Formula X

Performing:

"Activity is focused on problem solving", open communication, strong cooperation, high levels of helping behaviors.

Normative Model

"satisfactory is good enough" -to describe the process that managers actually use when making decisions which is guided by a decision maker's bounded rationality

Storming:

"time of testing", subgroups form, small rebellions occur, testing of leader policies and how they fit into the power structure.

A performance management process with a strong quality orientation can: (Quality Approach)

- Assess both person and system factors in the measurement system. - Emphasize managers and employees working together to solve performance problems. - Involve both internal and external customers in setting standards and measuring performance. - Use multiple sources to evaluate person and system factors. - Sustainability

What are some exceptions to employment-at-will?

- Contracts - Federal & State Law - Violations of public policy, implied contract, and good faith and fair dealing

Task-centered disputes

- Debates over competing ideas, proposals, interests, or resources - Emotions usually run "cooler" than in relationship centered disputes

When should you meet face to face?

- First meetings to estb. Identity, goals and working approach - When the team must deal with highly sensitive issues - When conflicts must be resolved - Acknowledging important milestones - When privacy and confidentiality is critical

Trait Model

- Focused on identifying personal characteristics that cause effective leadership. - Many "traits" are the result of skills and knowledge and effective leaders do not necessarily possess all of these traits.

What are the arguments against pay secrecy?

- Knowledge of base pay is the strongest predictor of pay satisfaction, which is highly associated with work engagement - Knowledge of base pay more strongly predicts pay satisfaction than does the actual amount of pay received by employees. - transparency, openness

What are the Wage-Mix external factors?

- Labor Market Conditions - Area Wage Rates - Cost of Living - Collective Bargaining

What are some reasons appraisal programs sometimes fail?

- Lack of top-management information and support - Unclear performance standards - Rater bias/errors - Too many forms to complete - Use of the appraisal program for conflicting (political) purposes

Incentive Awards

- Often used to recognize productivity gains, special contributions or achievements, and service to the organization. - Employees feel appreciated when employers tie awards to performance and deliver awards in a timely, sincere and specific way.

What are the four functions of culture within an organization?

- Organizational Identity - Collective commitment - Social System Stability - Sense-Making Device

What is the mediation process?

- Stabilize the setting - Help parties communicate - Help parties negotiate - Clarify agreement

What are two common forms of conflict?

- Task Conflict - Relationship Conflict

What are some incentive for executives?

- The Executive Pay Package - Justifications

What are some other executive compensation reform measures?

- The adoption of performance formulas that peg executive compensation to organizational benchmarks other than stock price - Shareholder resolutions that allow shareholders the right to vote on executive pay packages - Greater accountability by compensation committees to justify large executive pay awards or severance or retirement packages

2 Forms of Intuition

-Holistic Hunch -Automated Experience

Holding Effective Meetings

1) Ask what are the 2 or 3 most important things that need to get done 2) Determine how much time everyone has.

Dealing With A Free Rider

1) Correctly state the issue in terms of behaviors not generalizations about traits. 2) Ask yourself whether it is legitimate to give feedback. 3) Consider whether you have a balanced set of facts. 4) Create spoken norms so expectations are clear. 5) Social contracting = Agree on goals, tasks and consequences of not doing the work.

Stages in the Rational Model:

1) Identify the problem 2) Generate alternative solutions 3) Evaluate alternatives and select a solution 4) Implement and evaluate the solution

Are self-managed teams effective?

There are mixed results. They have shown to improve work-life quality, customer service, and productivity. Other studies though reported low or no improvement of these same outcomes. An analysis of 70 studies concluded that self-managed teams had a positive effect on productivity and on specific attitudes relating to self-management, but had significant effect on general attitudes (job satisfaction, organizational commitment) and absenteeism or turnover.

What is the overall goal for the selection process?

To maximize "hits" and avoid "misses"

Draw

a cash advance that must be paid back as commissions are earned.

Need for achievement:

desire to excel, overcome obstacles, solve problems, and rival and suppress others.

Appraisal Support

giving esteem-building support

Attitudes

Capture managers' thoughts and feelings about their specific jobs and organizations

Legitimating

Claims authority to establish legitimacy of request

Pressure-

Demanding compliance or using intimidation or threats

Informal Group

Exist when members' overriding purpose of getting together is friendship.

Supportive Behavior

Expressing concern for subordinates and looking out for their best interests.

Four functions of culture within an organization:

organizational identity, facilitates collective commitment, promotes social system stability, shapes behaviors by helping members make sense of their surroundings.

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

organizational socialization

Strain

outcomes of chronic stress that is not alleviated; long term consequences to stress. (depression, low back pain, tension headaches)

Mediator

outside party who specializes in helping people in conflict reach an amicable agreement

being overconfident in your decision

overconfidence bias

Hourly Work

paid on an hourly basis

Characteristics of high performing teams:

participative leadership, shared responsibility, aligned on purpose, high communication, future focused, focused on task, creative talents, rapid response.

Avoiding Style

passive withdrawal from the problem and active suppression of the issue are common

Skills-Based Pay

paying individuals for skills they are capable of using rather than for the job they are performing.

What is the biggest key to an effective team?

Having a clear and compelling goal.

Relationship Oriented style

Leaders concerned with developing good relations with their subordinates and to be liked by them.

Explain the difference between leading and managing

Leaders inspire others and try to get employees to rally around a common goal. Managers are in charge of implementing a vision. Managers are not necessarily good leaders and vice versa. Effective leadership requires basic managerial skills.

Task oriented style

Leaders whose primary concern is to ensure that subordinates perform at a high level so the job gets done.

Basic forms of power:

Legitimate power, reward power, coercive power, expert power, referent power.

Job Characteristics Model

Links 5 core job dimensions with the psychological states experienced by the worker.

Merit Raise

Links an increase in base pay to how successfully an employee achieved some objective performance standard.

rational persuasion

Logical arguments and factual evidence

Deadwood

Low ability and motivation; managerial action, outplacement, demotion, firing.

Developmental Consideration

Manager supports and encourages subordinates, giving them opportunities to enhance their skills and capabilities and to grow and excel on the job

Behavior:

Managers keep record of specific examples of behavior and performance both effective and ineffective.

Overconfidence Bias:

Most tend to be overconfident about estimating or forecasting

Proscriptive Norms

Norms that dictate behaviors that should be avoided

Escalation of commitment

Persisting with a losing course of action, even in the face of clear evidence of their folly.

Organizational Identity

Southwest Airlines is known as a "fun" place to work

Convergent Thinking

Starting with a defined problem and finding the single best correct answer

Extraversion:

Tendency to experience positive emotions and moods and feel good about oneself and the rest of the world.

power

The ability to marshal human, informational, and other resources to get something done Power is about influencing others

Artifacts:

The physical manifestation of an organizations culture

Stress

The physiological and psychological states of arousal when we encounter a stressor. (Rapid heartbeat, sweating, anxiety)

Leadership

The process by which a person exerts influence over others and inspires, motivates and directs their activities to achieve group or organizational goals.

Personal Leadership Style

The specific ways in which a manager chooses to influence others. - Shapes the way that manager approaches the other principal tasks of management.

Individual vs. Community

The struggle between the needs of the individual and the community

Job Evaluation System

The systematic process of determining the relative worth of jobs in order to establish which jobs should be paid more than others within an organization.

Stock options:

plan that gives employees the opportunity to buy company stock at a previously fixed price.

A high need for Affiliation can lead to...

problems for managers.

The Civil Rights Act of 1964

protection against discrimination for race, color, religion, sex, and national origin

Quid Pro Quo:

"Do this for me or you won't get a promotion, will get fired, etc." A person is pressured into sexual favors in fear of consequences

Forming:

"Ice breaking stage", no one knows each other, low mutual trust

External Locus of Control:

"Things happen to you"

Instrumentality:

"What intrinsic and extrinsic elements will I receive if I achieve my desired level of performance?"

Internal Locus of Control:

"You can make things happen"

Knowledge development:

"learn in real time", have employees with relevant knowledge

Define the concept of organizational socialization

"the process by which a person learns the values, norms, and required behaviors which permit him to participate as a member of the organization."

Motivation Potential Score

(Variety + Identity + Significance/3) X Autonomy X Feedback

Performance Measures

(strategic congruence, validity, reliability, acceptability, specificity)

What are the two fundamental ways to measure organizational effectiveness?

- 1st axis - 2nd axis

Labor relations in Public Sector

- 2012 36% government employees were union members - Strikes are illegal at the federal level & in many states for government workers - In 2012, 4 of 19 major work stoppages were in the public sector

Achievement Motivated people

- A manifest need that concerns individuals issues of excellence, competition, challenging goals, persistence and overcoming difficulties. High need for achievement tends to lead to better overall performance - People that thrive on pursuing and attaining goals.

Behavior Observation Scale (BOS)

- A performance appraisal that measures the frequency of observed behavior (critical incidents). - Preferred over BARS for maintaining objectivity, distinguishing good performers from poor performers, providing feedback, and identifying training needs.

Employees as a Resource

- A philosophy that considers employees to be an investment that will yield valuable returns. - Controlling costs through noncompetitive pay can result in low employee productivity and quality. - Pay policies and programs are important HR tools for encouraging desired employee behaviors and discouraging undesired behaviors.

What are some dissimilarity influences?

- Absenteeism - Commitment - Turnover intentions - Work group relationships - Self-esteem - Organizational citizenship behavior - Team performance

What are the characteristics of Type A Behavior?

- Achievement oriented - In a hurry (e.g., talk fast, walk fast, eat fast) - Perfectionism - Hostility

Job Enlargement

- Add breadth - many different types of tasks - Job rotation - Cross-training

Harassment

- All complaints of harassment must be taken seriously. - Individual managers can be held liable if they allow harassment in their work group. - Harassment has toxic effects for not just the harassed employee, but other employees as well.

Charismatic Leader

- An enthusiastic, self-confident transformational leader able to clearly communicate his vision of how good things could be. - Related to Transformational Managers via a vision of how good things could be in their work group. -Being excited and clearly communicating excitement to subordinates. - Openly sharing information with employees so that everyone is aware of problems and the need for change.

Americans with Disabilities Act of 1991

protects individuals with physical and mental disabilities (or with a history of the same), and requires that employers make "reasonable accommodation" to disabled individuals whose handicaps may prevent them from performing essential functions of the job as currently designed. - "Reasonable accommodation" could include restructuring jobs, modifying work schedules, making facilities accessible, providing readers, or modifying equipment.

Labor Relations

provides a legal framework conducive to collective bargaining

Performance Feedback

provides employees information regarding their performance effectiveness.

The Family and Medical Leave Act of 1993:

provides employees up to 12 weeks unpaid leave for the birth or adoption of a child

Employment-at-will

provisions state that either party in the employment relationship can terminate that relationship at any time, regardless of cause

Emotional Labor

regulation of feelings and expressions for the benefit of the organization's goals

Framing Bias

relates to the manner in which a question is posed or framed, it leads us to change the way we interpret alternatives

enhance employee's skills and to create positive work relationships

relationship oriented leadership

Pay Structure

relative pay of different jobs (job structure) & how much they are paid (pay level).

Job Structure

relative pay of jobs (range of pay often expressed by salary grades). -relative worth of various jobs in based on internal comparisons.

Specificity

relevant and appropriate to the job - the extent to which a performance measurer tells employees what is expected of them and how they can meet these expectations

Physical Ability Tests:

relevant for predicting job performance, occupational injuries and disabilities

Espoused Values

represent the explicitly stated values and norms that are preferred by an organization- Sustainability

Interaction-Facilitation Behaviors

resolving disputes, facilitating communication, encouraging the sharing of minority opinions

Overconfidence Bias

results in overestimating our skills relative to those of others and overestimating the accuracy of our predictions

Individual Incentive Plans:

reward individual performance but payments are not rolled into base pay.

Individual Incentives

reward individual performance but payments are not rolled into base pay. Performance is measured as physical output rather than by subjective ratings.

obtaining compliance by providing or granting rewards

reward power

Stock options:

right to buy company stock at discounted price

Stock Options

rights granted to executives to purchase shares of their organizations stock at an established price for a fixed period of time. - Stock price is usually set at market value at the time the option is granted. - plan that give employees the opportunity to buy company stock at a previously fixed price.

using a solution which is satisfactory, or "good enough"

satisficing

Calvinistic Perspective

says that Protestant ethic was the fuel for human industrious.

Expectancy Theory

says that motivation is a function of valence, instrumentality, and expectancy. - focuses on the link between rewards and behaviors and emphasizes expected (rather than experienced) rewards and on the effects of incentives. - Behaviors (job performance) can be described as a function of ability and motivation. - Motivation is a function of expectancy, instrumentality, and valence perceptions.

Four-fifths rules

selection program has an adverse impact when the selection rate for any racial, ethnic, or sex class is less than 80% of the rate of the class w/ the highest selection rate - The four-fifths rule is not a legal definition of discrimination, but rather it is used to monitor severe discrimination practices - has disparate impact if the hiring rate for the minority group is less than 80% of the hiring rate for the majority group

Strategy Formulation

strategic planning groups decide on a strategic direction by defining the company's mission and goals, its external opportunities and threats, and its internal strengths and weaknesses.

Market Culture

strong external focus and values stability and control. This type of culture focuses on the customer over employee development and satisfaction because the goal of managers is to drive towards productivity, profits, and customer satisfaction. This culture rewards employees who deliver results

Organizational activities, processes, or outcomes behavior

strong messages to employees about acceptable norms and

based on transferring authority and responsibilities from management to employees

structural empowerment

Structural Empowerment

transfers authority and responsibilities from management to employees

Expert Power

valued knowledge of information gives an individual

Efficiency Wage Theory

wages influence worker productivity.

Work Teams

well-defined and common purpose, more or less permanent and require complete commitment of their members

Social Facilitation

when individual motivation and performance is enhanced by others

Disparate treatment:

when individuals in similar situations are INTENTIONALLY treated differently based upon race, color, religion, sex, national origin, age, or disability status

Role Conflict

when we have multiple roles and they conflict with each other

Social Loafing

where people "free ride"

Change and Acquisition

• Requires employees to master important tasks & roles & to adjust to their work groups values & norms

Transactional leadership

-focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance -Encompasses fundamental managerial activities such as: goal setting, goal monitoring towards to progress of achievement, and rewarding/punishing people for their level of goal accomplishment

Servant leadership

-focuses on increased service to others rather than to oneself Characteristics: Listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to growth of people, building community

Advantages of Group Decision Making

-greater pool of knowledge -different approaches to a problem -greater commitment to a decision -better understanding of decision rationale -more visible role modeling

Common Causes of Conflicts

-incompatible personalities or value systems -overlapping or unclear job boundaries -competition for limited resources -unreasonable or unclear policies. standards or rules -organizational complexity -interdependent tasks

Task Roles of Managers

-initiator (suggest new goals) -information seeker/giver (clarify key issues) -opinion seeker/giver (clarifies pertinent values) -elaborator (promotes understanding through examples) -coordinator (pulls together ideas/suggestions) -orienter (keeps group headed toward its goal) -evaluator (tests groups accomplishments with various criteria) -energizer (prods group to move along or accomplish more) -procedural technician (performs routine duties) -recorder (documents discussions/outcomes)

What's the relationship between emotional intelligence and leadership?

-its an input to transformational leadership -has a small, positive and significant association with leadership effectiveness

A group becomes a team when...

-leadership becomes a shared activity -accountability shifts from strictly individual to both individual and collective -group develops its own purpose or mission -problem solving becomes a way of life, not part-time -effectiveness is measured by the group's collective outcomes/products

Criteria of a Team

-leadership is a shared activity -accountability shift from individual to both individual and collective -the group develops its own purpose or mission -problem solving becomes a way of life -effectiveness is measured by the groups collective outcomes and products -discuss, decide and collaborate (do real work together)

Avoiding Social Loafing in Teams

-limit group size -ensure equity of effort -hold people accountable

The 2 Basic Functions that Formal Groups Fulfill

-organizational -individual

What are the different types of leader behaviors (path-goal theory)?

-path goal clarifying -achievement oriented -work-facilitation -supportive -interaction-facilitation -group-oriented -representation and networking -value-based

psychological empowerment

-reflects employees' belief that they have control over their work and drive intrinsic motivation Lead for meaningfulness - inspiring employees and modeling desired behaviors Lead for self-determination of choice - delegating meaningful assignments Leading for competence - supporting and coaching employees Leading for progress - monitoring and rewarding

Disadvantages of Group Decision Making

-social pressure -few dominant participants -goal displacement -groupthink

List the major provisions of each of the following pieces of EEO legislation

...

two basic forms of sexual harassment in the workplace under Title VI

...

What are the outcomes associated with organizational culture?

1) Clearly related to measure of organizational effectiveness 2) Employees are more satisfied & committed to organizations w/ clan cultures 3) Innovation & quality can be increased by building characteristics associated w/ clan, adhocracy, & market cultures into the organization 4) Organizations financial performance is not very strongly related to organizational culture 5) companies w/ market cultures tend to have more positive organizational outcomes

What are some critical factors for promoting creativity in teams?

1) Climate of trust and risk taking. 2) Disciplined use of creative problem-solving and processes.

What are some tips for fairness in punishment?

1) Communicate a clear message to employees about what behaviors will result in discipline. 2) When an employee engages in such behaviors, the manager must follow through with disciplinary action.

What are some situations when teams are better?

1) Teams are better when no individual "expert" exists. 2) Teams tend to be superior in stimulating innovation and creativity. 3) Teams can help create a context where people feel connected and valued.

What are the four elements to labor relations?

1) environmental context (technology, market forces) 2) Participants (employees & their unions, management, & government) 3) Web of Rules (rules of the game) that describe the process by which labor & management interact & resolve disagreements 4) Ideology (acceptance of the system & participants)

What are the steps of the negotiation process?

1) establish interdepartmental contract obj. 2) review old contract 3) prepare & analyze data 4) anticipate union demands 5) establish costs of contract provisions 6) make preparations for a strike 7) determine strategy & logistics

Confirmation Bias:

1)The decision maker subconsciously decides something even before investigating why it is the right decision 2) Decision makers seeks information that supports their decision discounting information that does not support the decision.

Why incentives do not work

1)pay is not a motivator (doubling someones pay does not mean better performance, but cutting someones pay may make their performance suffer) 2)Rewards punish: punishment/rewards are two sides of the same coin 3)rupture relationships: rewards cause coworkers to compete 4)rewards ignore reasons: you cannot solve everything just with rewards--reasons people are slacking besides lack of rewards 5)rewards discourage risk taking 6) rewards undermine interest: rewards make you like work less.

