as recognition, and so on).

Decision Point: Victoria's Situation You ask to meet privately with the sales associates. Your first meeting is with Victoria, who works in the women's accessories department. She seems to have a lackadaisical attitude about her job. "I love fashion, so when I first started here, I thought this was absolutely the job for me," she says. "I don't want to sound like I'm bragging, but I know how to put together just the right accessories for an outfit. Last month, I sold more than anyone else in this department. Then I found out that sales associates who have more seniority make a higher commission rate, so they're actually making as much as I am for selling less. That doesn't seem fair at all." In terms of equity theory, what appears to be the reason for Victoria's lack of motivation? Select an option from the choices below and click Submit. Victoria believes that she is receiving fewer outputs relative to her inputs compared to her peers. Victoria 's job lacks motivating factors such as achievement, recognition, advancement, and growth. Victoria does not value the organizational rewards being offered, so she is unwilling to put forth the effort to perform in her job. Victoria believes that she is receiving fewer inputs relative to her outputs compared to her peers.

You chose that she is receiving fewer outputs relative to her inputs. That was the best choice. According to equity theory, inputs are what people contribute to their jobs in terms of time, effort, education, and experience. Outputs are what they receive in return, such as salary, benefits, recognition, and security. Victoria perceives that she is receiving fewer outputs (i.e., commission) relative to her inputs (her effort) compared to her peers.

Decision Point: Pre-Employment Testing In addition to interviewing, you've decided to have the candidates take a pre-employment test. Which of the following pre-employment tests would be most useful in predicting the candidate's job success? Select an option from the choices below and click Submit. Ask the candidates to perform a job skill test: Hand the candidate a pen or a pencil from your desk and ask him or her to "sell" it to you. Ask the candidates to take a general intelligence (IQ) test. Ask the candidates to take a personality test based on the "Big Five" personality dimensions.

You chose the job skill test. This was the best choice, and it's commonly used in sales interviews. The interviewer can get a quick assessment of the candidate's confidence and sales style, and that is directly related to the candidate's job success.

Decision Point: Addressing Chad and Jarrett's Situation You turn to the situation described by Chad and Jarrett: that they don't know what's expected of them. Using expectancy theory, how would you address the situation and hopefully improve their motivation? Select an option from the choices below and click Submit. To ensure that sales associates know what "good performance" is, establish a performance review system in which each sales associate's performance is reviewed regularly and specific performance standards are established, making sure that employees understand the relationship between their effort and attainment of those standards. To ensure that sales associates know what "good performance" is, establish a sales goal system, making sure to determine whether the goals would create any perception of unfairness among sales associates with different experience levels. The problem doesn't exist with Chad and Jarrett. The problem is with Shandra. Meet with her privately and tell her that, unless the situation improves within the next 90 days, "changes will be made."

You chose to create a performance review system. That was the best choice. According to expectancy theory, people choose behaviors and effort levels after considering whether these will improve their performance and lead to desired rewards. If you want employees to be motivated to expend effort, they have to know that those efforts will translate into desired performance.

Decision Point: Selecting the Candidate The hiring deadline is fast approaching, and you need to act quickly to fill the position before the end of the fiscal year. What should you do? Select an option from the choices below and click Submit. You know which candidate you want to hire. Make the decision unilaterally and call the candidate with a job offer. Present your top two candidates to your boss and ask her which candidate she wants you to hire. Contact the others who interviewed the candidates and ask for their feedback

You chose to get feedback. This was the best choice. Although it's true that the sales representative would be reporting directly to you, you should take advantage of the feedback from the other people who interviewed the candidates -- the HR Manager, your boss, and the other sales representatives. After getting their input, make your decision and then take the time to check the candidate's references before making a job offer.

Decision Point: Addressing Anita's Situation Anita admits that she perceives herself as being inequitably treated compared to her less-experienced peers. Using equity theory, how would you best address the motivation issue described by Anita? Select an option from the choices below and click Submit. Explain to Anita that the commission plan is intended to reward effort, not longevity or seniority, and it would be unfair to more junior sales associates to pay them a lower rate of commission for selling the same products. Adjust the commission plan so that the commission rate is adjusted annually according to seniority; sales associates with more seniority will earn a higher rate of commission vs. more junior sales associates. Eliminate the perception of unfairness by leaving the commission plan as it is but raising the sales associates' base salary according to their seniority.

