Managing Ppl/Org Exam 1

What are the two generic HR strategies?

- Low-cost strategy: create value by reducing costs. Produce a product or delivery a service at the lowest possible cost By keeping costs low, the firm is able to charge less than competitors and maintain a profit - Differentiation strategy: create value by convincing the market that your product/service is different from all the others. Produce a product or deliver a service that is different than competitors By differentiating the product or service the firm is able to charge a premium, maintaining a profit

What is the criteria for a core capability (or resource) to become a source of sustained competitive advantage for an organization?

- These capabilities are Valuable, rare, and difficult to imitate by competitors. - These competencies or capabilities are the strategic resources leveraged to achieve strategic objectives

Dimensions and difference of human capital VS uniqueness of human capital?

- Value of Human Capital: "Potential to contribute to ... competitive advantage" - Uniqueness of Human Capital: Are the skills and knowledge needed to perform firm-specific or general?

Core self-evaluation

A broad personality trait comprised of four narrow and individual traits: Generalized self-efficacy Self esteem Locus of control Emotional stability

Compare and contrast the different organizational selection devices. Define devices is and understand when/why you would use each (e.g., what job?)

A cognitive ability test differentiates individuals based on mental rather than physical capacities. Commonly assessed abilities: verbal comprehension quantitative ability reasoning ability Personality inventories categorize individuals by personality characteristics. Work samples simulate a job in miniaturized form.

What is Self-Efficacy?

A person's belief about his or her chances of successfully accomplishing a specific task Self-efficacy can be developed

Recognize the defining characteristics of both behavioral (experience-based) and situational (future-oriented) job interviews

A situational interview confronts applicants on specific issues, questions, or problems likely to arise on the job. Behavioral interview "Think about a time etc..."

Describe High Performance Work Systems (HPWS) and HR practices consistent with HPWS and link these with business strategy.

A system of management practices that together foster the development of a highly Knowledgeable, skilled, and able workforce Motivated workforce A workforce that has Opportunity to use its ability and motivation to achieve objectives HPWS creates a High Performance Workforce The individual HRM practices may vary somewhat under different circumstances (e.g., industries, job families, etc.) The key issue is that they combine to enhance all three factors (e.g., AMO) This necessitates a "systems" perspective for HRM professionals

Define the concept of emotional intelligence and explain how it is related to key work outcomes.

Ability to monitor one's own emotions and those of others, to discriminate among them, and to use this information to guide one's thinking and actions Personal Competence: Self awareness & self management Social Competence: social awareness & relationship management

Describe the three factors needed by individuals to achieve high performance behaviors.

Ability/motivation/opportunity

Define the concept of values.

Abstract ideals that guide one's thinking and behavior across all situations Values are relatively stable

Legality

All selection methods must conform to existing laws and legal precedents

Job Satisfaction:

An affective or emotional response toward various facets of one's job The extent to which an individual likes his or her job

Define intelligence, including the concepts of multiple intelligences.

An individual's capacity for: Constructive thinking Reasoning Problem solving Multiple Intelligence: Linguistic Logical-Mathematical Musical Bodily-Kinesthetic Spatial Interpersonal Intrapersonal Naturalist

List and describe the three fundamental levels of organizational culture.

Artifacts: The physical manifestation of an organization's culture Espoused Values: Explicitly stated values and norms that are preferred by an organization Enacted Values: Values and norms that are actually exhibited or converted into employee behavior Basic Underlying Assumptions: Organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavioR

Define the concepts of individual differences and personality traits.

Broad category used to collectively describe the vast number of attributes that describe a person Some differences are relatively stable over time and across situations and are difficult to change Other differences are relatively flexible

Clan Culture

Companies with a clan culture have an internal focus and they value flexibility rather than stability and control Effectiveness achieved by encouraging collaboration, trust, and support Employee-focused

Define the concept of emotions.

Complex, relatively brief, affective responses associated with a particular target: Person Information Experience Event Nonevent Emotions change psychological and /or physiological states

List and describe the four types of workers identified by the human capital architecture model.

Core knowledge workers, traditional employees, contract workers, external partners

List the individual- and organization-level outcomes of successful organizational socialization.