Organization Functions

1. Accomplish complex, interdependent tasks that are beyond the capabilities of individuals 2. Generate new/creative ideas and solutions 3. Coordinate inter-departmental efforts 4. Provide a problem-solving mechanism for complex problems requiring varied info and assessments 5. Implement complex decisions 6. Socialize and train newcomers

What are the 3 McClelland's Learned Needs?

1. Achievement 2.Affiliation 3. Power

Three components of attitude:

1. Affective "I feel" 2. Cognitive "I think" 3. Behavioral "I intend"

Desired Outcomes of Conflict Management

1. Agreement (equitable a fair agreements are the best) 2. Stronger Relationships (build bridges of goodwill and trust for future use) 3. Learning (promote greater self-awareness and creative problem solving)

What are 3 ways technology influences performance management systems?

1. Aligns performance goals across all levels 2. Access to performance information, data and tools. 3. Improves efficiency of PMS. It can also make it easier to weight the relative values by setting up the online system to do so automatically.

What are the phases of organizational socialization?

1. Anticipatory Socialization 2. Encounter 3. Change and Acquisition

3 Practical Problem-Solving Techniques

1. Brainstorming 2. Delphi technique 3. Decision Support Systems

What are the 4 Characteristics of Effective Punishment?

1. Clear Expectations 2. Consistent 3. Timely 4. Powerful

What are 8 ways to withstand legal scrutiny?

1. Conduct a valid job analysis related to performance. 2. Base system on specific behaviors or results. 3. Train raters to use system correctly. 4. Review performance ratings and allow for employee appeal. 5. Provide guidance/support for poor performers. 6. Use multiple raters. 7. Document performance evaluations.

8 Common Decision-Making Biases

1. Confirmation Bias 2. Overconfidence Bias 3. Availability Bias 4. Representativeness Bias 5. Anchoring Bias 6. Hindsight Bias 7. Framing Bias 8. Escalation of Commitment Bias

5 Common Teamwork Competencies

1. Contributes to the team's work 2. Constructively interacts with team members 3. Keeps team on track 4. Expects high quality works 5. Possesses relevant knowledge, skills and abilities for team's responsibilities

What are 2 types of team rewards?

1. Cooperative (distributed equally) 2. Competitive (distributed based on individual performance)

What are the 4 Job Design Approaches?

1. Craft 2. Classical (Scientific Management) 3. Job Enlargement 4. Job Enrichment

What are 3 Behavior-based methods?

1. Critical Incident Method 2. Behaviorally Anchored Rating Scale 3. Behavior Observation Scale

7 Rules for Brainstorming

1. Defer judgement 2. Build on the ideas of others 3. Encourage wild ideas 4. Go for quantity over quality 5. Be visual 6. Stay focused on the topic 7. Keep to one convo at a time

Performance Management Process

1. Define performance outcomes for company division and department. 2. Develop employee goals, behavior, and actions to achieve outcomes. 3. Provide support and ongoing performance discussions. 4. Evaluate performance. 5. Identify needed improvements.

What are the 3 responses to Job-Based structures?

1. Delayering and Banding 2. Skills-Based pay 3. Competency Based

What are 3 factors that I'm pact our judgements about the fairness of a decision in the workplace?

1. Economics 2. Equality 3. Justice

What are the 3 components of burnout syndrome?

1. Emotional Exhaustion (feeling drained) 2. Depersonalization (feeling detached from one's work) 3. Reduced Personal Accomplishment (feeling one's work doesn't matter)

What are the 3 issues that represent areas of company discretion and pose opportunities effectively?

1. Employee Participation in Decision Making 2. Pay and Process: Intertwined Effects 3. Communication

What are the 2 theories of Motivational Needs?

1. Equity Theory 2. McClelland's Model of Learned Needs

Whats goes into developing an effective appraisal program?

1. Establishing Performance Standards 2. Calibration

What are the 3 employee beliefs involving the Expectancy Theory?

1. Expectancy 2. Instrumentality 3. Valence

What are the sources of managerial power?

1. Expert 2. Relevant 3. Legitimate 4. Coercive 5. Reward

What are two types of employee social comparisons of pay are relevant in making pay level and job structure decisions?

1. External equity pay comparisons focus on what employees in other organizations are paid for doing the same general job a market pay survey is the primary administrative tool organizations use in choosing a pay level. 2. Internal equity pay comparisons focus on what employees within the same organization, but in different jobs, are paid. These comparisons may influence general attitudes of employees - their willingness to transfer to other jobs within the organization; - their willingness to accept promotions; - their inclination to cooperate across jobs, functional areas, or product groups; - and their commitment to the organization.

What are the 4 categories of a balanced scorecard?

1. Financial 2. Customer 3. Internal 4. Learning and Growth

What 4 perspectives of performance are in the Balanced Scorecard Approach?

1. Financial 2. Customer 3. Internal or Operations 4. Learning and Growth

What is Tuckman's 5 stage model of Group Development?

1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

Tuckman's Model

1. Framing 2. Storming 3. Norming 4. Preforming 5. Adjourning

What are the 6 Steps to making an ethical decision?

1. Gather the Facts 2. Define the Ethical Issues 3. Identify the Affected Parties 4. Consider your Integrity 5. Think Creatively about Actions 6. Check your Instincts

To provide effective performance feedback managers should:

1. Give feedback frequently, not once a year. 2. Create right context for discussion. 3. Ask employees to rate performance before the session. 4. Encourage employee to participate. 5. Recognize effective performance through praise. 6. Focus on solving problems. 7. Focus feedback on behavior or results, not on the person. 8. Minimize criticism. 9. Agree to specific goals and set progress review date.

What two factors can agency costs arise from?

1. Goal Incongruence 2. Information Asymmetry

What are 2 attribute/trait-based methods?

1. Graphic Rating-Scale Method 2. Mixed-Standard Scale Method

What is some effective team interventions?

1. Holding Effective Meetings 2. Understanding Member Profiles 3. Building Team Cohesion 4. Conducting After Action Reviews 5. Dealing with a Free Rider

5 Tips for Managing Emotions in the Negotiation Process

1. Identify your ideal emotions 2. Manage your emotions 3. Know your hot buttons 4. Keep your balance 5. Identify your take-away emotions

Time Management Matrix

1. Important and Urgent - Crises - Pressing problems - Deadline-driven projects 2. Important and Not Urgent - Prevention - PC activities - Relationship building - Recognizing new opportunities - Planning - Recreation 3. Not Important and Urgent - Interruptions - Some calls, some mail, some reports, some meetings - Popular activities 4. Not Important and Not Urgent - Trivia - Busy Work - Some mail, some phone calls - Time wasters - Pleasant activities

What are 5 factors to consider when analyzing poor performance?

1. Input 2. Performance Standards/Goals 3. Consequences 4. Feedback 5. Employee Characteristics

What are the 3 Theories of Motivation classification?

1. Internal 2. Process 3. External

Symptoms of Groupthink

1. Invulnerability 2. Inherent Morality 3. Rationalization 4. Stereotyped Views of Opposition 5. Self-Censorship 6. Illusion of Unanimity 7. Peer Pressure 8. Mindguards

What are the two competitive market challenges in pay decisions?

1. Product-Market Competition 2. Labor-Market Competition

What are 2 results-based methods?

1. Productivity Measures 2. Management by Objectives (MBO)

What are 3 approaches to reducing rater error?

1. Rater error training 2. Frame-of-reference or rater accuracy training 3. Calibration meetings

FLSA: Overtime

requires that employees be paid at a rate of one and a half times their hourly rate for each hour of overtime worked beyond 40 hours in a week. The hourly rate includes base wage plus other components such as bonuses and piece-rate payments. - Overtime pay is required for any hours beyond 40 in a week that an employer "suffers or permits" the employee to perform, regardless of whether the work is done at the workplace or whether the employer explicitly asked or expected the employee to do it.

Work Samples:

requires the applicant to perform tasks that are actually part of the work required on the job. Example: map reading test for a traffic controller

Organizational functions of formal groups

1. accomplish complex, interdependent tasks that are beyond the capabilities of individuals 2. generate new or creative ideas and solutions 3. coordinate interdepartmental efforts 4. provide a problem-solving mechanism for complex problems requiring varied information and assessments 5. implement complex decisions 6. socialize and train newcomers

3 C's of Team Players

1. committed 2. collaborative 3. competent --displayed by a teamplayer

eight characteristics of effective team players

1. open to new ideas and different ways of working 2. share information, experience and specialized knowledge 3. seek opportunities for improvement 4. develop work relationships with people from different functions 5. look for win-win solutions to build trust and sustain relationships 6. join only those teams whose goals they highly value, which fosters personal commitment 7. are reliable--they do what they say, when they say it, and are prompt and respectful 8. are results oriented.

Attributes of high-performance teams

1. participative leadership 2. shared responsibility 3. aligned purpose--sense of common purpose about why the team exists 4. high communication 5. future focused--seeing change as an opportunity for growth 6. focused on task--keep meetings focused on results 7. creative talents--apply individuals creativity /talents 8. rapid response--acting on opportunities.

Individual Functions of Formal Groups

1. satisfy the individuals need for affiliation 2. develop, enhance and confirm the individuals self-esteem and sense of identity 3. give individuals an opportunity to test and share their perceptions of social reality 4. reduce the individuals anxieties and feelings of insecurity and powerlessness 5. provide a problem-solving mechanism for personal and interpersonal problems.

Symptoms of groupthink

1.invulnerability (illusion that breeds excessive optimism and risk taking) 2. inherent morality (belief that encourages the group to ignore ethical implications) 3. rationalization ( protect personal or "pet" assumptions) 4. stereotyped views of opposition (cause groups to underestimate opponents) 5. self-censorship (prevents debate) 6. illusion of unanimity (silence interpreted to mean consent) 7. peer pressure 8. mindguards (self-appointed protectors against adverse information)

Selection and Placement Chapter 14

10 Questions

- formal statements - design of physical space - slogans, language, acronyms, and sayings - role modeling, training, and coaching - explicit rewards and status symbols - stories, legends, myths - organizational activities and processes - leaders reactions to critical incidents - rites and rituals - workflow and organizational structure - organizational systems , procedures, and goals

12 mechanisms to manage organizational culture

Chapter 10 Leadership Effectiveness

5 Questions

Strategic HRM Chapter 12

6 Questions

Recognizing Employee Contribution with Pay Chapter 17

6 questions

Chapter 11 ORGANIZATIONAL CULTURE, SOCIALIZATION & MENTORING

7 Questions

Pay Structure Decisions Chapter 16

7 Questions

Chapter 13 The Legal Environment: EQUAL EMPLOYMENT OPPORTUNITY & SAFETY

8 Questions

Performance Management Chapter 15

9 questions

Halo Effect

A cognitive bias in which an observer's overall impression of a person, company, brand, or product influences the observer's feelings and thoughts about that entity's character or properties

Job Satisfaction

A collection of feelings and beliefs that managers have about their current jobs. - Managers high on job satisfaction have a positive view of their jobs. - Levels of job satisfaction tend to increase as managers move up in the hierarchy in an organization

Cross-Functionalism

A common feature of self-managed teams, particularly among those above the shop-floor or clerical level. These are specialists from different areas put on the same team. (new product development is a popular area in which organizations utilize cross-functionalism)

Combined Salary and Commission Plan

A compensation plan that includes a straight salary and a commission component ("leverage"). Advantages: - Combines the advantages of straight salary and straight commission forms of compensation. - Offers greater design flexibility - Can be used to develop the most favorable ratio of selling expense to sales. - Motivates sales force to achieve specific company marketing objectives in addition to sales volume.

House's Path-Goal Theory

A contingency model of leadership proposing that effective leaders can motivate subordinates to achieve goals by: 1. Clearly identifying the outcomes that subordinates are trying to obtain from their jobs. 2. Rewarding subordinates with these outcomes for high-performance and attainment of work goals. 3. Clarifying the paths leading to the attainment of work goals.

Wage Curve

A curve in a scatter gram representing the relationship between relative worth of jobs and wage rates.

Area Wage Rates

A firm's formal wage structure of rates is influenced by those being paid by other area employers for comparable jobs.

Formal Group

A group formed by a manager to help the organization accomplish its goals. Typically wear such labels as work group, team, committee or task force.

Virtual Teams

A group of people working from remote locations.

The Point Manual

A handbook that contains a description of the compensable factors and the degrees to which these factors may exist within the jobs

Work Valuation

A job evaluation system that seeks to measure a job's worth through its value to the organization. - Jobs are to be valued relative to financial, operational, or customer service objectives of the organization. --- Considers that work should be valued relative to the business goals of the organization rather than by an internally applied point-factor job evaluation system. - Serves to direct compensation dollars to the type of work pivotal to organizational goals

Servant Leader

A leader who has a strong desire to serve and work for the benefit of others. - Ethical due to the fact that they share power with followers, ensure followers most important needs are met, they are able to develop as individuals, and their social well being is enhanced, and attention is paid to those who are less well-off in society.

Terminal Value

A lifelong goal or objective that an individual seeks to achieve

Instrumental Value

A mode of conduct that an individual seeks to follow - We can use these to determine what kind of values an individual has to know he has the ethical values the employer is looking for

Groupthink

A mode of thinking people engage in when they are deeply involved in a cohesive in-group, when members striving for unanimity override their motivation to realistically appraise alternative courses of action. It is the deterioration of mental efficiency, reality testing and moral judgement that results from in-group pressures. --groups victimized by group think tend to be friendly and tight knit.

Equity theory:

A model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships.

Bonus:

A one-time added sum of money based on sales, performance, etc. Does not effect the base salary of an employee and can create a competitive work environment.

Customer Appraisal

A performance appraisal that, like team appraisal, is based on TQM concepts and seeks evaluation from both external and internal customers.

Self Efficacy:

A persons belief about his or her chances of successfully accomplishing a specific task.

Mindguards

self-appointed protectors can shut out adverse information

Product-Market Competition

sell goods and services at a quantity and price that will bring a return on investment

Stories, myths, and legends about key people and events

send messages to others about the values and behaviors that are desired

focuses on increased service to others rather than to oneself

servant leadership

Group Roles

set of expected behaviors for members of the group as a whole

Organizational Culture

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

Competencies

sets of skills, knowledge, abilities and personal characteristics that enable employees to successfully perform their jobs.

Achievement Oriented Behaviors

setting challenging goals, emphasizing excellence, demonstrating confidence in employees' abilities

Large Groups

should be broken into subgroups and choose representatives to be a small coordinating team.

Participation

should involve those who will manage and be affected by the process. - includes recommending, designing, and communicating a pay program. - Typically, pay-level decisions are only made by top management

Contrast Effects

A phenomenon where people perceive greater or lesser differences than are actually present as a result of prior or simultaneous exposure to something with similar base characteristics, but different key qualities. - Ex: When you meet two other people, you are likely to compare each against the other on several dimensions to decide which you prefer. This may include physical beauty, similarity of interests and various personality factors. (old trick in group interviewing is the order the interviewees favorably)

Management by Objectives (MBO)

A philosophy of management that rates performance on the basis of employee achievement of goals set by mutual agreement of employee and manager.

Define the concept of leadership.

A process whereby an individual influences a group of individuals to achieve a common goal.

Calibration

A process whereby managers meet to discuss the performance of individual employees to ensure their employee appraisals are in line with one another. Wha

Scattergrams

show the relationship between two variables, events, or different pieces of data and help employees determine whether the relationship between two variables or events is positive, negative, or zero.

point system of job evaluation, and demonstrate how an organization would conduct a job evaluation using the point method

A quantitative job evaluation procedure that determines the relative value of a job by the total points assigned to it Steps Determine Compensable Factors Assign points to degrees of compensable factors Rate the job based on the compensable factors Total points and group into grades/classifications

Supportive Behaviors

showing concern for the well being and needs of employees, being friendly and approachable, treating employees as equals

2nd Axis

shows an organizations preference for flexibility or control and stability. These axes create 4 types of organizational cultures that are based on different core values a& criteria for assessing organizational effectiveness

Point System

A quantitative job evaluation procedure that determines the relative value of a job by the total points assigned to it. - Permits jobs to be evaluated quantitatively on the basis of factors or elements compensable factors (skill, effort, responsibilities, and working conditions. Leadership, teamwork, fiscal responsibility and project accountability) that constitute the job.

Halo/Horns Error:

A rating error in which an appraiser's evaluation of an employee's performance is biased/skewed because of the appraiser's overall impression of the employee as good (halo error) or bad (horns error).

Job

A set of specified work and task activities that engage an individual in an organization

Job Classification System

A system of job evaluation in which jobs are classified and grouped according to a series of predetermined wage grades. - Successive grades require increasing amounts of job responsibility, skill, knowledge, ability, or other factors selected to compare jobs

Utilitarianism

A teleological approach that says the ethical decision is the one that results in the greatest good for the greatest number. -Easy to understand and makes intuitive sense

Expectancy Theory and Pay

A theory of motivation that holds that employees should exert greater work effort if they have reason to expect that it will result in a reward that they value. - Employees also must believe that good performance is valued by their employer and will result in their receiving the expected reward.

"Trilemma"

A third way of thinking which is a middle ground between two alternatives in an ethical decision.

Tradition

A tradition or custom of using (or not using) outcome-oriented contracts will make such contracts more (or less) likely

Graphic Rating-Scale Method

A trait approach to performance appraisal whereby each employee is rated according to a scale of individual characteristics

Stock grant:

stock given to employee as compensation/part of compensation

Four types of workers:

strategic knowledge, supporting, core, complementary/alliance

Values

Abstract ideals that guide one's thinking and behavior across all situations, relatively stable.

Define the four-fifths rule and explain how organizations can use it to diagnose potential discrimination in employee selection activities (e.g., hiring, firing, promotion decisions)?

Adverse rejection rate, rule of thumb followed by the EEOC in determining adverse impact for use in enforcement proceedings. According to Uniform Guidelines, a selection program has an adverse impact when the selection rate for any racial, ethnic, or sex class is less than four-fifths (or 80 percent) of the rate of the class with the highest selection rate. Used in hiring practices to make sure companies are not discriminating against any group.

Secondary Coping Interventions

Aimed at dealing with stressors that cannot be eliminated. -Ex: Stressor- difficult boss SC- meditate, social support from family

Primary Prevention Strategies

Aimed at removing the SOURCE of stress. - Ex: Stressor- traffic and long commute PP- telecommuting (work at home)

Consultation, Inspirational Appeal, Rational Persuasion

All effective & socially acceptable for influencing subordinates, peers or superiors

Compare and contrast the different organizational selection devices

All of the organizational selection devices focus on determining reliability of a potential employee and their commitment to the organization, but they all branch into something different such as some tests center on honesty, other on personality, others on past, others on medical history, etc.