You chose to leave the commission as-is, but raise the base salary based on seniority. That was the best choice. Making the commission plan the same for all sales associates should make more junior sales associates feel that there is an equitable ratio of effort to reward, and adjusting the base salary according to seniority may be a "happy medium" for everyone concerned. (Wrong)Explain to Anita that the commission plan is intended to reward effort, not longevity or seniority, and it would be unfair to more junior sales associates to pay them a lower rate of commission for selling the same products.

Decision Point: Recruiting the Right Candidate Now that you've ironed out the details of the job description with Human Resources, you're ready to begin the recruiting process. What should be your first step in recruiting qualified candidates for this position? Select an option from the choices below and click Submit. Post the position on an Internet job board like Monster.com. Take out a Help Wanted ad in a national newspaper. Post the position on the company's intranet to determine if there are qualified, interested internal candidates. Send an email to the current sales representatives in your region and ask if they know of anyone who would be interested and qualified for the position.

You chose to post on the intranet. This was the best choice. Internal recruiting means considering present employees as candidates for openings. Promoting from within has a number of benefits. First, it can help build morale within the organization, because employees see that there is room for growth within the company. Second, current employees are already familiar with the company's goals, processes, and ways of doing things, so hiring from within can reduce training time. Third, current employees already have a proven track record within the organization. Finally, hiring from within saves money. Advertising on job boards or placing ads in newspapers -- as well as other recruiting methods like using employment agencies or executive search firms -- can be expensive.

Decision Point: Addressing Hilde's Situation Using expectancy theory, how would you best address the problem described by Hilde? Select an option from the choices below and click Submit. Use a system of collaborative goal setting involving store managers and sales associates to set sales goals, regularly evaluate progress toward those goals, and give rewards for performance. Evaluate the commission plan and compare it with plans of similar retailers in Swazzi's market. If the commission rates are lower, raise the commission rate to at least match the competition. Evaluate the commission plan to determine whether there is a clear link between the performance you are expecting of the sales associates and the commission they will earn. If not, revise the plan. Address the sales associates in team meetings and let them know that there will be consequences for continued lack of effort.

You chose to use a system of collaborative goal setting. That was an incorrect choice. This action would be more consistent with using management by objectives (MBO), a system of collaborative goal setting that involves managers and subordinates in setting goals and evaluating progress. LO 10.2 Explain why many consider expectancy theory to be the best current explanation of employee motivation. pp. 231-232 You chose evaluate whether there's a clear link between performance and commission. That was the best choice. According to expectancy theory, people choose behaviors and effort levels after considering whether these will improve their performance and lead to desired rewards. The key is to make desired rewards available to employees and convince them that their effort and performance will lead to those rewards.

Decision Point: Addressing Victoria's Situation It appears to you that Victoria perceives herself as being inequitably treated compared to some of her peers. Using equity theory, how would you best address the motivation issue described by Victoria? Select an option from the choices below and click Submit. Explain to Victoria that the commission plan is intended to reward longevity and seniority, and it would be unfair to more senior associates to earn the same amount of money as those who have been with the company for a shorter period of time. Eliminate the perception of unfairness by putting all associates on the same commission plan but raise base salaries according to the employee's tenure with the company. Put all sales associates on the same commission plan regardless of tenure and make no adjustment to base salaries based on the employee's tenure with the company

You chose to use the same commission plan for everyone, but change the base salary based on tenure. That was the best choice. Making the commission plan the same for all sales associates would make more junior sales associates feel that there is a more equitable ratio of contribution to return, and adjusting the base salary according to seniority may be a "happy medium" for everyone concerned.

**engagement**

an employee's rational and emotional commitment to his or her work

**glass ceiling**

an invisible barrier attributable to subtle discrimination that keeps women and minorities out of the top positions in business

**quality of work life (QWL)**

an overall environment that results from job and work conditions

2. Human Resources helps managers align employee skill sets with the requirements of each position in which of the following​ ways? A. Offering ESOP B. Developing worker buyouts C. Rightsizing D. Appraising employee performance E. Matching employee benefits through cafeteria plans

appraising employee performance

What drives people to choose certain actions and avoid others?