Effective onboarding programs result in increased retention, productivity, and rates of task completion for new hires

Organizational Socialization Phase 2: Encounter

Employees come to learn what the organization is really like Organizations use onboarding programs

Organizational Socialization Phase 3: Change and Acquisition

Employees master important tasks and roles and adjust to their group's values and norms

Strategic Knowledge Workers

Employees who have unique skills that are directly linked to the company's strategy. Example: top management

Supporting Labor

Employees whose skills are of less strategic value and generally available in the labor market. Example: clerical workers

Core Employees

Employees with skills to perform a predefined job that are quite valuable to a company, but not particularly unique or difficult to replace.

________ values are the explicitly stated values and norms that are preferred by an organization.

Espoused

Define the concept of attitudes and list/describe the three main components of an attitude.

Evaluations, feelings or opinions about people, places, and objects Range from positive to negative Important because they impact behavior Affective "I feel" Cognitive "I think" Behavioral "I intend" The difference is values are your ideals and attitudes are your feelings

adhocracy culture

External focus and value flexibility Creation of new products and services Culture is adaptable, creative, and fast to respond to the marketplace

A measure can be valid without being reliable. T/F

False

Senior management at the Victory Corporation, a manufacturer of educational toys and games, wants to pursue an overall cost leadership strategy by offering unique product features. This was a good decision by management.

False

Describe the Resource-Based View (RBV) of the firm and how Human Resource - - - Management fits within RBV to create a competitive advantage.

Firms gain a competitive advantage through firm-controlled resources Not all resources serve as a source of competitive advantage Human resources and the organizational practices that develop and support those resources are possibly one of the most difficult sources of competitive advantage to replicate

List and describe the twelve mechanisms that leaders can use to manage an organization's culture.

Formal Statements, Design of Physical Space, Slogans, Language, Acronyms, and Sayings, Role Modeling, Training, Coaching, Explicit Rewards, Status Symbols, Stories, Legends, or Myths organizational activities, rituals, procedure goals.

Complementary/Alliance Partners

Individuals and groups with unique skills, but those skills are not directly related to a company's core strategy. Example: consultants

Explain the concept of "core capabilities."

Integrated knowledge sets within an organization that distinguish it from its competitors and deliver value to customers

Hierarchy Culture

Internal focus Formalized and structured work environment Values stability and control over flexibility Efficiency, timeliness, and reliability

Describe the different selection devices available to organizations, reliability, validity, generalizability, legality, and utility of each device

Interviews, References & Biographical data, physical ability tests, cognitive ability tests, personality inventories, work samples, & honesty & drug tests

Describe the major controversies surrounding drug testing as well as the rules to which an organization's drug testing program should conform.

Major controversies about drug tests include: Is it an invasion of privacy? Is it an unreasonable search and seizure? Is it a violation of due process? Tests should be administered systematically to all applicants applying for the same job. Testing is likely to be more defensible with safety hazards associated with failure to perform. Test results should be reported to applicants, who should have an avenue to appeal.

A contract employee is:

Not unique or valuable

Organizational Socialization Phase 1: Anticipatory Socialization

Occurs before an individual actually joins an organization Information learned about careers and organizations Learned from: Current employees Social media Internet

List and define the Big 5 personality dimensions.

Openness to Experience Conscientiousness Extraversion Agreeableness Neuroticism/Emotional Stability (more likely to experience burnout)

List and describe the four functions of culture within an organization.

Organizational identity, collective commitment, social system stability, & Sense making device

Summarize the two general models of employee selection.

Person-job fit: job analysis identifies required individual competencies (KSAs) for job success. Person-organization fit: the degree to which individuals are matched to the culture and values of the organization.

Value Creation

Produce a product or provide a service such that the revenue generated exceeds costs

Perceived Organizational Support:

Reflects the extent to which employees believe that the organization. Values their contributions. Genuinely cares about their well-being

WHat is Locus of Control?

Relatively stable personality characteristic that describes how much personal responsibility someone takes for their behavior and its consequences Self esteem: General belief abut self worth

Explain the importance of reliability and validity in choosing and using selection devices.

Reliability is the degree to which a measure of physical or cognitive abilities or traits is free from random error. Validity is the extent to which a performance measure assesses all and only the relevant aspects of job performance.

________ can be developed because it involves a person's belief about his or her chances of successfully accomplishing a specific task.

Self-efficacy

Market Culture

Strong external focus and value stability and control Competition Strong desire to deliver results and accomplish goals

Neuroticism

Tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others. More likely to experience burnout Not best performers High NA less likely to engage in citizenship behaviors

Describe the broad purpose of the Competing Values Framework of organizational culture.