Legality

All selection methods must conform to existing laws and legal precedents.

Legality:

All selection methods must conform to existing laws and legal precedents.

Mixed-Standard Scale Method

An approach to performance appraisal similar to other scale methods but based on comparison with (better than, equal to, or worse than) a standard.

Norms:

An attitude, opinion, feeling, or action shared by two or more people that guides behavior, a shared phenomena that applies to groups, teams, and the organization.

Pay Equity (Distributive Fairness/Justice)

An employee's perception that compensation received is equal to the value of the work performed.

Leader

An individual who is able to exert influence over other people to help achieve group or organizational goals.

Pay Secrecy

An organizational policy prohibiting employees from revealing their compensation information to anyone. - Creates misperceptions and distrust of compensation fairness and pay-for-performance standards.

Discuss the basic premises of Fiedler's Contingency Theory

An organizational theory that claims there is no best way to organize a corporation, lead a company, or to make a decisions. Instead, the optimal course of action is dependent on the internal and external factors of the situation.

Label the stages of the organizational socialization process and describe what occurs at stage of the process

Anticipatory socialization: occurs before an individual actually joins the organization. Information people have learned through different stories Encounter phase: once the employment contract has been signed. Employees come to learn what the organization is really like Change and acquisition: requires employees to master important tasks and roles and to adjust to their work group's values and norms

Inspirational appeal

Appeals to values, ideals, etc.

personal appeal

Appeals to your feelings of loyalty & friendship

Peer Appraisal

Appraisal by fellow employees, compiled into a single profile for use in an interview conducted by the employee's manager. Why peer appraisals are not used more often: 1. Peer ratings may be a popularity contest. 2. Managers are reluctant to give up control over the appraisal process. 3. Those receiving low ratings might retaliate against their peers. 4. Peers rely on stereotypes in ratings.

Peers

Appraisal by fellow employees, which is more appropriate for developmental than for administrative purposes.

Manager and/or Superior

Appraisal done by an employee's manager and reviewed by a manager one level higher

Self-Appraisal

Appraisal done by the employee being evaluated, generally on an appraisal form completed by the employee prior to the performance interview

Subordinates

Appraisal of a superior by an employee, which is more appropriate for developmental than for administrative purposes

Subordinate Appraisal

Appraisal of a superior by an employee, which is more appropriate for developmental than for administrative purposes.

Productivity Measures

Appraisals based on quantitative measures (e.g., sales volume) that directly link what employees accomplish to results beneficial to the organization. - Criterion contamination - Focus on short-term results

Noncash Incentive Awards

Are most effective as motivators when the award is combined with a meaningful employee recognition program.

Job Programmability

As jobs become less routine, outcome- oriented contracts become more likely because monitoring becomes more difficult.

Theories of Motivation

Attempt to explain and predict observable behavior.

Trait Approach

Attempts to identify personality characteristics or interpersonal attributes that can be used to differentiate leaders from followers

Behavior Theory

Attempts to identify the unique behaviors displayed by effective leaders 1. Task Oriented Leader Behavior 2. Relationship Oriented Leader Behavior

Labor Market Conditions

Availability and quality of potential employees is affected by economic conditions, government regulations and policies, and the presence of unions.

Negative Reinforcement

Aversive consequence, consequence removed - Increase frequency of a desired behavior

Punishment

Aversive consequence, consequence removed - Decrease frequency of an undesired behavior

Structural Empowerment

Based on transferring authority and responsibilities from management to employees

Legitimizing tactics-

Basing a request on one's authority or right, organizational rules or polices, or explicit/implied support from superiors

Intellectual Stimulation

Behavior a leader engages in to make followers be aware of problems and view these problems in new ways, consistent with the leader's vision

Consideration

Behavior indicating that a manager trusts, respects, and cares about subordinates

Participative Behavior

Behavior that gives subordinates a say in matters and decisions that affect them.

Initiating structure

Behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective.

Achievement Oriented behavior

Behavior that sets challenging goals, expecting that they be met and believing in subordinates capabilities.

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

Behavioral job interviews focus on past experiences and how that person reacted in situations they have already faced. Example: "what was the biggest difference of opinion you ever had with a co-worker and how did you resolve this conflict?" Situational job interviews focus on how the applicant would react in future situations with the company and how quickly they can come up with a response. Example: "imagine that you and a co-worker disagree about the best way to handle a problem. How would you resolve this conflict?"

BOS:

Behavioral observation scales

BARS:

Behaviorally anchored rating scales

Organization Citizen Behavior

Behaviors that are not required of organizational members but that contribute to and are necessary for organizational efficiency, effectiveness and competitive advantage

Organizational Citizenship

Behaviors that are not required of organizational members but that contribute to and are necessary for organizational efficiency, effectiveness, and competitive advantage

Instrumentality

Belief that a given performance level will lead to a specific outcome.

Stereotyping

Belief that all members of a group share similar traits

Expectancy

Belief that effort leads to desired performance levels.

Internal Locus of Control

Belief that you are responsible for your own fate - Own actions and behaviors are major and decisive determinants of job outcomes - Helps ensure ethical behavior - They are responsible for what happens in organizations

Alfie Kohn

Believes incentive plans cannot work. Incentives only temporarily work.

Key Jobs

Benchmark jobs that have relatively stable content and are common to many organizations so that market-pay survey data can be obtained

Whistle-Blowing

Bringing an unethical action to the attention of people who have the power to make changes.

Stock Appreciation Rights (SARs)

Cash or stock determined by increase on stock price any time chosen by the executive in the option period. - Does not require executive financing.

Leadership Substitute

Characteristic of a subordinate or of a situation or context that acts in place of the influence of a leader and makes leadership unnecessary. - Members of an organization sometimes can perform highly without a manager exerting influence over them.

Value attainment:

structure the job and its rewards to match employee values.

Bona Fide Occupational Qualification:

suitable defense against a discrimination charge only where membership in a protected class is an actual qualification for performing the job, where practice is necessary to the safety and efficient operation of an organization.

Emotional Support

sympathy, listening, and caring

Collective Bargaining

system such as institution, are related mechanisms such as mediation, arbitration, & participation in decision making

information gained through experience that is difficult to express and formalize

tacit knowledge

Drug Tests

tend to be reliable, should be administered systematically to all applicants applying for the same job, testing is likely to be defensible with safety hazards associated with failure to perform, test results should be reported to applicants, who should have an avenue to appeal.

Conscientiousness

tendency to be careful, scrupulous, and persevering - High - good for entrepreneurs; their perseverance and determination help them to overcome obstacles and turn their ideas into successful new ventures. Good for roles that need to be highly organized and self-disciplined - Low - Can lack direction and self discipline; generally not great with details

Openness to Experience

tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and take risks - High - Entrepreneurs; roles that need to be open to changing technology or "thinking outside the box"; innovation; new item development - Low - less prone to take risks and more conservative. Examples: budget manager, CFO, NCAA rules and regulations directors; auditors

Openness to experience:

tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and take risks.

Negative Affectivity

tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others - High- managers may often feel angry and dissatisfied; complain about their own and other's lack of progress. On the flip side, these types can spur improvement to performance - Low- do not tend to experience many negative emotions and moods and are less critical of themselves and others.

Agreeableness

tendency to get along well with others - High- important for managers whose responsibilities require that they develop good, close relationships with others - Low- could be an asset in managerial jobs that actually require managers to be antagonistic, such as drill sergeants

Predictive validation:

test applicants and measure the performance of those who are hired over time.

Drug Tests:

testing to see if the applicant is using drugs.

Concurrent validation:

tests existing employees and measures their performance at the same time.

Emotional intelligence

the ability to manage oneself and one's relationship in mature and constructive ways -An input to transformational leadership - helps managers to effectively enact the behaviors associated with transformational leadership -Has a small, positive, and significant association with leadership effectiveness - will help a person lead more effectively, but is not the secret elixir of leadership effectiveness

Physiological Hardiness

the ability to remain psychologically stable and healthy in the face of significant stress

Emotional Intelligence

the ability to understand and manage one's own moods and emotions and the moods/emotions of other people. - Helps managers carry out their interpersonal roles of figurehead, leader, and liaison. - More able to effectively manage their feelings so that they do not get in the way of effective decision-making

Reliability

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

Reliability:

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

reliability

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

Person-organization fit:

the degree to which individuals are matched to the culture and values of the organization.

Utility:

the degree to which information provided by selection methods enhances the effectiveness of selection personnel.

Cohesiveness

the degree to which members are attracted to and motivated to remain part of a group

Feedback

the degree to which people receive knowledge of their results from the job itself.

Procedural Justice

the degree to which processes used to reach a distribution are perceived as fair

Task Significance

the degree to which the job has a direct effect on the work or lives of others.

Task Identity

the degree to which the job required completion of a whole or identifiable piece of work.

Need for power:

the desire to influence, coach, teach, or encourage others to achieve.

Power

the discretion and the means to enforce your will over others

Core capabilities:

the dominant sources of competitive advantage that are used to achieve strategic objectives

Agency theory:

the employer wants his/her employees to exert effort and the employees want to work as little as possible Principals: employers/owners Their goal is to influence others into engaging in certain behaviors Agents: employees Might have different interests/goals than that of employers

Strategic congruence

the extent to which a performance management system elicits job performance that is congruent with the organizations strategy i.e. if an organization emphasizes customer service then its performance management system should assess all the relevant aspects of performance

Validity

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

Validity:

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

validity

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

Distributive Justice

the extent to which individuals believe that the outcomes they receive are just/fair - Focus of the equity theory

Task identity-

the extent to which the job requires an individual to perform a whole or completely identifiable piece of work.

Locus of Control

the extent to which we believe we control our own environments.

Autonomy

the freedom to select how and when tasks are done.

organizational identity, collective commitment, social system stability, and sense-making device

the functions of organizational culture

Administrative Linkage

the lowest level of interaction. HRM functions attention is focused day-to-day activities

bounded rationality,

the notion that decision makers are bounded or restricted by a variety of constraints when making decisions.

Downsizing

the planned elimination of large numbers or personnel, designed to enhance organizational effectiveness

Ethics

the principles, norms, and standards of conduct governing an individual or group. - One of the biggest challenges in making ethical decisions is recognizing that one is facing an ethical dilemma in the first place. - Most decisions have ethical implications even if you do not recognize them.

Motivation

the process of arousing and sustaining goal directed behavior.

Selection system:

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

Evidence-Based Decision Making

the process of conscientiously using the best available data and evidence when making managerial decision -it holds the promise of helping avoid decision making biases and improving performance while reducing costs

Skill Variety

the range in number of skills used on the job.

Truth vs. Loyalty

the struggle between providing truth and compromising loyalty

Social Loafing

the tendency for individual effort to decline as group size increases -free riders

Groupthink

the tendency of members in highly cohesive teams to lose their critical evaluation capabilities

Escalation of Commitment Bias

the tendency to hold to an ineffective course of action even when it is unlikely the bad situation can be reversed

Escalation of Commitment Bias:

the tendency to stick to an ineffective course of action when it is unlikely that the bad decision can be reversed.

anticipatory socialization, encounter, and change and acquisition

the three-phase model of organizational socialization

Integrative Linkage

their HRM functions built right into the strategy formulation and implementation processes

Expectancy Theory

theory that says motivation is a function of valence, instrumentality and expectancy -effort will result in performance -> expectancy -performance will result in outcomes -> instrumentality -Outcomes will be valuable -> valence

Reinforcement Theory

theory that states high employee performance followed by a monetary reward will make future high performance more likely

Exempt

those employees (executive, professional, administrative and outside sales) not covered by the FLSA and not eligible for overtime pay

Exempt

those employees (executive, professional, administrative and outside sales, as well as certain "computer employees") not covered by the FLSA and not eligible for overtime pay

Dysfunctional conflict:

threatens an organizations interests.

- brainstorming - the delphi technique - decision support systems

three practical problem-solving techniques

resistance compliance commitment

three primary reactions to power

- ideal emotions - managing emotions - hot buttons - keeping balance - emotions after

tips for managing emotion in negotiation

high need for Achievement tends...

to be associated with good leadership, although they have a tendency to demand too much

Strategic Management

to deploy and allocate resources in a way that gives an organization competitive advantage

Task Oriented Leader Behavior

to ensure people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or organization

Idealized Influence

to instill pride, respect and trust within employees

idealized influence

to instill pride, respect, and trust within employees

Management by Objectives

top management passes down company's strategic goals to managers to define goals.

attempts to identify personality characteristics or interpersonal attributes that can be used to differentiate leaders from followers

trait leadership theory

Transformational Leadership

transform their followers to pursue organizational goals over self-interests -inspirational motivation -idealized influence -individualized consideration -intellectual stimulation

Transformational Leadership

transforms followers to pursue organizational goals over self-interest Key Behaviors: 1. Inspirational motivation 2. Idealized influence 3. Individualized consideration 4. Intellectual Stimulation

- normative - intuitive

two main models of non-rational decision making

Group

two more people with common interests, objectives, and continuing interactions

Group

two or more freely interacting individuals who share collective norms and goals and have a common identity. The size of the group is limited by the possibilities of mutual interaction and mutual awareness.

Group

two or more freely interacting individuals, who share norms/goals and have a common identity

Non-key Jobs

unique to organizations and cannot be directly valued or compared through the use of market surveys.

Sexual Harassment

unwelcome sexual advances, requests for sexual favors, and other verbal or physical contact of a sexual nature

Standard deviation rule

uses actual probability distributions to determine adverse impact

Distributive Negotiation

usually concerns a single issue, a "fixed pie" in which one person gains at the expense of another

Temporary employees

usually employed by a temporary employment agency that the employer has contracted with; not a legal employee of the organization but can be determined to be an employee if they have been under direct control of the organization for some time

Biological Data:

where people can describe their behaviors (habits, experiences, interests, etc.

Behavior Approach Theories

which attempts to identify the unique behaviors displayed by effective leaders

Path Goal Theory

which holds that leader behaviors are effective when employees view them a source of satisfaction or as paving the way to future satisfaction

Inspirational Motivation

which includes the charisma, relies on an attractive vision of the future, emotional arguments and demonstrated optimism and enthusiasm

Strictness PR

will make it appear everyone is not doing as well as they should be due to consistent low ratings

LeniencyPR

will make it appear that everyone is doing better than they actually are due to consistent high ratings

Central tendency PR

will not differentiate between the good/bad employees because everyone gets an average rating

Virtual Teams

work together over time and distance via electronic media to combine effort or achieve common goals

Obliging Style

you tend to show low concern for yourself and a great concern for others

Label and explain the components of the Competing Values Framework of organizational culture

Clan culture: an internal focus and value flexibility rather than stability and control. Adhocracy culture: have an external focus and value flexibility. Market culture: have a strong external focus and value stability and control. Hierarchy culture: an internal focus, which produces a more formalized and structured work environment, and values stability and control over flexibility

The Civil Rights Act of 1991

Clarified the burden of proof issue based on different violations, allowed for a jury trial, and allowed for compensatory (emotional pain and suffering) and punitive (punishing company by means of higher pay out, teach them a lesson) damages.

Broadbanding

Collapses many traditional salary grades into a few wide salary bands

High performance work system:

Combination of practices, structure, and processes that maximizes employee knowledge, skill, commitment, and flexibility and is composed of many related parts.

Control vs. Commitment system:

Combination of practices, structure, and processes that minimizes employee knowledge and skill requirements and seeks to limit the variability of performance across people

Informational Factors

Come into play when people have developed their point of view on the basis of a different set of facts

Comparable Worth (Equal Pay Act of 1963):

Comparable worth (or pay equity) is a public policy that advocates remedies for any undervaluation of women's jobs. Based on the idea that individuals should obtain equal pay, not just for jobs of equal content, but for jobs of equal value or worth. Courts have consistently ruled that using the going market rates of pay is acceptable defense in comparable worth litigation suits

Competence-based Pay, (also skill-based pay or knowledge-based pay)

Compensation for the different skills or increased knowledge employees possess rather than for the job they hold in a designated job category. - Greater productivity, increased employee learning and commitment to work, improved staffing flexibility to meet production or service demands, and the reduced effects of absenteeism and turnover.

Straight Commission Plan

Compensation plan based upon a percentage of sales. Disadvantages: - Salespeople will stress high-priced products. - Customer service after the sale is likely to be neglected. - Earnings tend to fluctuate widely between good and poor periods of business, an turnover of trained sales employees tends to increase in poor periods. - Salespeople are tempted to grant price concessions

Straight Salary Plan

Compensation plan that permits salespeople to be paid for performing various duties that are not reflected immediately in their sales volume. Advantages: - Encourages building customer relationships. - Provides compensation during periods of poor sales. Disadvantages: - May not provide sufficient motivation for maximizing sales volume.

Team Incentive Plans

Compensation plans where all team members receive an incentive bonus payment when production or service standards are met or exceeded. Advantages: - Team incentives support group planning and problem solving, thereby building a team culture. - The contributions of individual employees depend on group cooperation. - Team incentives can broaden the scope of the contribution that employees are motivated to make. - Team bonuses tend to reduce employee jealousies and complaints over "tight" or "loose" individual standards. - Team incentives encourage cross-training and the acquiring of new interpersonal competencies. Disadvantages: - Individual team members may perceive that "their" efforts contribute little to team success or to the attainment of the incentive bonus. - Intergroup social problems—pressure to limit performance and the "free-ride" effect may arise. - Complex payout formulas can be difficult for team members to understand.

List and describe the components of Porter's Strategy typology

Competitive advantage results from creating value, which is created in one of two ways. Low-cost strategy: creating value by lowering the cost Differentiation strategy: creating value by convincing the market that your product is different/special

Micheal Porters Generic Strategy Typology

Competitive advantage stems from a company's being able to create value in its production process. Value can be created in one or two ways, either reducing costs or differentiating product or service in such a way that it allows the company to charge a premium price relative to is competitors.

Adjourning

Completing the task and ending the team

Define affirmative action and explain its purpose

Conceived as a way of taking extra effort to attract and retain minority employees. It is a way of correcting historical imbalances with imposed quota programs, entire debate over affirmative action continues to evoke attention.

Influence Tactics

Conscious efforts to affect and change a specific behavior in others, specifically: -rational persuasion -inspirational appeal -consultation -ingratiation

Behaviorally Anchored Rating Scale (BARS)

Consists of a series of vertical scales, one for each dimension of job performance; typically developed by a committee that includes both subordinates and managers.