contemporary research suggests motivation stems from 4 fundamental drives: **drive to acquire** - not only physical i.e. food/clothing but also enjoyable experiences "psychological goods" prestige, drive is relative - individuals want to know how compared to others around them **drive to bond** humans social - need ot feel part of something larger **vital aspect of motivation** helps when inspires employees to contribute common goals, harmful when pits groups employees against one another in **us-vs.-them** mentality **drive to comprehend** learning, growing, meeting tough challenges, making sense of things = satisfying outcomes based on drive to understand world around us **drive to defend** instinct to protect, sense of justice, lead to vigorously defending people, ideas, organizations hold dear - beneficial when motivates people to fight for what's right -harmful when motivates people to resist change **Harvard Nitin Nohria & colleagues helped identify/explain 4 drives** - **satisfying ALL FOUR essential to being motivated**

Human Resources Management (HR)

encompasses all the tasks involved in attracting, developing, and supporting an organization's staff, as well as maintaining a safe working environment that meets legal requirements and ethical expections.

Forecasting Supply and Demand

forecast demand for numbers/types employees needed various times - HR man. weigh: 1. **forecasted sales revenues** 2. **expected **turnover rate** (the percentage of the workforce that leaves every year) 3. **current workforce's skill level**relative to company's future needs 4. **impending strategic decisions** 5. **changes in technology or other business factors** that could affect the number & type of workers needed 6. **company's current & projected financial status every company has number of employees/managers considered so critical to company ongoing operations HR managers work w/ top execs identify potential replacements in event of loss of them **process known as **succession planning** **replacement chart**identifies key employees - lists potential replacements - w/ some idea future workforce demands HR staff tries to estimate **supply** of available employees - to ensure steady supply of experienced employees for new opportunities/maintain existing operations successful companies focus heavily on **employee retention** - if existing employees can't tapped for new positions, HR looks outside either permanent or **contingent employees** (fulfill responsibilities of regular employees but on temp basis) - **1/3 US workers** are contingent either contractors & freelancers -**signs portion continue to grow**

**diversity initiatives**

programs and policies that help companies support diverse workforces and markets **embracing diversity in richest sense good business** **diversity initiatives** include steps contracting w/more suppliers owned by women and minorities, targeting more diverse customer base, supporting needs/interests of diverse workforce. can use as competitive advantage women & minorities significant presence in small-business marketplace

10. The employment life cycle begins with​ ________. A. rightsizing B. recruiting Your answer is correct. C. ​at-will employment D. outplacement E. orientation

recruiting

**mandatory retirement**

required dismissal of an employee who reaches a certain age

**Race and Ethnicity**

same concerns as gender somewhat - **equal pay for equal work, access to promotional opportunities, and ways to break through glass ceiling** **ration men - women workforce stable yr to yr ethnic composition of US long-term trend greater diversity** **race - br **ethnicity broader concept than race, incorporating BOTH genetic background of race & cultural issues - language & national origin - neither race or ethnicity absolute or precise b/c millions have mixed racial heritage ethnicity not have fixed boundaries clearly distinguish groups** **minority - term often used to designate any race or ethnic segment other than white Americans of European descent - negative term but makes less sense yr after yr** **Caucasian Americans make up less than half population in cities/counties in 2-3 decades will make up less than half of US population** **EEOC receives more complaints about racial discrimination than about gender discrimination - disparity exists along racial lines** view in context of individual decisions/opportunities for advancement

**motivation**

the combination of forces that move individuals to take certain actions and avoid other actions

**recruiting**

the process of attracting appropriate applicants for an organization's jobs **employment life cycle starts with recruiting** process of attracting suitable candidates for an organization's jobs. - often judged by combo criteria known as **quality of hire** which measures how closely incoming employees meet the company's needs use variety resources - - internal searches - advertising - union hiring halls - college campuses - career offices - trade shows - headhunters (outside agencies that specialize in finding and placing employees) - social network technologies **Step 1 assemble candidate pool** **Step 2 screen candidates** **Step 3 interview candidates** **Step 4 compare candidates** **Step 5 investigate candidates** **Step 6 make an offer** Major Employment Legislation

Redesigning Jobs to Stimulate Performance

•The job characteristics model -Core dimensions •Skill variety •Task identity •Task significance •Autonomy •Feedback -Critical psychological states •Experienced meaningfulness of the work •Experienced responsibility for the results •Knowledge of actual results •Approaches to modifying core job dimensions -Job enrichment -Job enlargement -Cross training