The Competing Values Framework classifies organizational culture according to the following dimensions Focus: Internal Focus or External Focus Control: Flexibility or Stability and Control

Organizational Commitment:

The extent to which an individual identifies with an organization and commits to its goals

Employee Engagement:

The harnessing of organizational members' selves to their work roles. Where people employ and express themselves physically, cognitively, and emotionally during role performance

Why is socialization important?

The process by which a person learns the values, norms, and required behaviors which permit them to participate as a member of an organization

Describe the overall goal of an organizational selection system.

The process of choosing individuals who have relevant qualifications to fill existing or projected job openings. Goal- to minimize error in choosing employees and to improve a company's competitive position

What are the characteristics of organizational culture?

The set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments Four Characteristics of Organizational Culture: Shared concept Learned over time Influences our behavior at work Impacts outcomes at multiple levels

Based on Schwartz's Value Theory, if you value achievement over universalism, you will spend your evening working hard on your term paper so that you can get a good grade, rather than volunteering at the soup kitchen.

True

Companies with adhocracy-type cultures are decreasing in the United States because many companies are becoming risk-averse.

True

Relatively flexible individual differences (IDs) include attitudes and emotions, and managers can help manage these type of differences.

True

Describe the HR Systems perspective and its relationship to competitive advantage.

Types of HR systems: High Control, High Commitment, High Involvement, High Performance Functional HRM areas (staffing, training, compensation) must be aligned HRM practices need to fit into a coherent system of practices The effectiveness of an individual HRM practice depends on the others in the system Synergy

List the main causes of job satisfaction.

Understand and meet employers needs Meet expectations of employees about what they will receive from the job Structure the job and its rewards to match the employee values Monitor employees perceptions of fairness and interact with them so they feel fairly treated Hire employers with an appropriate disposition

Criterion-related validation

a method of establishing validity of a personnel selection method by showing a substantial correlation between test scores and job-performance scores. The types include: Predictive: Test applicants and measure performance of those hired Concurrent: Test existing employees & measure their performance

Content validation

a test-validation strategy performed by demonstrating that the items, questions, or problems posed by a test are a representative sample of the kinds of situations or problems that occur on the job. Best for small samples Achieved primarily through expert judgment

The components of attitudes include

affective, cognitive, and behavioral.

Competitive advantage

an advantage over competitors gained by offering greater customer value, either by having lower prices or providing more benefits that justify higher prices

Withdrawal cognitions -

an individual's overall thoughts and feelings about quitting

Describe Ajzen's Theory of Planned Behavior.

behaviors are influenced by intentions, which are determined by three factors: attitudes, subjective norms, and perceived behavioral contro

Generalizability

degree to which the validity of a selection method established in one context extends to other contexts

Perceived stress -

negative effects on many different OB-related outcomes

Describe the concept of cognitive dissonance and how it can be reduced.

psychological discomfort experienced when simultaneously holding two or more conflicting cognitions (ideas, values, or emotions) Cognitive dissonance is reduced by Changing attitude, behavior, or both Belittling the importance of the inconsistent behavior

Motivation

psychological process that arouses interest in doing something, and it directs and guides behavior

Conscientiousness

tendency to be careful, scrupulous, and persevering has the strongest effect on job performance and job satisfaction Achievement oriented Desire status May be overly detail-oriented

Openness to Experience

tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and take risks Nonconforming Creative Adapt well to change More likely to benefit from training

Extraversion

tendency to experience positive emotions and moods and feel good about oneself and the rest of the world. Social, talkative, energetic. Good at social interaction Excitement-seeking Proportion of extraverts in group related to performance in an inverted U shape Is a stronger predictor of job performance than agreeableness

Agreeableness

tendency to get along well with others Good in groups High agreeableness - not top managers

Reliability is: the degree to which a measure is free from random error. the degree to which a measure ensures random errors. a measure of the degree to which two sets of numbers are related. a measure of the degree to which two sets of numbers are randomized.

the degree to which a measure is free from random error.

Reliability

the degree to which a measure of physical or cognitive abilities or traits is free from random error

Validity

the extent to which a performance measure assesses all and only the relevant aspects of job performance

Job involvement -

the extent to which an individual is personally involved with his or her work role