Outcomes of Organizational Commitment:

Continued Employment, greater motiviation

List the exceptions to employment-at-will legislation

Contracts Federal and State Law Violations of Public Policy Implied Contract Good Faith and Fair Dealing

Two generic HR strategies:

Control vs Commitment oriented system and the High performance work system

Explain the concept of "core capabilities"

Core capabilities are integrated knowledge sets within an organization that distinguish it from its competitors and deliver value to customers. Serve as the dominant sources of competitive advantage.

What are the associations with Type A Behavior?

Coronary heart disease- Recent research suggests the hostility component is the aspect of Type A that most relates to heart disease

Organizational Consequences

Costs $300B annually, increased turnover, show less creativity, fixate on single solutions to problems, selectively perceive information, and increased absenteeism.

Affirmative Action:

Created as a way of correction historical imbalances by imposing quotas for minority groups.

The Occupational Safety and Health Act of 1973:

Created the Occupational Safety and Health Administration, which develops and enforces mandatory job safety and health standards where each employer has general duty to furnish each employee a place of employment free from recognized hazards.

Theory X and Theory Y

Deals with the basic assumptions we hold of people.

Availability Bias:

Decision makers tendency to base decisions on information that is readily available in memory. Over estimating the importance of information we recently received or thought about.

Anchoring Bias:

Decisions are affected by prior information on a previous decision even if it is irrelevant.

Self-managed Teams

Defined as groups of workers who are given administrative oversight for their task domains. These teams typically schedule work and assign duties, with manager present to serve as trainers and facilitators. Also known as semiautonomous work groups, autonomous work groups and superteams

Team

Defined by Katzenbach and Smith. A small number of people (2 to 25) with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable. --effective teams typically have less than 10 people

Forming

Defines role and the groups tasks. - The primary concern is the initial entry of members into the group

Pressure

Demands, threats, or persistent reminders

Value

Describe what managers try to achieve through work and how they think they should behave

Deontological Theories

Determines the ethics of an act by looking to the process of the decision and are based on universal principles

Teleological Theories

Determines the ethics of an act by the probable end results.

What is high-performance team scorecard?

Determines whether a team is high-performing: - Production output - Member satisfaction - Capacity for continued cooperation

Bases of Power and Outcomes

Different bases of power affect important outcomes such as job performance, job satisfaction, and turnover: -Expert and referent power have a generally positive effect -Reward and legitimate power have a slightly positive effect -Coercive power has a slightly negative effect

group goals

Difficult but achievable goals are associated with better group results. These goals are more effective if group member clearly understand them and are both individually and collectively committed to achieving them--initiators, orienters and energizers can be very helpful in this regard.

Ingratiation & Exchange

Effective for influencing subordinates & peers but not superiors

empowerment

Efforts to enhance employee performance, well-being, and positive attitudes by: -Giving employees greater influence -Use of centralized management practices

Performing

Emergence of a mature and well functioning team

Explain the relationship between emotional intelligence and leadership in organizations:

Emotional intelligence is an input to transformational leadership and has a small, positive, and significant association with leadership effectiveness.

Market Survey Approach

Emphasize external comparisons Bases pay on the market surveys that cover as many key jobs as possible

Quality approach:

Emphasize managers and employees working together to solve performance problems.

Mixed motive situation

Employees are rewarded for competing but told to work toward the departments overall outcome as a whole

Encounter

Employees learn what the organization is really like & reconcile unmet expectations

Change and Acquisition:

Employees master important tasks and roles and adjust to their groups values and norms.

Strategic Knowledge Workers:

Employees who have unique skills that are directly linked to the company's strategy. Example: R&D scientists

Supporting Labor:

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

What is the relationship between OCB and job satisfaction?

Employees with high job satisfaction are more inclined to perform Organizational Citizenship Behaviors - Going above the call of duty.; working longer hours if needed, coming up with creative solutions in an area outside of their job responsibilities; overcome obstacles, help co-workers even with personal sacrifice is involved

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. Example: salespeople

Operant Conditioning

Employs strategies involving the addition or removal of pleasant or aversive consequences.

Moods/Emotions

Encompass how managers actually feel when they are managing

Employers Compensation Strategy

Establishes the internal wage relationship among jobs and skill levels - Sets organization compensation policy to lead, lag, or match competitors' pay. - Rewards employee performance - Guides administrative decisions concerning elements of the pay system such as overtime premiums, payment periods, and short-term or long-term incentives.

Worth of a Job

Establishing the internal wage relationship among jobs and skill levels

Modern Motivation

Eustress, Strength, Hope - Discipline of Positive organizational scholarship: - Strengths - Positive Meaning in work - Courage - Positive Emotions - Positive Energy and Full Engagement: - Professional Athletes = Corporate Athletes - Managers role is to help individuals mange Energy VS. Time in order to fully engage.

Monitoring Compensation Costs

Examine the difference between policy and practice, compute a compa-ratio.

exchange

Exchange of favors, reciprocity

Base Salary

Executive Short-Term Incentives Annual bonuses based on the pay-for-performance strategy Executive Long-Term Incentives Right to buy company stock at discounted price Executive pay varies with performance of stock market

Exempt vs nonexempt

Exempt employees do not have to be paid the required minimum wage or overtime pay, and the employer does not have to keep certain records detailing their work, while nonexempt employees must be paid the required minimum wage and overtime pay and the employer must keep detailed records of their work hours and wage payments.

Disparate treatment:

Exists when individuals in similar situations are intentionally treated differently based upon race, color, religion, sex, national origin, age, or disability status.

Elements of the expectancy theory:

Expectancy, Instrumentality, Valence

Rational Model:

Explains how managers should make decisions, assumes that managers are completely objective and possess complete information

Espoused Values:

Explicitly stated values and norms that are preferred by an organization

Leader-Member Relations

Extent to which followers like, trust, and are loyal to their leader

Task Structure

Extent to which the work to be performed is clear-cut so that a leader's subordinates know what needs to be accomplished and how to go about doing it.

Big five personality dimensions:

Extraversion, Agreeableness, Conscientiousness, Neuroticism/Emotional stability, openness to experience.

Frustration-regression process

Failure to satisfy higher levels may make lower levels more salient.

FIW

Family Interferences with Work

How would you apply the four-fifths rule to an organizational selection data?

Find the ratios of group A and B. Find the higher ratio (for this example A) and multiply by 80%. If this ratio is higher than the ratio for B there is adverse impact.

Individual incentive plans pros

Focus employee efforts on specific performance targets (provide real motivation). Variable costs linked to the achievement of results. Directly related to operating performance (don't have to pay incentives when objectives are not achieved). A way to distribute success among those responsible for producing that success. A means to reward or attract top performers when salary budgets are low.

Job Enrichment

Focus on Herzberg's Motivators: - Accountability, achievement, control, feedback, personal growth, work pace, etc. - Assumes that internal (intrinsic) motivation can be achieved through the design of work

expert power

Have valued knowledge or information over those who need the knowledge or information Tends to be used in a guiding or coaching manner

broadbanding as it relates to compensation

Having extremely wide salary bands Encourages the development of broad employee skills because non-managerial jobs are appropriately valued and skill development is rewarded 100% difference between minimum and maximum salaries

Employers Ability-to-Pay

Having the resources and profits to pay employees.

Team performance categories

Help build team effectiveness. Deliberate plans that outline what exactly a team is to do, such as defining particular tasks and member responsibilities.

Team Composition

Helps build team effectiveness. Describes the collection of jobs, personalities, knowledge, skills, abilities and experience of its members. It is important that team member characteristics fit the responsibilities of the team for it to be effective. It is important for the objective of the team to be known and then there is careful consideration of the team composition.

Team Adaptive Capacity

Helps build team effectiveness. It is important to meet changing demands and to effectively transition members in and out. It is fostered by individuals who are motivated both to achieve an accurate view of the world and to work effectively with others to achieve outcomes.

Team Charters

Helps with building team effectiveness. Describe how the team will operate, such as processes for sharing information and decision making (teamwork)

Solid Performers

High ability and motivation; provide development.

Underutilizers

High ability but lack motivation; focus on interpersonal abilities.

Disposition/ Genetic Components:

Hire employees with appropriate disposition for the job—personal traits and genetic factors.

How to increase Organizational Commitment:

Hire people whose values align with the organization, do not breach psychological contracts, enhance the level of trust.

Horns Effect PR

Horns effect can make a very good employee look bad because one thing they do may not be good.

Hostile Work Environment:

Hostile Work Environment: inappropriate workplace behavior, unwanted sexual advancements, uncomfortable situations and jokes, etc.

Job characteristics model:

How work can be structured so that employees experience intrinsic motivation by designing jobs that possess 5 core job characteristics.

Identify and summarize the two generic HR strategies

Identify and summarize the two generic HR strategies Control vs. commitment seeks to minimize employee knowledge and skill requirements, and seeks to limit the variability of performance across people. Value matrix approach seeks to minimize employee knowledge and skill requirements, and seeks to limit the variability of performance across people.

Reinforcement Theory

In Thorndike's Law of Effect, a response followed by a reward is more likely to recur in the future. The importance of a person's actual experience in receiving the reward is critical. If high performance is followed by a reward, high performance is likely to be repeated.

Bonus

Incentive payment that is supplemental to the base wage for cost reduction, quality improvement, or other performance criteria.

Teamwork Competencies and Skills

Include group problem solving, mentoring, conflict management skills, and emotional intelligence. Research has shown that teams collaborate most effectively when companies develop and encourage teamwork skills.

Threats on Group and Team effectiveness

Include groupthink and social loafing.

Equity Sensitivity

Individual difference in equity.

Groups

Individual goals, one leader, individual accountability, discuss decide and then delegate (what decisions should be made, then people go off and do their own work), run efficient meetings, measure effectiveness of the group indirectly by their influence on others, purpose is the same as the organization.

Strategic Relevance

Individual standards directly relate to strategic goals.

Alliance Partners:

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

Emotional Stability:

Individuals with high levels of emotional stability tend to be more relaxed, secure, unworried, and are less likely to experience negative emotions under pressure.

Match Tactics to Influence Outcomes

Influence tactics can be learned and improved to move: -resistive individuals to compliant individuals -compliant individuals to committed individuals

Tacit Knowledge:

Information gained through experience that is difficult to express and formalize regarding an object, person, situation or decision opportunity.

Explicit Knowledge:

Information that can easily be put into words.

Core Traits Possessed by Leaders

Intelligence Dominance Self-confidence Level of energy and activity Task-relevant knowledge Premise - these leadership traits are not innate, but can be developed through experience and learning

What are the factors affecting the pay mix?

Internal Factors: - Compensation strategy of organization - Worth of job - Employees relative worth - Employers ability to pay External Factors - Conditions of the labor market. - Area pay rates. - Cost of living - Collective bargaining. - Legal requirements.

Internal Equity:

Internal wage relationship among jobs and skill levels

Control vs. commitment:

Is a specific combination of HR practices, work structures, and processes. Control seeks to minimize employee knowledge and skill requirements, and seeks to limit the variability of performance across people. Commitment focuses on developing a firm that identifies with the firm and enhances attachment.

value matrix approach

Is a specific combination of HR practices, work structures, and processes. Focus is on tailoring HR strategies to specific jobs/groups within the firm. Firms distinguish jobs in value and uniqueness.

Job Evaluation

Is administrative procedure used to measure internal job worth

Identify the criteria for a core capability (or resource) to become a source of sustained competitive advantage for an organization.

Is the resource valuable? Is the resource rare? Is the resource inimitable? Are there organizational processes in place to support valued resources?

Apply the four-fifths rule to organizational selection data and use your results to make recommendations to the organization

It is only 60% - because it is less than 80% or less than 4/5th, it shows there is discrimination

Internal Equity

Job Structure: relative pay of jobs (range of pay often expressed by salary grades) • Administrative Tool: job evaluation • Focus of Employee Pay Comparisons: internal equity • Consequences of Equity Perceptions: internal employee movement, cooperation, employee attitudes

Explain the importance of internal fit of a HPWS in supporting (or not) the overall business strategy (external fit)

Jobs are shifting more towards knowledge based jobs are requiring more knowledge and skill to be successful. If the internal fit is benefiting employees, the external fit will be good and the company will have better outcome.

Non-key Jobs

Jobs that are unique to organizations and cannot be directly valued or compared through the use of market surveys

Universalism

Kant's deontological approach that says above all else, respect the dignity of each individual human being, no matter the consequence.

Task roles:

Keep group on track (coordinating, procedural, etc.)

External Equity Factors:

Labor market conditions, area wage rates, cost of living, collective bargaining,

Misdirected Effort

Lack of ability but high motivation; focus on training.

Path goal theory:

Leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction.

Competing values framework:

Looks at Whether an organization focuses its attention on internal dynamics and employees or outward toward its external environment and customers and shareholders and an organizations preference on flexibility and discretion or control and stability.

Porters Strategy Typology:

Low cost strategy, differentiation strategy

Coercive power:

Make threats of punishment and deliver actual punishment

coercive power

Make threats of punishment and deliver actual punishment -Limited in effectiveness and application; can have serious negative side effects -Examples: verbal reprimand, pay cuts, and dismissal

Exchange-

Making explicit or implied promises and trading favors

New Less Adversarial Approaches

Management relations includes increasing worker involvement & participation & reorganizing work to increase flexibility. New approaches to labor relations, referred to as high performance work practices or systems, such as greater employee participation in decisions, employee teams, job rotation, multitasking, & sharing financial gains

Describe the performance management process

Managers ensure that employees' activities and outputs are congruent with organizational goals. Set of processes and managerial behavior that involve defining, monitoring, measuring, evaluating, and providing consequences for performance expectations

What is the relationship between job satisfaction and turnover?

Managers satisfied with their jobs are less likely to quit - Turnover is expensive - Results in loss of experience and knowledge in the organization

diversity and discrimination issues that managers should be aware of throughout the performance appraisal process

Managers should do appraisals systematically and perform the same assessment appropriate for all employees. If an employee does need work on their performance, the manager should make sure it is relevant to their job performance and not any outside factors.

Managerial Resistance

Many managers strongly resist giving up the reins of their power to the self-managed teams because the view them as their subordinates. They see self-managed teams as a threat to their job security.

Pay Policy Line

Mathematical expression that describes the relationship between a jobs pay and its job evaluation points

Meet Expectations:

Meet expectations of employees about what they will receive from the job.

Social Conformity

Members strive so hard to maintain harmony and cohesion that they end up avoiding the discomforts of disagreement

Work

Mental or physical activity that has productive results

Merit Bonus

Merit pay paid in the form of a bonus, instead of a salary increase. - Some organizations provide guidelines regarding percentage of employees who should fall into each performance category.

Merit Pay Plan:

Merit pay programs link performance-appraisal ratings to annual pay increases or merit bonuses. A merit increase grid combines an employee's performance rating with employee's position in a pay range (compa-ratio) to determine the size and frequency of his/her pay increases.

Contingency Models

Models whether or not a manager is an effective leader is the result of the interplay between what the manager is like, what he does, and the situation in which leadership takes place.

Equity:

Monitor employees perceptions of fairness and interact with them so they feel fairly treated.

Teams that make or do things

Most effective when they deal with "critical delivery points."

Individual incentive plans cons

Most jobs have no physical output measure. Many potential administrative problems. Employees may only do what they get paid for. Do not fit in with team approach. May be inconsistent with organizational goals. Some incentive plans reward output over quality or service.

Expectancy theory

Motivation equals Expectancy (E) Instrumentality (I) Valence Expectancy: the subjective perception that by exerting effort one can reach a performance goal Instrumentality: the belief that a reward will be received if a specific goal is achieved Valence: the value the individual places on the reward he/she will receive if the goal is met

Mclellands acquired needs theory:

Need for achievement, need for affiliation, need for power.

Causes of Job Satisfaction:

Need fulfillment, meet expectations, value attainment, equity, disposition/genetic components.

Alderfer's ERG Theory

Needs: - Existence- Material needs (food, water, air, pay) - Relatedness- Interpersonal relationships - Growth- Personal development

Prescriptive Norms

Norms that dictate what should be done.

Labor Relations in the Private Sector

Not regulated by the government

legitimate power

Obtain compliance because of formal authority

Legitimate power:

Obtain compliance because of formal authority.

Reward Power:

Obtain compliance by providing or granting rewards

reward power

Obtain compliance by providing or granting rewards

Psychological empowerment:

Occurs when employees feel a sense of meaning, competence, self-determination, and impact at work.

Psychological Empowerment

Occurs when employees feel a sense of: -meaning -competence -self-determination -impact at work (related to self-efficacy)

Criterion Contamination

Occurs when performance capability is reduced by external factors. Focus on minimizing this.

Criterion Deficiency

Occurs when standards don't capture all of an individual's contributions. Focus on minimizing this.

Job Ranking System

Oldest system of job evaluation by which jobs are arrayed on the basis of their relative worth. Disadvantages: - Does not provide a precise measure of each job's worth. - Final job rankings indicate the relative importance of jobs, not the extent of differences between jobs. - Method can used to consider only a reasonably small number of jobs.

What is the Expectancy Theory?

One of the best diagnostic theories for motivation.

Stock Purchase

Opportunities for executives to purchase shares of their organizations stock valued at full market or a discount price, often with the organization providing financial assistance.

Explain the key purposes of performance appraisal in organizations

Organization gets information on how well an employee is doing on the job. Performance appraisals are key to evaluating how employees are doing in an organization.

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

Organization is grouping newcomers and exposing them to a common set of experiences. Individual is treating each newcomer individually and exposing him or her to more or less unique experience

Define the concept of organizational culture

Organizational culture is defined as "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".

Describe the relationship between organizational culture and the following outcomes: organizational effectiveness, job satisfaction, organizational commitment, innovation, financial performance

Organizational culture is related to measure of organizational effectiveness, employees are more satisfied and committed to organizations with clan cultures, innovation and quality can be increased by building characteristics associated with clan, adhocracy, and market cultures into the organization, an organization's financial performance is not strongly related to organizational culture, companies with market cultures tend to have more positive organizational outcomes.

Basic Underlying Assumptions:

Organizational values that have become so take for granted over time that they become assumptions that guide organizational behavior.

Ability to Pay

Outcome-oriented contracts contribute to higher compensation costs because of the risk premium

Personality Traits

Particular tendencies to feel, think, and act in certain ways that can be used to describe the personality of every individual - Manager's personalities influence their behavior and approach to managing people and resources

External Equity

Pay Level: average pay, including wages, salaries and bonuses • Administrative Tool: market pay surveys • Focus of Employee Pay Comparisons: external equity • Consequences of Equity Perceptions: external employee movement, labor costs, employee attitudes

Red Circle Rates

Payment rates above the maximum of the pay range

Expectancy theory:

People are motivated to behave in ways that produce desired combinations of expected outcomes.

The Bucket Analogy

People are optimally motivated when their "bucket" is full.

Social Learning Theory

People can learn new information and behaviors by watching other people. - Known as observational learning or modeling.

Innocent Bystander

People in a group often feel diffusion of responsibility because other are available to act

Procedural:

Perceived fairness of the process and procedures used to make allocation decisions.

outcomes through empowerment

Performance Organizational Citizenship Behavior Job Satisfaction Turnover Intentions Reduced Stress

Managing

Performing functions associated with planning, investigating, organizing, and control -Implement the vision and strategic plan of an organization

Storming

Period of high emotion and tension among the members, member expectations are clarified

Maslow's Hierarchy of needs

Physiological, Safety, Love, Esteem, Self Actualization

Postive Reinforcement

Pleasant consequence, consequence added - Increase frequency of a desired behavior

Extinction

Pleasant consequence, consequence removed - Reduce frequency of an undesired behavior

Norming:

Power struggles are resolved, group becomes cohesive, increased member interaction to work on tasks to overcome conflict.

What criterion-related validity is superior? Why?

Predictive validation is superior to concurrent validation for three reasons: (a) job applicants are typically more motivated to perform well on the tests than are current employees (b) current employees have learned many things on the job that applicants have not yet learned (c) current employees tend to be homogeneous.

Choking

Pressure of others can lead to performance decrement. (particularly likely when people are not experts at the task)

Goal Incongruence

Principals and agents may have different goals

Information Asymmetry

Principals may have less than perfect information on the degree to which the agent is pursuing and achieving the principal's goals

Benchmarking :

Procedure by which an organization compares its own practices against the competition

Social Perceptions

Process of interpreting information about another person Influenced by: - Characteristics of the perceiver - Characteristics of the target - Characteristics of the situation

Product Market vs. Labor Market Comparisons

Product Market comparisons will be more important when: - Labor costs represent a large share of total costs. - Product Demand is elastic. - The supply of labor is inelastic. - Employee skills are specific to the product market. Labor-market comparisons will be more important when: - Attracting and retaining employees is difficult. - Costs of recruiting are high.

Organizational & Personal Pride

Productive: "Around here, it's a tradition for people to stand up for others who are unfairly criticized." Unproductive: "In our team, it is everyone for herself."

Teamwork

Productive: "Around here, people are good listeners and actively seek out the ideas and opinions of others" Unproductive: "In our team, it's dog-eat-dog and promoted yourself"

Leadership

Productive: "Around here, people respect leaders and seek to take leadership roles" Unproductive: "In our team, everybody avoids the burden of leadership"

Performance Excellence

Productive: "In our team, people always try to improve, even when they are doing well" Unproductive: "Around here, there's no point in trying harder, nobody else does"

Productivity

Productive: "In our team, people are continually on the lookout for better ways of doing things" Unproductive: "Around here, people tend to hang on to old ways of doing things even after they have outlived their usefulness"

Straight Talk

Productive: "In this team, people say what they mean and mean what they say" Unproductive: "Around here, if you use enough business jargon, you can BS your way through anything"

Punctuality

Productive: "To be on time is to be late; to be early is to be on time" Unproductive: "Don't worry about showing up on time, nothing ever gets accomplished in the first 10 minutes anyway"

Outcome Uncertainty

Profit is an example of an outcome. Agents are less willing to have their pay linked to profits to the extent that there is a risk of low profits. They would therefore prefer a behavior-oriented contract.

Gainsharing Plans

Programs under which both employees and the organization share the financial gains according to a predetermined formula that reflects improved productivity and profitability.

The Civil Rights Act of 1964

Prohibited discrimination based on sex, race, color, religion, and national origin. Title VII applies to employment. It established the EEOC and applies to companies with more than 15 employees.

The Americans with Disabilities Act of 1990

Prohibits discrimination against individuals with disabilities who are able to perform the essential functions of the job with or without reasonable accommodation.

The Civil Rights Act of 1991

Protects individuals from discrimination based on race, color, sex, religion and national origin. The 1991 act differs from the 1964 act in three areas: 1. It establishes employers' explicit obligation to establish neutral-appearing selection method. 2. It allows a jury to decide punitive damages. 3. It explicitly prohibits the granting of preferential treatment to minority groups. - Most litigation is based on gender and race.

Market Pay Surveys

Provide information about the external worth of jobs by seeking info on the wages other employers pay in the organizations relevant labor market

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

Provides a practical way for managers to understand, measure, and change organizational culture. Originally developed to classify different ways to asses organizational effectiveness.

Equal Pay act of 1963:

Public policy that advocates remedies for any undervaluation of women's jobs that are of equal content and value.

Transformational Leadership:

Pursue organizational goals over self-interests by using leader behaviors that appeal to followers' self-concepts such as values, motives, and personal identity.

Two major types of sexual harassment under title 7 Civil rights act

Quid Pro Quo and Hostile Work Environment

methods raters can use to improve subjective performance appraisals

Raters can establish an appraisal plan, perform rater error training, make feedback skills training mandatory, do frame of reference or rater accuracy training, and calibration meetings.

Discuss the purpose of the Uniform Guidelines on Employee Selection Procedures, including where the guidelines are applicable and how organizations should use them

Recommends that an employer be able to demonstrate that selection procedures are valid in predicting or measuring performance in a particular job. "Eye color" for models but management positions would not require this

Personal appeals-

Referring to friendship and loyalty when making a request

Distributive:

Reflects the perceived fairness of how resources and rewards are distributed or allocated.

Framing Bias:

Relates to the manner in which a question posed or framed.

Physical Ability Tests

Relevant for predicting job performance, occupational injuries and disabilities. - muscular tension, power, and endurance - cardiovascular endurance - flexibility - balance - coordination

The Family Medical Leave Act of 1993

Requires employers to provide employees up to 12 weeks of unpaid leave and hold their job in case of birth or adoption, care for sick relative (spouse, child, or parent), and care for own serious health problems. This applies only to businesses with 50 or more employees and the top 10% highly paid employees are exempt and you must have worked for over 1 year to be eligible.

Small Groups

Research shows that people tend to work better in _________.

Individual Reactions to Power

Resistance Compliance Commitment

Employee's Relative Worth

Rewarding individual employee performance

Scanion Plan

Rewards come from employee participation in improving productivity and reducing costs

Hybrid rewards

Rewards that include team and individual components. Held member accountable both as individuals and as a team. This has helped reduce social loafing.

Good Goals are SMART:

S- Specific, M- Measurable A- Attainable R- Relevant T- Time-Bound

Hygiene Factors (Herzberg)

Salary, working conditions, interpersonal relations (extrinsic). - Associated with dissatisfaction caused by discomfort or pain

Freud

Says that a person's organizational life was founded on the compulsion to work and the power of love. -Much of human motivation is unconscious by nature.

Max Webber

Says that the meaning of work lay not in the work itself but in it's deeper potential for contributing to a person's ultimate salvation.

Environmental Factors

Scarce resources, uncertainty, degree to which competition is present

coalition

Seeks aid of others to persuade you

Consultation

Seeks participation/support/assistance

Ingratiation

Seeks to get you to view him/her favorably

importance of reliability in choosing and using selection devices

Selection devices are measures of KSA's. To be useful, measures should be reliable. Reliability provides a correlation coefficient and test-retest reliability to a company's decision-making process.

Impact Ratio=

Selection rate of group with lower SR/ Selection Rate of group with higher SR, where Selection rate is total hired/ total applied for each group.

Upper echelons

Self-managed teams at the top of the organization or top-level executive teams

Directive Behaviors

Setting goals, assigning tasks, showing subordinates how to complete tasks, and taking concrete steps to improve performance.

Hostile Work Environment:

Sexual harassment that is peer to peer

Quid Pro Quo:

Sexual harassment that is superior to subordinate relationship

Effective Structural Empowerment

Shared with those who are competent to do what is necessary Pitfalls: -Empowerment is not a zero-sum game -Empowerment is a matter of degree not an either-or proposition

Ringelmann Effect

Situation in which some people do not work as hard in groups a they do individually

Equity Judgments

Social comparisons by which people compare their job inputs (time, expertise) and outcomes (pay, recognition)

Benefits of Goal Setting:

Specific and difficult goals can result in higher performance. However you need the resources and commitment to attain goals in addition to feedback.

Reliability (Consistency)

Standards are quantifiable, measurable, and stable.

employment-at-will

State that either party in the employment relationship can terminate that relationship at any time, regardless of cause. Important to employers and employees because they can be fired/quit at any point of time without cause.

1. clarify interests 2. identify options 3. design alternative deal packages 4. select a deal 5. perfect the deal

Steps of added value negotiation

Stock Grants

Stock given to employees as compensation/part of compensation Executive Benefits Health insurance, life insurance, retirement plans, paid vacations, payment of mortgage interest Executive Perquisites/Perks

Explain how stock options work as a component of executive compensation

Stock options are considered a form of executive compensation due to the opportunity to receive a price advantage on a companies offering that would otherwise be unavailable to individuals outside the company or non-vested employees. Considered a perk/benefit for time spent working with organization.

Match the four types of workers to their correct location along the human capital architecture

Strategic knowledge: top right, high value and high uniqueness Core: bottom right, high value and low uniqueness Supporting labor: bottom left, low value and low uniqueness Complementary/Alliance partners: top left, low value and high uniqueness

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

Strategic knowledge: unique skills directly linked to the company's strategy Core: skills to perform a predefined job that are valuable but not difficult to replace Supporting labor: workers whose skills are of less strategic value and easily available on market Complementary/Alliance partners: individuals and groups with unique skills that don't necessarily contribute to company's strategy

inputs

Structural Empowerment Individual Differences Job Characteristics Managerial Support Leadership Organizational Support

Goal Setting Theory:

Successful people are all goal oriented, goal setting helps individuals, teams, and organizations achieve success.

Role Theory

Suggests that stress can results from role ambiguity or role conflict

Transactional Theory of Stress

Suggests the negative effects of stress are an interaction between the person and the environment. - Different people find different things stressful.

bona fide occupational qualification and how it can be used as a legal defense.

Suitable defense against a discrimination charge only where membership in a protected class is an actual qualification for performing the job (example: age for a pilot)

What is the link between organizations culture and employee ethical behavior?

Supervisors & top mangers = role models for ethical behavior - Open to discuss ethical issues - Promote ethical norms - Institute philosophy that ethical behavior makes good business sense - Communicate that rationalizations for unethical behavior will not be tolerated - Create trust

Progressive Discipline

System that most companies use for punishment that increases in severity with the number of times the punishment is administered.

negative reinforcement

Taking away an unpleasant stimulus when a desired behavior occurs

Preventative Measures for Groupthink

Teams charged with creativity or developing new ideas should first brainstorm individually. Members can then come together and critique alternatives as a group.

Skills Required in Teams

Technical/functional knowledge, problem solving skills, interpersonal/social skills.

Conscientiousness:

Tendency to be careful, scrupulous, and persevering, has the strongest effect on job performance and job satisfaction.

Neuroticism:

Tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others.

Extraversion

Tendency to experience positive emotions and moods and feel good about oneself and the rest of the world - High- managers tend to be sociable, affectionate, outgoing and friendly - Low- managers tend to be less inclined toward social interaction and have a less positive outlook

Agreeableness:

Tendency to get along well with others, good in groups. However, high scorers on agreeableness are not the best managers.

Describe important ethical considerations in using the different selection devices

Tests should be applied systematically to all applicants so as not to single anyone out and make them feel exempt.

Ethical Intensity

The "moral intensity" of an ethical decision that can impact outcomes

Reward Power

The ability of a manager to give or withhold tangible and intangible rewards

Moral Imagination

The ability to: 1) Step out of your situation and see the possible ethical problems 2) Imagine other possibilities 3) Evaluate the ethics of the other possibilities.

Legitimate Power

The authority that a manager has by virtue of his or her position in the firm.

Organizational Commitment

The collection of feelings and beliefs that managers have about their organization as a whole

Self Efficacy/Self-esteem

The degree to which people feel good about themselves and their capabilities - High self-esteem causes a person to feel competent, deserving and capable. - Important for managers/leaders because it facilitates setting and keep goals and high standards - Persons with low self-esteem have poor opinions of themselves and are unsure about their capabilities.

Communication

The effect of this impacts employees perceptions of equity. - Managers must be prepared to explain why the pay structure is designed the way it is and to judge whether changes should be made to the structure.

Pay-for-Performance and Expectancy Theory

The effective communication of pay information together with an organizational environment that elicits employee trust in management can contribute to employees having a more accurate perceptions of their pay, - 1st=high effort will lead to high performance (expectancy) - 2nd = high performance should result in rewards that are appreciated by employees - (Valued)=instrumentality

Organizational Commitment:

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

Describe the overall goal of an organizational selection system

The goal of selection is to maximize "hits" compared to the amount of "misses". In a hit or miss scenario, such as a person hired either succeeding in their job or failing, you want them to succeed, giving you a "hit".

Explain how the components of a high performance work system (HPWS) fit with other systems in the organization (internal fit)

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

What is the relationship between values and ethical workplace?

The individuals influences/values along with the organizations influences create an ethical workplace behavior.

Major Labor-Management Interactions

The labor relations framework incorporates ideas including the role of the environment (competitive challenges), union management, & societal goals, & separation of union- management interactions into categories (union organizing, contract negotiation, contract administration). The model also highlights role that relative bargaining power plays in influencing goals, union-management, interactions, & the degree to which each party achieves its goals.

List and describe the different types of leader behavior, according to the Path Goal Theory

The leadership behaviors that make up the Path-goal theory are path-goal clarifying, achievement oriented, work facilitation, supportive, interaction facilitation, group-oriented decision making, representation and networking, and value based. All of these combined represent the general behaviors of the revised path-goal theory.

Organizational Citizenship behaviors:

The presence of citizenship behaviors in an organization that positively affect the individual and the organization. Related to job satisfaction.

Organizational Socialization:

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

Empowerment

The process of giving employees at all levels in the organization the authority to make decisions, be responsible for their outcomes, improve quality, and cut costs.

Leadership

The process whereby an individual influences a group of individuals to achieve a common goal. -Do not need to have a formal position of authority to be a leader -Leaders deal with the interpersonal aspects of a manager's job -Inspire others -Provide emotional support -Motivate employees to rally around a common goal -Create a vision and strategic plan for an organization

Pay-for-Performance Standard

The standard by which managers tie compensation to employee effort and performance. - Refers to a wide range of compensation options, including merit-based pay, bonuses, salary commissions, job and pay banding, team/group incentives, and various gainsharing programs.

Justice vs. Mercy

The struggle between carrying out justice and demonstrating mercy

goal-directed roles

The task role of initiator, orienter and energizer.

Social loafing:

The tendency for individual effort to decline as group size increases where members produce low quality work causing others to work harder and/or distract other members.

social loafing

The tendency for individual effort to decline as group size increases.

External Locus of Control

The tendency to locate responsibility for one's fate in outside forces and to believe one's own behavior has little impact on outcomes. - Do not try to intervene to change situation or solve problems - Little accountability and sometimes referred to as lazy

Explain the key ways transformational leaders change their subordinates

The way leaders do this is through idealized influence, individualized consideration, and intellectual stimulation to affect outcomes.

Discuss the basic premises of the Path Goal Theory

Theory based on specifying the leader's style or behavior that best fits the employee and work environment in order to achieve a goal. The goal being to increase employees' motivation, empowerment, and satisfaction.

Reinforcement Theory

Theory that states that people are motivated to repeat behavior that gets rewarded.

Characteristics of merit pay plan:

They identify individual differences in performance, which are assumed to reflect differences in ability or motivation. The information on individual performance is collected from the immediate supervisor. Usually pay increases are linked to performance appraisal results. The feedback tends to occur infrequently (formal performance review session). The flow of feedback tends to be unidirectional (from supervisor to subordinate).

The Age Discrimination in Employment Act of 1967

This prohibits discrimination of people over the age of 40, covers companies with 20 or more employees.

Ethical competency

Thoughtful consideration of ethics in each stage of the problem solving process

"Sucker Aversion"

To avoid being taken advantage of, some team members hedge their efforts and wait to see what other members will do.

Define transformational leadership

Transformational leaders transform followers to pursue organizational goals over self-interests.

Conscientiousness shows job performance virtually in all jobs

True

Inspirational appeals-

Trying to build enthusiasm by appealing to others emotions, ideas, or values

Rational persuasion-

Trying to convince someone with reason, logic, or facts

Ideal team size is ____

Under 10 members

Need Fulfillment:

Understanding and meeting employees needs.

Spot Bonus

Unplanned bonus given for employee effort unrelated to an established performance measure.

Referent Power

Using one's personal characteristics and social relationships to obtain compliance Possessed by managers who are likable and whom subordinates wish to use as a role model

Referent power:

Using one's personal characteristics and social relationships to obtain compliance.

utility

Utility is the degree to which information provided by selection methods enhances the effectiveness of selecting personnel. Impacted by reliability, validity, and generalizability.

importance of validity in choosing and using selection devices

Validity provides criterion-related validation, which is broken down into predictive validation and concurrent validation.

Identify the two dimensions along which human capital differs according to the human capital architecture

Value Uniqueness

Valence

Value placed on that future outcome.

Enacted Values:

Values and norms that are actually exhibited or converted into employee behavior.

Measurable Job Outcomes

When outcomes are more measurable, outcome oriented contracts are more likely.

Representative Bias:

When people estimate the probability of an event occurring based on ones impressions of similar events occurring

Risky Shift

Where people in groups tend to be make more extreme decisions than individuals do

Discuss research on the relationship between gender and leadership in organizations

Women use a more democratic or participative style that men in the workplace, while men used more of an autocratic and directive style than women.

WIF

Work Interferences with Family

Adjourning:

Work is finished, group moves on, emphasis on lessons learned.

Motivator Factors (Herzberg)

Work itself, recognition, advancement, responsibility (intrinsic). - Associated with satisfaction of the need for psychological growth

Salary Workers

Work paid according to the number of units produced

Hourly Work

Work paid on an hourly basis

business necessity as a legal defense.

Work-related practice that is necessary to the safe and efficient operation of an organization

Equity

Worker's perceptions of the fairness of outcomes they receive on the job.

Basic steps for affirmative action:

Write equal employment policy, publicize policy, appoint someone to implement the program, survey jobs, develop goals, implement programs to achieve goals, establish audit system, develop support for program.

extinction

a behavior followed by no response, with goal of stopping behavior in the future.

Core self evaluations:

a broad personality trait comprised of four narrow and positive individual traits including: generalized self-efficacy, self esteem, locus of control, emotional stability.

Profit Sharing

a compensation plan in which payments are based on a measure of organization performance (profits) and do not become part of the employees base salary

Eustress

a controlled or productive stress that can give a competitive edge.

Availability Bias

a decision maker's tendency to base decisions on information readily available in memory

Selection Interviews

a dialogue initiated by one or more persons to gather information and evaluate the applicant's qualifications for employment.

interviews

a dialogue initiated by one or more persons to gather information and evaluate the applicant's qualifications for employment. Increase reliability and validity.

Gainsharing

a form of compensation based on group or plant performance (rather than organization-wide profits) that doesn't become part of the employees base salary

Work-Family conflict

a form of inter-role conflict in which pressures from work and family are incompatible

Merit Increase Grid

a grid that combines an employee's performance rating with employee's position in a pay range to determine size and frequency of his or her pay increase

Team

a group of people who are collectively accountable for definable outcomes and have a high degree of interdependence and interaction

Work Team

a group of people with complementary skills who are committed to a common mission, goals, and approach for which they hold themselves accountable. - A task-oriented group. Valuable in performing work that is: - Complicated - Complex - Interrelated - Voluminous

Delphi Technique

a group process that generates anonymous ideas or judgements from physically dispersed experts in multiple rounds of brainstorming

Bona fide occupational qualifications (BFOQ)

a job qualification based on race, sex, religion, etc. that an employer asserts is a necessary qualification for the job... characteristic that is NECESSARY, rather than preferred

Holistic Hunch

a judgement based on the subconscious integration of information stored in memory

Reliability

a measure of the accuracy of a test or measuring instrument - getting the same results consistently

Job Evaluation

a method for matching a salary with a job; administrative procedure used to measure internal job worth

Criterion-related validation:

a method of establishing validity of a personnel selection method by showing a substantial correlation between test scores and job performance.

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.

Groupthink

a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when members strivings for unanimity override their motivation to realistically appraise alternative courses of action

Customer

a performance appraisal that, like a team appraisal, is based on TQM concepts and seeks evaluation from both external and internal customers

Ethical Commitment

a person's level of dedication or desire to do what is right even in the face of potentially harmful negative repercussions.

Self-Efficacy

a personal assessment of how well one can execute actions necessary to handle a situation.

Machiavellianism

a personality characteristic indicating a willingness to do whatever it takes to get one's own way - It is better to be feared than loved; the end justifies the means; more likely to engage in ethically questionable behavior

Self-Monitoring

a personality characteristic that makes an individual pay closer attention to a social situation so that they can change their behaviors to fit that situation. - Positive individuals tendency to accentuate the positive aspects of herself and the world around them - Negative individuals tendency to accentuate the negative aspects of herself and the world around them

Assessment Center

a process in which multiple raters evaluate employees' performance on exercises

Performance Feedback

a process that is complex and provokes anxiety for both the manager and the employee. If employees are not made aware of how their performance is not meeting expectations, their performance will almost certainly not improve and may get worse. Effective managers provide specific performance feedback in a way that elicits positive behavioral responses.

Leadership

a process whereby an individual influences a group of individuals to achieve a common goal

Point system:

a quantitative job evaluation procedure that determines the relative value of a job by the total points assigned to it.

Horns effect

a rating error in which an appraiser's evaluation of an employee is biased/skewed because of the appraiser's overall impression of the employee as bad

Halo effect:

a rating error in which an appraiser's evaluation of an employee is biased/skewed because of the appraiser's overall impression of the employee as good

Contrast effects

a rating error in which an employee's evaluation is biased either upward or downward because of comparison with another employee just previously evaluated

Leniency

a rating error in which the appraiser tends to give all employees unusually high ratings

Strictness:

a rating error in which the appraiser tends to give all employees unusually low ratings

Central tendency

a rating of error in which all employees are rated about average

Reinforcement theory:

a response followed by a reward is more likely to occur again in the future. Pay-for-performance: When high employee performance is followed by reward (monetary or nonmonetary), the behaviors that warranted the reward are more likely to recur. Important element of this theory is the actual experience of the reward

Group roles:

a set of expected behaviors for a particular position and the group as a whole where people often play multiple roles.

Role

a set of expected behaviors for a particular position, and a group role is a set of expected behaviors for members of the group as a whole. Two types of roles include task and maintenance

Burnout

a syndrome resulting from prolonged stress and depletion of resources

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

Cognitive Ability Tests:

abilities involving thinking, perception, memory, reasoning, verbal ability, mathematical ability, and expression of ideas.

Cognitive Ability Tests

abilities involving thinking, perception, memory, reasoning, verbal ability, mathematical ability, and expression of ideas. Most show adverse impact. Valid for most jobs, but more valid for medium and high complexity jobs

Coercive Power

ability to make threats of punishment and deliver actual punishment

Ethical consciousness

ability to understand the ramifications of choosing less ethical courses of action

Executive Pay

accounts for a small proportion of labor costs. - Executives have a disproportionate ability to influence organizational performance. - Issues include not only how much executives are paid but how they are paid.

setting challenging goals, emphasizing excellence, and demonstrating confidence in employees' abilities

achievement-oriented leader behaviors

Development

acquisition of knowledge, skills, & behavior that improve employees ability to meet the challenges of future jobs

Task Functions

activities that are directly related to the effective completion of the team's work.

Interpersonal or Maintenance Functions

activities that are essential to the effective, satisfying interpersonal relationships within a group or team

punishment

adding an unpleasant consequence as a response to a person's behavior, with the goal of stopping behavior in the future

Bonus:

addition to the base pay someone is already receiving

Integrity

adherence to an ethical code or standard

has an external focus and values flexibility in the competing values framework

adhocracy culture

a greater pool of knowledge, different approaches to a problem, greater commitment to a decision, better understanding of decision rationale, and more visible role modeling

advantages of group decision making

Legality

all selection methods must conform to existing laws and legal precedents. Three acts: Civil Rights act of 1991 and 1964, Age Discrimination in Employment Act of 1967, Americans with Disabilities Act of 1991

2-way Linkage

allows for consideration of HR issues during the strategy formulation process

Type A Personality

ambitious, rigidly organized, highly status-conscious, sensitive, impatient, take on more than they can handle, want other people to get to the point, anxious, proactive, and concerned with time management.

Risk Aversion

among agents makes outcome-oriented contracts less likely.

Labor-Market Competition

amount an organization must pay to compete against other organizations that hire similar employees. - Unless higher labor costs are offset by higher worker productivity or desirable product features that allow a higher product price, it will be difficult to sustain relatively high costs in a competitive product market.

Control

amount of autonomy and discretion a person has on the job - Research shows stress is highest when demands are high while control is low.

Position Power

amount of legitimate, reward, and coercive power that a leader has by virtue of his or her position in an organization

Application Banks

an approach to collecting data on an applicant by having them fill out an application with blanks and scoring them according to the "best response".

Norms

an attitude, opinion, feeling or action shared by 2 or more people that guides behavior

Similar to me

an error in which an appraiser inflates the evaluation of an employee because of a mutual personal connection

Civil Rights Act of 1991 and 1964

an extension of the Civil Rights Act of 1964, protects individuals from discrimination based on race, color, sex, religion, and national origin with respect to hiring as well as compensation and working conditions.

Invulnerability

an illusion that the group cannot make a mistake breeds excessive optimism and risk taking

Raise:

an increase in an employee's base salary paid annually as a result of high performance and supervisor performance rating.

Compa-ratio

an index of the correspondence between actual and intended pay.

happens when decision makers are influenced by the first information received about a decision, even if it's irrelevant

anchoring bias

occurs before an individual actually joins an organization

anticipatory socialization

Three phase model of socialization:

anticipatory socialization, encounter, change and acquisition.

Age Discrimination in Employment Act of 1967

any neutral-appearing practice happens to have adverse impact on those over 40, the burden of proof shifts to the employer, who must show business necessity to avoid a guilty.

Job Evaluators

apply a weighting scheme to account for differing importance of compensable factors to the organization.

Self:

appraisal done by the employee being evaluated, generally on an appraisal form completed by the employee prior to the performance interview

Decision Suport System (DSS)

are computer-based interactive systems that help decision maker to use data and models to solve unstructured problems

Traumatic Events

are relatively rare but significant situations that cause stress - divorce, death, job layoff

consist of the physical manifestation of an organization's culture

artifacts

Levels of Organizational culture:

artifacts, espoused values, basic underlying assumptions.

Future-oriented Questions

ask what the person is likely to do when confronting a certain hypothetical situation in the future.

Honesty Tests:

assess the likelihood that employees will steal, cannot use polygraph tests for private companies.

Formal Group

assigned by an organization or its managers to accomplish specific goals

Inherent Morality

assuming the group is highly moral encourages members to ignore ethical implications

Pay Policies

attached to jobs, not individuals.

Work-sample tests

attempt to simulate the job in a pre-hiring context to observe how the applicant performs.

Behavioral approach

attempts to define the behaviors an employee must exhibit to be effective on the job. Critical incidents approach requires managers to keep record of specific examples of effective and ineffective performance. BARS & BOS.

Trait

attempts to identify personality characteristics or interpersonal attributes that can be used to differentiate leaders from followers

Trait Approach Theories

attempts to identify personality characteristics or interpersonal attributes that differentiate leaders from followers

Behavior

attempts to identify the unique behaviors displayed by effective leaders

influenced heavily by media; readily available in memory

availability bias

Pay Level

average pay, including wages, salaries & bonuses.

conflict handling style with a low concern for self and others

avoiding

Salary:

base of pay someone is already receiving

Honesty Tests

based on characteristics of the "typical" employee-thief, treat integrity as an aspect of personality, questions are usually embedded in a personality inventory and are less obviously a measure of integrity

Contingency

based on the premise that a leader's effectiveness is contingent on the extent to which a leader's style fits or matches

Contingency Theory

based on the premise that a leader's effectiveness is contingent on the extent to which a leader's style fits or matches characteristics of the situation at hand -Belief that leaders have one dominant or natural leadership style that is resistant to change

organizational values that have been so taken for granted over time that they become assumptions that guide organizational behavior

basic underlying assumptions

Peer Pressure

be careful when the loyalty of dissenters is questioned

Fiedler's Contingency Theory

because its based on the premise that a leader's effectiveness is contingent on the extent to which the leader's style matches characteristics of the situation at hand -leader-member relations -task structure -position power

Intellectual Stimulation

behavior encourages employees to question the status quo and to seek innovative and creative solutions to organizational problems

attempts to identify the unique behaviors displayed by effective leaders

behavior leadership theory

External Locus of Control

belief that sources outside you control your environment -Ex: fate, luck, other people

Internal Locus of Control

belief that you control your own environment - In general, having an internal locus of control is helpful - you believe you can make a difference so you take action!

Key Jobs

benchmark jobs that have relatively stable content and are common to many organizations so that market-pay survey data can be obtained.

Key Jobs

benchmark jobs, used in pay surveys, that have relatively stable content and are common to many organizations

Behavioral interview:

best predictor of future behavior is past behavior

represents the notion that decision makers are "bounded" or restricted by a variety of constraints when making decisions

bounded rationality

used to help groups generate multiple ideas and alternatives for solving problems

brainstorming

Creativity

bringing new ideas into existence

How can agency costs be minimized?

by principal choosing a contracting scheme that aligns agent's interests with principal's interests.

Halo Effect PR

can make a bad employee seem good overall, despite only doing one good thing

The Age Discrimination in Employment Act of 1967:

cannot discriminate against people 40 years and older

Personality Inventories:

categorize individuals by personality characteristics

Personality Inventories:

categorizes individuals by personality characteristics.

Similar to me error PR

causes an appraiser to give more positive ratings due to their similarity to the person being evaluated.

Concept of business necessity as a legal defense

certain characteristics that may not be best for a certain job. For example, a pilot may not have attention deficit disorder because it risks many lives.

Clan Culture

characterized by having an internal focus and valuing flexibility. This type of organization encourages collaboration between employees and is committed to having a cohesive work group and high job satisfaction

has an internal focus and values flexibility rather than stability and control in the competing values framework

clan culture

Path Goal Clarifying Behaviors

clarifying employee's performance goals, providing guidance on how employees can complete tasks, clarifying performance standards and expectations

influence tactic that gets other to support your efforts to persuade someone

coalition tactics

making threats of punishment and/or delivering actual punishment

coercive power

Broadbanding:

collapses many traditional salary grades into a few wide salary bands.

Merit Increase Grid

combines an employee's performance rating with employee's position in a pay range to determine size and frequency of his or her pay increases.

Referent Power

comes into play when our personal characteristics and social relationships are the reason for others' compliance

Daily Hassles

common and relatively minor annoyances and obstacles that also cause stress - traffic jams, computer problems, interruptions

- incompatible personalities or value systems - overlapping or unclear job boundaries - competition for limited resources - unreasonable or unclear policies, standards or rules - organizational complexity (conflict tends to increase as the number of heirarchical layers and specialized tasks increase) - interdependent tasks (e.g. one person cannot complete his or her assignment until others have completed their work) - inadequate communication - interdepartmental/intergroup communication - unreasonable deadlines or extreme time pressure - decision making by consensus (dissenters may feel coerced) - collective decision making (the greater the number of people participating in a decision, the greater the potential for conflict) - unmet expectations (employees who have unrealistic expectations about job assignments, pay, or promotions are more prone to conflict)

common causes of conflict

Functional Conflict

commonly referred to as constructive or cooperative conflict, is characterized by consultative interactions, a focus on the issues, mutual respect, useful give and take

Organizational systems and procedures

companies are increasingly using electronic networks as a tool

Comparative approach:

compares performance with others

Comparative Approach

compares performance with others.

Comparative approach

compares performance with others. Forced distribution ranks employees in groups, certain percentage goes into each category. Requires the rater to compare an individual's performance with that of others. Helps reduce leniency, central tendency, and strictness.

Benchmarking

comparing an organizations practices against those of the competition

Salary

compensation is computed on the basis of weekly, biweekly, or monthly pay periods

Salary Work:

compensation is computed on the basis of weekly, biweekly, or monthly pay periods

practical way for managers to understand, measure and change organizational culture

competing values framework

Affirmative Action

conceived as a way of taking extra effort to attract and retain minority employees

Values

concepts or beliefs that pertain to desirable end states, transcend situations, guide selection of behavior and are ordered by relative importance

Task structure

concerned with the amount of structure contained within tasks performed by the work group. Ex. Managerial job contains less structure than a bank teller

Quantitative Ability

concerns the speed and accuracy at which one can solve arithmetic problems.

subconsciously deciding something before investigating why it's the right decision; seeks information supporting the decision you're already set on

confirmation bias

8 Common decision making biases:

confirmation bias, overconfidence bias, availability bias, representativeness bias, anchoring bias, hindsight bias, framing bias, escalation of commitment bias.

occurs when one party perceives that its interest are being opposed or negatively affected by another party

conflict

member's interactions aimed at working through task and interpersonal disagreements

conflict processes

Situational Interview

confronts applicants on specific issues, questions, or problems likely to arise on the job. Situational interviews consist of: - experience-based questions - future-oriented questions -- Motivating employees -- Resolving conflict -- Overcoming resistance to change, etc.

Fiedler's Model

- Effective leadership is contingent on both the characteristics of the leader and of the situation. - Leader style is a manager's characteristic approach to leadership

Classical/Tayloristic Approach

- Emphasis on work simplification - Divided work into a small number of simple, repetitive, and standardized tasks

What are some possible stakeholders?

- Employees - Stockholders - Customers - Community

Nonexempt Employees

- Employees covered by the overtime provisions of the Fair Labor Standards Act. - They must be paid time and one-half their regular pay for all work performed after forty regular hours of work in a workweek.

What is the main cause of job satisfaction?

- Employees may hold different attitudes toward various aspects of the job. (Pay, the work, coworkers, supervision, promotion opportunities)

Exempt Employees

- Employees who are not covered in the overtime provisions of the Fair Labor Standards Act. - Managers, supervisors, and white-collar professional employees are exempted on the basis of their exercise of independent judgment and other criteria.

What are the Wage-Mix internal factors?

- Employers Compensation Strategy - Worth of a Job - Employees Relative Worth - Employers Ability-to-Pay

Collective Bargaining

- Escalator clauses in labor agreements provide for quarterly upward cost-of-living (COLA) wage adjustments for inflation to protect employees' purchasing power. - Unions bargain for real wage increases that raise the standard of living for their members. - Real wages are increases larger than rises in the consumer price index; that is, the real earning power of wages.

Perceptual Factors

- Exert their influence when people have different images or interpretations of the same thing - Each person selects the data that supports their POV & devalues information that does not support it

"Process" of motivation theories

- Expectancy theory - Operant Conditioning - Goal Setting

What are the big 5 personality traits?

- Extraversion - Negative Affectivity - Agreeableness - Conscientiousness - Openness to Experience

What are the wage laws?

- Fair Labor Standards Act (FLSA) of 1938 - Davis-Bacon Act - Walsh-Healy Public Contracts Act

EEO- Trends

- Female-to-male median earnings was 0.81, ratio of Black-to-White earnings was .78 and Hispanic-Latino-to-White earnings was .72. - Women increased to 47% of all employees in 2013. - Asian Americans earn 16% more than Whites. - Between 1960 and 2013, whites decreased from 90% to 81% of all employees.

What are some ways to help managing time?

- First be effective, then be efficient - Start with written goals - Follow the 80/20 rule --20% of the work produces 80% of the value - Use the time management matrix - Learn to say no - Plan the work, then work the plan - Make good lists for effective prioritization -- ABC Method

What are the criticisms of merit pay?

- Focus on merit pay discourages teamwork. - Measurement of performance is unfair and inaccurate. - Too much emphasis on individual performance - Merit pay does not really exist - high performers paid more than marginal and poor performers

Performance Evaluation

- Focusing on outcomes only can encourage unethical behavior - Tolerating unethical behavior in employees sends a bad message - Give employees a "voice" in their evaluation to increase fairness perceptions

When should you meet virtually or electronically?

- Generating new ideas - When the goal is fact finding or solving problems with one right answer - Gathering preliminary information - Keeping members informed between meetings - When the goal is to reduce status effect or groupthink

When is the increase in productivity gained?

- Greater output is obtained with less or equal input. - Equal production output is obtained with less input.

Group Incentives and Team Awards

- Group incentives measure performance in physical output. - Team award plans may use a broader range of performance measures. - Individual competition may be replaced by competition between groups or teams. - Risks not recognizing differences in individual performance

How does the moods of leaders affect emotional intelligence and leadership?

- Groups whose leaders experienced positive moods had better coordination. - Groups whose leaders experienced negative moods exerted more effort.

Emotional Intelligence

- Helps leaders develop a vision for their firm. - Helps motivate subordinates to commit to the vision. - Energizes subordinates to work to achieve the vision.

What are the bases of compensation?

- Hourly Work - Piecework - Salary Workers

What are the problems with utilitarianism?

- How do we measure "good"? - What about the rights of the minority?

Job Design

- How tasks/duties are combined to form a job help define an organizations structure. - Usually designed to compliment and support other jobs in the organization. - Jobs differ in many respects, including: - Job scope (narrow or broad definition) - Tasks, duties, and the necessary KSAs

What are some ?'s asked when designing a pay-for-performance program?

- How will performance be measured? - How will monies to be allocated for compensation increases. - Which employees will be eligible? - How will payouts be made? - How often will payouts occur? - How large will the payouts be? - Will employees perceive the rewards as valued?

Behavioral Model

- Identifies the two basic types of behavior that many leaders engaged in to influence their subordinates. - Consideration, initiating structure

Conformity and Obedience

- Individuals often leave decision making to the group and its hierarchy (particularly in crisis and when the individual lacks expertise) - Milgram experiments on obedience to authority.

What are the key diversity issues to consider when motivating employees?

- Inequity motivates people more then equity - Can increase or decrease inputs - Can try to change outcomes - Can distort your own inputs or outcomes - Can distort others inputs or outcomes - Leave the organization - Change referent other

Conflict

- Inevitable part of organizational life - Not always bad, but can be very destructive if left unresolved - Different kinds of conflict - Different styles of conflict resolution - Portion of mangers job is negotiating

What are some task functions?

- Initiating activities - Seeking information - Giving information - Elaborating concepts - Coordinating activities - Summarizing ideas - Testing ideas - Evaluating effectiveness - Diagnosing problems

What are the components of Core Self Evaluations?

- Internal Locus of Control - External Locus of Control - Neuroticism - Self Efficacy/Self-esteem

Conflicts - Market Pay Surveys & Job Evaluation

- Internal data drives up labor costs and create product-market problems. - If external market data are emphasized and a job is paid lower internally, comparisons that employees make internally would result in dissatisfaction. - An organization should consider its strategy, what jobs and/or functions will be critical for success and market-competitive pressures

To increase an interviews utility you?

- Interviews should be structured, standardized, and focused on goals oriented to skills and observable behaviors. - Interviewers should be able to quantitatively rate each interview. - Interviewers should have a structured note-taking system that will aid recall to satisfying ratings.

What are the HRM practice options?

- Job Analysis - Recruitment - Job Design - Selection - Development - Performance Management

Justifications

- Large financial incentives reward superior performance. - Business competition is pressure-filled and demanding. - Good executive talent is in great demand. - Effective executives create shareholder value.

What are the negative effects of conflict?

- Lead to negative emotions - Reduces communication between collages - Cause leaders to avoid participate leadership - Result in negative stereotyping and work group decisions

Transactional Leaders

- Leadership that motivates subordinates by rewarding them for high performance and reprimanding them for low performance. - Contrast with Transformational Leadership

Cost of Living

- Local housing and environmental conditions can cause wide variations in the cost of living for employees. - Inflation can require that compensation rates be adjusted upward periodically to help employees maintain their purchasing power. - Consumer Price Index (CPI)- A Bureau of Labor Statistics measure of the average change in prices over time in a fixed "market basket" of goods and services

What is the relationship between Machiavellianism and ethical workplace behavior?

- Machiavellian employees and managers exhibit a wide range of unethical behaviors that damage the workplace and productivity - Can be ineffective in dispute resolution or compromise - Tend to only contribute to performance as tenure increases - Can detract focus of organizations objectives because they are focused on their own personal agenda - More inclined to steal, sabotage, cheat or lye

"What Motivates" Theories

- Maslow's Hierarchy of Needs - Alderfer's ERG Theory - McClelland's Need Theory - Herzberg's Two-factor Theory - McGregor's Theory of X and Y - Equity Theory

What does high self-efficacy associate with?

- More motivation - Better performance - Lower stress and burnout

What are people with HIGH equity sensitivity like?

- More outcome-oriented - Want more than others for the same level of input - Value extrinsic outcomes (pay status, fringe benefits)

Why are individual incentives rare?

- Most jobs have no physical output measure. - Many potential administrative problems. - Employees may only do what they get paid for. - Do not fit in with team approach. - May be inconsistent with organizational goals. - Some incentive plans reward output over quality or service.

What are the consequences of Inequity?

- Motivates people more then equity - Can increase or decrease inputs - Can try to change outcomes - Can distort your own inputs or outcomes - Can distort others inputs or outcomes - Leave the organization - Change referent other

Herzberg's Two Factor Theory

- Motivator Factors - Hygiene Factors

Establishing Performance Standards

- Must be based on job-related requirements derived from job analysis and reflected in job description and job specifications. - Help translate an organization's goals and objectives into job requirements that define acceptable and unacceptable performance levels.

Understanding Member Profiles

- Myers-Briggs Type Indicator (MBTI) is a common assessment of one's personality preferences. Can help in teams by: - Identifying sources of conflict - Understanding communication patterns - Distributing work according to preferences

Teams that recommend things

- Need to get off to a fast and constructive start - Need to have a clear charter and include members with the necessary skills and influence

What are the disadvantages for a virtual team?

- Not good for establishing relationships - Hard to deal with sensitive issues - Harder to persuade team to fully commit

What are the three fundamental levels of organizational culture?

- Observable Artifacts - Values - Basic Assumptions

Anticipatory Socialization

- Occurs before an individual joins an organization - Involves the information people learn about different careers, occupations, professions, & organizations

Teams that run things

- Often these are not "teams" but people grouped together - The challenge is recognizing when and where a team is better than individuals.

What are people with LOW equity sensitivity like?

- Pay more attention to their inputs - Are less sensitive to equity issues - Value intrinsic outcomes (feelings of accomplishment)

Globalization, Geographic Region and Pay Structure

- Pay structures differ across countries in level & relative worth of jobs. - Expatriate pay and benefits depend on assignment's nature and length. - Most companies have a policy that provides for pay differentials based on geographic location to prevent inequitable treatment of employees who work in more expensive parts of the country.

What does the Expectancy Theory state?

- People are motivated to work when they believe they can get what they want from their job - Maximize individual utility function - Three main components 1. Valence 2. E-P Expectancy (E1) 3. P-O Expectancy (E2) - Focuses on predicting the level of effort - Peoples beliefs vary on the impact of the components.

Information Processing Bias

- People are remarkably poor at taking the perspective of others - A minority of the group tends to do the majority of talking, leading to uneven communication - People are likely to discuss information they share rather than unique information they might have.

Role Factors

- People believe that their roles w/in an organization are in conflict - "turf" associated w/ their position is being seized

What should you remember to maintain equity?

- Perceptions are important... two people may perceive the same thing differently - Managers should frequently gauge employee perceptions of equity - Treating people equitably does not mean treating them equally.

Process and Context Issues

consider employee participation in decision making and its potential consequences. - Involvement in the design and implementation of pay policies has been linked to higher pay satisfaction and job satisfaction. - Communication is critical since change in any part of the compensation system is likely to give rise to employee concerns. - Changing the way workers are treated may boost productivity more than the way they are paid.

Observable Artifacts

consist of the physical manifestation of an organizations culture... acronyms, manner of dress, awards, myths & stories, published list of values, observable rituals & ceremonies

Individualized Consideration

consists of behaviors that provide support, encouragement, empowerment and coaching to employees

Satisficing

consists of choosing a solution that meets some minimum qualifications and thus is "good enough"

Intuition Model

consists of judgements, insights or decision that "come to mind on their own, without explicit awareness of the evoking cues and of course without explicit evaluation of the validity on those cues"

Basic Assumptions

constitute organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavior- Google's innovative culture

influence tactic that gets other to participate in planning, making decisions, and changes

consultation

the premise that a leader's effectiveness is contingent on the extent to which a leader's style fits or matches characteristics of the situation at hand

contingency theory

Competency Based Pay

covers exempt employees. - Flexibility helps promote lower staffing levels and aids in situations where the manufacturing process demands adaptable and flexible responses

Differentiation strategy:

create value by convincing the market your product is different from all the others.

Low cost strategy:

create value by reducing costs

Concurrent Validation

criterion-related validity study in which a test is administered to all the people currently on the job and then correlating test scores with existing measures of each person's performance

Predictive Validation

criterion-related validity study that seeks to establish an empirical relationship between applicants' test scores and their eventual performance on the job.

Alternation Ranking

crosses off best and worst employees.

Goals of Management

decides to encourage or discourage unionization

entails identifying and choosing alternative solutions that lead to a desired state of affairs

decision making

Generalizability:

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

Generalizability

degree to which the validity of a selection method established in one context extends to other contexts. - The 3 contexts are: 1. different situations (jobs or organizations) 2. different samples of people 3. different time periods

Content validation:

demonstrating that items, questions or problems on a test are representative sample of the situations that occur on the job.

Trait-Based Methods

designed to measure the extent to which an employee posses certain characteristics ( dependability, creativity, leadership, etc.) that are viewed as important for the for the job and the organization in general can be vague and subjective.

Need for affiliation:

desire to maintain social relationships, to be lied and to join groups.

agreement, stronger relationships, and learning

desired outcomes of conflict management

Secondary Appraisal

determine how to respond to the stressor

Focused, Automated Behavior

devising a strategy and then train until it becomes automatic so you dont overthink and choke

Rate Ranges

different employees in same job that may have different pay rates. - A range of rates for each pay grade that may be the same for each grade or proportionately greater for each successive grade.(wage curve)

The design of physical space, work environments, and buildings

different ways to send messages about an organization's culture

Cognitive Ability Test

differentiates individuals based on mental rather than physical capacities

Dysfunctional Conflict

disagreements that threaten or diminish an organizations interests

Disadvantages of merit based pay plans:

discourages teamwork, measuring performance is unfair and inaccurate, too much emphasis on individual performance, money may be inadequate to raise all pay.

Range Spread

distance between minimum & maximum amounts in a pay grade.

- usually involves a single issue - in which one person gains at the expense of another - involves traditional win-lose thinking - win-lose

distributive bargaining

the conflict handling style that combines high concern for self with a low concern for others

dominating

conflict that threatens an organization's interests

dysfunctional conflict

Contrast PR

effect will give someone a false performance rating due to the evaluator being biased from the previous employee's evaluation

Principles of High performance work system:

egalitarianism and engagement, shared information, knowledge development, performance-reward link.

Egalitarianism:

eliminate status and power differences, increase collaboration and teamwork.

helps managers to effectively enact the behaviors associated with transformational leadership

emotional intelligence

External Growth Strategy

emphasis on acquiring vendors and suppliers or buying businesses that allow a company to expand into new markets

Market Survey Approach

emphasizes external comparisons. It bases pay on market surveys that cover as many key jobs as possible.

Biological Data

employed empirically, typically more subjective, based on assumptions that past behavior is the best predictor of future behavior. People are willing to describe their behaviors

Encounter:

employees come to learn what the organization is really like, companies use onboarding programs and training.

Section 7 of the NLRA

employees have the "right to self-organization, to form, join, or assist labor organizations, to bargain collectively through representatives of their own choosing & to engage in other concerted activities for the purpose of collective bargaining

Non-Exempt

employees that are covered under FLSA; includes most hourly jobs

nonexempt

employers must pay them one-and-a-half times their regular rate of pay when they work more than 40 hours in a week.

Workflow and organizational structure

empower employees and increase employee involvement

the extent to which a leader creates perceptions of psychological empowerment in others

empowering leadership

Task Roles

enable the work group to define, clarify and pursue a common purpose

Task Roles

enable the work group to define, clarify and pursue a common purpose. Keep the group on track. The initiator and elaborator. ex: project team member says "what is the real issue here? we dont seem to be getting anywhere."

values and norms that are actually exhibited or converted into employee behavior

enacted values

Ownership

encourages employees to focus on organization's success, but may be less motivational the larger the organization.

Wagner Act of 1935 (NLRA)

enshrined collective bargaining as a the preferred mechanism for settling labor-management disputes

individualized consideration

entails behaviors associated with providing support, encouragement, empowerment, and coaching to all employees (help people develop and grow) -continually cross training

Decision Making

entails identifying and choosing from among alternate solutions that lead to a desired state of affairs

Pay Policy Line

equation that describes the relationship between a job's pay and its job evaluation points

Why does social loafing occur?

equity effect, loss of personal accountability (get lost in the group and let others take charge), motivational loss due to shared rewards (why do more work when you get the same reward as everyone else), coordination loss as more people perform the task

the tendency to stick to an ineffective course of action when it is unlikely that the bad situation can be reserved

escalation of commitment bias

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

espoused values

Fair Labor Standards Act (FLSA) of 1938

established a minimum wage and overtime pay rate. - Minimum wage is $7.25 an hour. It is the lowest amount that employers are legally allowed to pay.

Fair Labor Standards Act of 1938:

established a minimum wage and overtime pay rate. Hourly Work: paid on an hourly basis. Salary Work: compensation is computed on the basis of weekly, biweekly, or monthly pay periods. Minimum wage is $7.25 an hour. It is the lowest hourly amount that employers are legally allowed to pay. Exempt - those employees (executive, professional, administrative and outside sales) not covered by the FLSA and not eligible for overtime pay.

Fair Labor Standards Act of 1938

established minimum wage and overtime pay rate (overtime includes work that an employee is expected to do)

Value-Based Behaviors

establishing a vision, displaying passion for it and supporting it accomplishment, demonstrating self confidence, giving frequent positive feedback

Stage 3

evaluate alternatives and select a solution on several criteria... -Is it ethical? (if not, don't consider it?) -Is it feasible? (if time is an issue, costs are high, resources are limited, new tech is needed, or customers are resistant, for instance then the alternative is not feasible) -Will it remove the causes and solve the problem?

Primary Appraisal

evaluate the potential stressor to determine if it is a threat

Appraisal Politics

evaluators purposefully distorting a rating to achieve goals.

Cause-and-effect diagrams

events or causes that result in undesirable outcomes are identified. Employees try to identify all possible causes of a problem. - The feasibility of the causes is not evaluated, and as a result, cause-and-effect diagrams produce a large list of possible causes.

the process of conscientiously using the best available data and evidence when making managerial decisions

evidence-based decision making

influence tactic making explicit or implied promises and trading favors

exchange

Influence Tactics

exchange, personal appeal, coalition, legitimating, pressure

Disparate Treatment

exists when individuals in similar situations are treated differently based upon race, color, religion, sex, national origin, age, or disability status

Informal Group

exists when the members' overriding purpose in getting together is friendship or a common interest

the "base" of power a person has from valued knowledge or information

expert power

personal power

expert, referent power independent of job or position -foster commitment

Non-Rational Models of Decision Making

explain how managers actually make decisions these models typically build on assumptions that decision making is uncertain, that decision makers do not possess complete information, managers struggle to make optimal decisions

Rational Model of Decision Making

explains how mangers should make decisions -it assumes that managers are completely objective and possess all information for their decisions -4 stages

What is the Equity Theory when it comes to motivating employees through compensation?

explains how people respond to situations in which they feel they have received less (or more) than they deserve. 0 Individuals form a ratio of their inputs to outcomes in their job and then compare the value of that ratio with the value of the ratio for other individuals in similar jobs.

information that can be easily put into words

explicit knowledge

Strategic Congruence

extent to which PMS elicits job performance that is congruent with the organization's strategy, goals, and culture. Strategic congruence emphasizes the need for the performance management system to guide employees in contributing to the organization's success.

Skill Variety-

extent to which the job requires an individual to perform a variety of task that require him or her to use different skills or abilities

Adhocracy Culture

external focus and values flexibility. This type of culture fosters creation of innovative products and services by being adaptable, creative, and fast to respond to changes in the market place. Centralized power and authority would not be effective structures in an adhocracy. These organizations promote creativity, innovation, and knowledge sharing

Neuroticism

extreme selfishness, with a grandiose view of one's own talents and a craving for admiration, as characterizing a personality type

Narcissism

extreme selfishness, with a grandiose view of one's own talents and a craving for admiration, as characterizing a personality type - May tend to take credit for other's work

Performance

f(ability x motivation)

Individual Equity

fairness of your pay compared to others in the organization with the same job

External Pay Equity

fairness of your pay relative to others in the labor market

Internal Pay Equity

fairness of your pay relative to others in the organization in different jobs

One Way Linkage

firms strategic business planning function that develops the strategic plan then informs the HRM function of plan

Internal Growth Strategy

focus on new market and product development, innovation, and joint ventures

person job fit

focus on selecting people for the job who have the KSA's necessary

Agency Theory

focuses on divergent interests and goals of the organization's stakeholders and the ways that compensation can be used to align these interests and goals. - E. L. Thorndike's Law of Effect states that a response followed by a reward is more likely to recur in the future. The implication for compensation management is that high employee performance followed by a monetary reward will make future high performance more likely.

Define servant leadership and understand the characteristics of a servant leader

focuses on increased service to others rather than oneself. Focuses on providing support and growth opportunities to employees. Characteristics include empathy, listening, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to people, and building community.

Servant Leadership

focuses on increased service to others rather than to oneself

Results approach

focuses on managing the objective, measurable results of a job or working group. Management by objectives, productivity measurement and evaluation system (ProMES).

Attribute approach

focuses on the extent to which individuals have certain attributes (characteristic/traits like initiative, leadership, and competitiveness) considered desirable to the company.

Concentration Strategy

focusing on increasing market share, reducing costs, or creating and maintaining a market niche for products and services

Gainsharing:

form of compensation based on group or plant performance rather than organization wide profits that does not become part of the employee's base salary. Means of sharing productivity gains with employees and improves performance.

What are the legal guidelines for appraisals?

- Performance ratings must be job-related - Employees must be given a written copy of their job standards in advance of appraisals - Managers who conduct the appraisal must be able to observe the behavior they are rating - Supervisors must be trained to use the appraisal form correctly - Appraisals should be discussed openly with employees and counseling or corrective guidance offered - An appeals procedure should be established to enable employees to express disagreement with the appraisal

Referent Power

- Power that comes from subordinates and coworkers respect, admiration, and loyalty. - - Possessed by managers who are likable and whom subordinates wish to use as a role model.

Expert Power

- Power that is based on special knowledge, skills, and expertise that the leader possesses. - Tends to be used in a guiding or coaching manner

Craft Approach

- Primary approach pre-Industrial Revolution - Single skilled worker designed and built products one at a time from beginning to end.

Result-Based Methods

- Productivity Measures - Management by Objectives (MBO)

Gainsharing

form of compensation based on group or plant performance rather than organizationwide profits that does not become part of the employee's base salary. - offers a means of sharing productivity gains with employees. - Improves performance

"Abilene Paradox"

form of social conformity related to groupthink. Parable in which four people who do no want to go to Abilene all voluntarily go, simply because they thought that is what everyone else wanted to do.

Formal Statements

formal statements of organizational philosophy, mission, vision, values and materials used for recruiting, selection, and socialization

Programs Recognizing Contribution

- Programs differ by payment method, payout frequency and ways of measuring performance. - Potential consequences include employees' performance motivation and attraction, culture and costs. - Management style and type of work influence whether a pay program fits the situation.

What does the Job Characteristics Model provide?

- Provides a relatively simple model for why some jobs are more motivating than others - Provides ideas for how motivating potential for a job can be increased

What are the 3 theories that help explain compensation effects?

- Reinforcement Theory - Expectancy Theory - Agency Theory

What are the most common sources of conflict?

- Relationship-centered disputes - Task-centered disputes - Informational Factors - Perceptual Factors - Environmental Factors - Mixed motive situation - Zero-sum game

What are individual level outcomes of successful organizational socialization?

- Role clarity - Less stress - Higher level of job satisfaction - Higher performance

What are the advantages for a virtual team?

- Save time and travel - Accommodates personal and professional lives - Brings together people from different locations

Maslow's Hierarchy of Needs

- Self-actualization (self-fulfillment) - Esteem (achievement, self-worth, respect) - Social/Affiliation (friendship, love, belonging) - Safety (security, stability, absence of pain) - Physiological (food, water, air) - Must satisfy lower levels before higher levels become important

Establishing Team Incentive Payments

- Set performance measures upon which incentive payments are based. - Determine the size of the incentive bonus. - Create a payout formula and fully explain to employees how payouts will be distributed.

What are two basic forms of sexual harassment?

- Sexual Harassment - Quid pro quo harassment

What are some perceptual shortcuts individuals use in making judgements about others?

- Social Perceptions - Halo Effect - Contrast Effects - Selective Perception - Stereotyping

Maintenance Roles

foster supportive and constructive interpersonal relationships

manner or framing of products or decisions

framing bias

constructive or cooperative conflict characterized by: - consultative interactions - a focus on the issues - mutual respect - useful give and take

functional conflict

What are some reasons for executive pay criticisms?

- Some executives are very highly paid. - U.S. executives - highest paid in the world. - Ratio of executive pay to average worker pay creates a "trust gap" - workers do not trust executives' intentions and resent their pay.

Improshare

gainsharing based on increases in productivity of the standard hour output of work teams.

How can goal setting be an effective tool for managers?

- Specific, difficult but attainable goals lead to higher performance than no goals or "do your best" goals - Can create a ceiling effect - Can create conditions for game-playing and sub optimization

References:

gather information through other sources

Relationship-centered disputes

- Stem from what has transpired between 2 or more people - Often deteriorate into name-calling, resentment - Sometimes outside of the scope of the manager to mediate - Manager may need to reassign conflicting parties

What are the types of long-term incentive plans?

- Stock Options - Stock Appreciation Rights (SARs) - Stock Purchase - Phantom Stock - Restricted Stocks - Performance Units - Performance Shares

What are the selection process steps?

- Submission or Resume - Completion of Application - Interviews - References and Background Check - Pre-employment tests - Medical Exams/Drug Tests - Hiring Decision

Zero-sum game

- Success of one employee means the failure of another - Can lead to intense conflict

What are some alternative sources of performance appraisal?

- Superior - Peers - Suppliers - Customers - Subordinates - Self - Vendors

The Occupational Safety and Health Act of 1973:

gave employees rights to inspections, explanations, and other various options in the workplace

What are some maintenance functions?

- Supporting others - Following others' leads - Gatekeeping communication - Setting standards - Expressing member feelings - Testing group decisions - Consensus testing - Harmonizing conflict - Reducing tension

Stage 2

generate alternative solutions (both the obvious and the creative) -brainstorming is a common technique -decision makers are encouraged to slow down when making decisions that leads them to identify a broader set of alternatives

Employee Stock Ownership Plans (ESOPs)

give employers certain tax and financial advantages when stock is granted to employees. - can carry significant risk for employees.

Employee stock ownership plans:

give employers certain tax and financial advantages when stock is granted to employees. ESOPs can carry significant risk for employees.

How to provide effective performance feedback:

give feedback frequently, correct context, rate performance, encourage participation, recognize performance through praise, focus on solving problems, feedback for results not person, minimize criticism, agree to specific goals and set progress review date.

Negotiation

give-and-take decision making process between 2 or more parties with different preferences

Employee Stock Ownership Plan (ESOP)

gives employees certain tax and financial advantages when stock is granted to employees

Labor Unions

gives workers formal & independent voice through collective action in setting employment terms & condition

Informational Support

giving information that helps someone else solve a problem

Productivity Measurement and Evaluation System (ProMES)

goal is to motivate employees to higher levels of productivity.

Physical Ability Tests

good predictor of job performance and injury and accidents. If essential to the job and mentioned prominently in the job description, measures muscular power and endurance, cardiovascular endurance, flexibility, balance, coordination. Needed for physically demanding jobs, such as a lifeguard or firefighter.

Equal Employment Opportunity (EEO)

governments attempt to ensure that all individuals have an equal chance for employment, regardless or race, color, religion, sex or national origin

Restricted Stocks

grant of stock or stock units at a reduced price the condition that the stock not be transferred or sold (by risk of forfeiture) before a specified employment date

Stereotyped Views of Opposition

group may underestimate opponents

Pay grades:

grouping jobs of similar worth or content together for a pay administration purposes

a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when members' strivings for unanimity override their motivation to realistically appraise alternative courses of action

groupthink

Integrative Bargaining

has a win win focus; it seeks solutions beneficial to both sides

Dominating Style

have a high concern for self and low concern for others

Broadbanding as it Relates to Compensation?

having extremely wide salary bands -encourages the development of broad employee skills because non-managerial jobs are appropriately valued and skill development is rewarded 100% difference between minimum and maximum salaries

Sense-Making Device

helps employees understand why the organization does what it does and how it intends to accomplish its long term goals - Ex. Southwest educated employees on why they need to turn a plane around in 20mins for the next flight and connects it to the employees pay & bonus achievements

Brainstorming

helps groups generate multiple ideas and alternatives for solving problems

has an internal focus and values stability and control in the competing values framework

hierarchy culture

Explicit rewards, symbols, and promotion criteria

highly visible and meaningful nature

occurs when the knowledge of an outcome influences our belief about the probability that we could have predicted the outcome earlier

hindsight bias

Path Goal Theory

holds that leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction. -Reducing roadblocks that interfere with goal accomplishment -Providing the guidance and support needed by employees -Linking meaningful rewards to goal accomplishment -Leadership effectiveness is influenced by the interaction between 8 leadership behaviors and a variety of contingency factors (see model)

Organizational goals and criteria throughout the employee cycle

how a company handles basic HR duties

Locus of control:

how much personal responsibility someone takes for their behavior and its consequences.

instills pride, respect, and trust within employees

idealized influence

Competency Model

identifies competencies necessary for each model and provides descriptions common for an entire occupation, organization, job family or specific job, useful for recruiting, selection, training and development.

Selection

identifying applicants w/ appropriate knowledge, skills, and ability

Stage 1

identifying the problem or opportunity (determining the actual vs. desired)

Performance-Reward Link:

if employees do well what is their reward if any

Stage 4

implement and evaluate the solution chosen -if effective, it should eliminate/significantly reduce the difference between the problem state and the desired outcome -if not, with the problem was incorrectly identified or the solution was inappropriately conceived or executed

the idea that people have beliefs about how leaders should behave and what they should do for their followers

implicit leadership theory

External Equity

in another firm -pay level: primary factor when making external comparisons

Internal Equity

in the same firm -job structure: primary factor when making internal comparisons

Integrative Negotiation

in which a host of interests considered, resulting in an agreement that is satisfactory for both parties

Deliberate role modeling, training programs, teaching, and coaching by others

in-depth introduction about basic underlying assumptions

Individual Incentive Plans

incentive plans make it difficult to forecast labor costs, especially if goals are too easy -What if goals change during the year? Results-based evaluations open to many forms of contamination

any form of socially harmful behavior, such as aggression, interpersonal deviance, social undermining, interaction injustice, harassment, abusive supervision, and bullying

incivility

Inspirational motivation

includes the use of charisma, involves establishing an attractive vision of the future, the use of emotional arguments, and exhibition of optimism and enthusiasm

Common causes of conflict:

incompatible personalities, overlapping/unclear job boundaries, unclear policies, standards or rules, organizational complexity, interdependent tasks, inadequate communication, intergroup competition, unreasonable deadlines or time pressures, decision making by consensus, collective decision making, unmet expectations.

How to prevent social loafing

individual accountability (performance should be identifiable for each person), project (work) should be interesting/motivating, keep group size as small as possible.

behaviors associated with providing support, encouragement, empowerment, and coaching to employees

individualized consideration

Reward Power

individuals or organizations if they can obtain compliance by promising or granting rewards

Explicit Knowledge

information that can easily be put into words

Tactic Knowledge

information we gain through experience that is difficult to express and formalize

influence tactic that gets someone in a good mood prior to making a request; being friendly and helpful using praise, flattery, or humor; "brown nosing"

ingratiation

leader behavior that organizes and defines what group members should be doing to maximize output

initiating structure

trying to build enthusiasm by appealing to others' emotions, ideals, or values

inspirational appeals

conflict handling style with high concern for self and others

integrating

where an agreement can be found that is better for both parties than what they would have reached through distributive negotiation

integrative negotiation

Situational interview:

intention to predict behavior, shows that what you say matches with what you would do

Hierarchy Culture

internal focus and a formalized, structured work environment. It will tend to have reliable internal processes and control mechanisms. - Ex. Dell whose focus is on cost-cutting

Personality Conflict

interpersonal opposition based on personal dislike or disagreement

Control Charts

involve collecting data at multiple points in time. By collecting data at different times, employees can identify what factors contribute to an outcome and when they tend to occur.

intellectual stimulation

involves behaviors that encourage employees to question the status quo and to see innovative and creative solutions to organizational problems.

Process-flow Analysis

involves identifying each action and decision necessary to complete work.

Consideration

involves leader behavior associated with creating mutual respect or trust and focuses on a concern for group members' needs and desires. Promotes social interactions and identification with the team and leader

symptom of groupthink that breeds excessive optimism and risk taking

invulnerability

Competing Values Framework

is a framework for managers to understand, measure and change organizational culture

Compromising Style

is a give-and-take approach with a moderate concern for both self and others

Correlation Coefficient

is a measure of the degree to which two sets of numbers are related. - A perfect positive relationship equals +1.0 - A perfect negative relationship equals - 1.0

Comparable Worth

is a public policy that advocates remedies for any undervaluation of women's jobs. - Based on the idea that individuals should obtain equal pay, not just for jobs of equal content, but for jobs of equal value or worth. - Courts have consistently ruled that using the going market rates of pay is acceptable defense in comparable worth litigation suits.

Functional Conflict:

is constructive or cooperative conflict characterized by consultative interactions, a focus on the issues, mutual respect, useful give and take.

Quality approach

is customer oriented, prevention approach to errors, and continuous improvement makes for improving customer satisfaction the primary goal.

Intergroup Conflict

is seen in group members from 2 groups disagreeing -us vs. them, cohesiveness

Utility

is the degree to which information provided by selection methods enhances the effectiveness of selecting personnel. - impacted by reliability, validity and generalizability.

Office of Federal Contract Compliance and Procedures (OFCCP)

issues guidelines and helps companies comply.

Person-job fit:

job analysis identifies required individual competencies for job success.

Pay Grades

jobs of similar worth or content grouped together for pay administration purposes

Non-Key Jobs

jobs that are unique to organizations and that cannot be directly valued or compared through the use of market surveys

Self-Censorship

keeping ideas and questions to yourself stifles critical debate

Test-retest Reliability

knowing how scores on the measure at one time relate to scores on the same measure at another time.

Test-retest reliability:

knowing how scores on the measure at one time relate to scores on the same measure at another time.

Hindsight Bias:

knowledge of an outcome influences our belief about the probability that we could have predicted the outcome earlier.

Society

labor unions major benefit to society has been balancing power & institutionalization of industrial conflict in the least costly way

Initiating Structure

leader behavior that organizes and defines what group members should be doing to maximize output

Fiedler's contingency model:

leaders are more effective when the situation best matches their dominant/preferred leadership style. Based on leader-member relations, task structure, position power.

Whats the difference between leading and managing

leaders manage and managers lead but the two activities are not synonymous

a process whereby an individual influences a group of individuals to achieve a common goal

leadership

Representativeness Bias

leads us to look for information that supports previously formed stereotypes

Employee

legal workers of the organization from whom the organization must w/hold taxes

Five Bases of Power

legitimate reward coercive expert referent

obtaining compliance because of formal authority

legitimate power

position power

legitimate, reward, coercive power associated w/ job or position -produce compliance

influence tactics basing a request on one's authority or right, organizational rules or policies, or explicit/implied support from superiors

legitimizing tactics

Shared information:

less command and control to employee commitment, create culture of information sharing with employees

principles of persuasion

liking reciprocity social proof consistency authority scarcity

The Civil Rights Act of 1991:

limited the terms employees could sue their employers forgave employ

Merit Pay Programs

link performance-appraisal ratings to annual pay increases.

Merit pay plan:

links performance-appraisal ratings to annual pay increases or merit bonuses that uses employee position to determine the size and frequency of his/her pay increases.

Describe the different selection devices available to organizations, including the validity of each device, the utility of each device, and when each is/is not appropriate to use:

listed after this

Servant Leadership Characteristics

listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, interest in building community

Job Design

making decisions about what tasks should be grouped into a certain job

Results approach:

management by objectives where top management passes town company's strategic goals to managers to define goals.

Paired Comparison

managers compare every employee with every other employee in work group.

Performance Management

managers ensure that employees activities and outputs are congruent w/ organizations goal - Ex. pay structure, incentives, and benefits - Ex. Labor and employee relations

Performance Management

managers ensure that employees' activities and outputs are congruent with organizational goals

Legitimate Power

managers who obtain compliance primarily because of their formal authority to make decisions -positive and negative

Sources of performance management info

managers, peers, subordinates, self, customers

Deep Acting

managing your actual feelings so they are consistent with the emotions that you are supposed to express

Surface acting

managing your expression that can be observed on the surface - Smiling at a customer even if you are frustrated

has a strong external focus and values stability and control in the competing values framework

market culture

Pay Policy Line

mathematical expression that describes the relationship between a job's pay and its job evaluation points.

Pay policy lines:

mathematical expression that describes the relationship between a job's pay and its job evaluation points.

Rationalization

members protect their personal or "pet" ideas and assumptions

Illusion of Unanimity

members' silence can be interpreted to mean consent

Equal Pay Act of 1963

men and women in the same firm who do "equal work" must be paid equally -equal in terms of skill, responsibility, and working conditions (requires a job analysis) -if these factors differ, pay can be unequal (differences in training, shift, and seniority)

Merit Bonus

merit pay paid in the form of a bonus, instead of a salary increase -differs from merit pay raise in that bonus is paid once; raise is a permanent salary increase

Collective Commitment

mission for all employees to be dedicated to the highest quality of customer service delivered w/ a sense of warmth, friendliness, individual pride and company spirit

Conservations of Resources (COR)

model suggesting that stress results from 3 possible threats to our resources

- harm - rejection - damage or loss of relationships - anger - being seen as selfish - saying the wrong things - failing - hurting someone else - getting what you want

most common reasons for avoiding conflict

Managers

most commonly used source, appraisal done by an employee's manager and reviewed by a manager one level higher.

References

most significant problems limit reliability and validity. References are practically pointless, as providers tend to provide similar information in their references for different individuals.

Negotiation

mutual discussion and arrangement of the terms of a transaction or agreement

- narcissism - machiavellianism - psychopathy

negative attitude/traits

a give and take decision making process that involving two or more parties with different preferences

negotiation

Role Ambiguity

not knowing what our roles are or how to fulfill them

equity effect

not wanting to do more than anyone else is doing for a project

conflict handling style with high concern for others and low concern for self

obliging

Contractual Relationships

occur when persons or companies are hired to perform work but who are not legal employees

Anticipatory socialization:

occurs before an individual actually joins an organization, information learned about careers and organizations that are learned from current employees, social media, and the internet.

Task Conflict

occurs over tasks, ideas, and issues - Can be beneficial if at optimal level

Disparate (adverse) impact:

occurs when a NEUTRAL employment practice disproportionally excludes a protected group from employment opportunities. Ex. Four-fifths rule

Disparate Impact

occurs when a neutral employment practice disproportionately excludes a protected group from employment opportunities

Disparate impact:

occurs when a neutral employment practice disproportionately excludes a protected group from employment opportunities.

Anchoring Bias

occurs when decision makers are influenced by the first information they receive about a decision, even if it is irrelevant

Hindsight Bias

occurs when knowledge of an outcome influences our belief about the probability that we could have predicted the outcome earlier

Conflict

occurs when one "party perceives that its interests are being opposed or negatively affected by another party"

Quid pro quo harassment

occurs when some type of benefit or punishment is made contingent upon the employee submitting to sexual advances

Hostile Working Environment

occurs when someones behavior in the workplace creates an environment that makes it difficult for someone of a particular sex to work

Distributive Bargaining

occurs when the parties are attempting to divide a fixed economic pie into two parts. What one party gains, the other loses

Psychological Empowerment

occurs when we feel a sense of meaning, competence, self-determination, impact at work

programs that help employees to integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics and by clarifying work-role expectations and responsibilities

on boarding programs

Stock Options

option to buy stock at locked in price (the higher a company's stock price rises, the more valuable the options become).

Strategy Implementation

organization follows through on the strategy that has been chosen. This includes structuring the organization, allocating resources, ensuring that the firm has skilled employees in place, and developing reward systems that align employee behavior with the strategic goals. This process entails a constant cycling of information and decision making.

Performance Appraisal

organization gets information on how well an employee is doing on the job.

Performance appraisal:

organization gets information on how well an employee is doing on the job.

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

organizational culture

List and describe the four functions of culture within an organization

organizational identity, collective commitment, social system stability, and sense-making device.

leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction

path-goal theory

Profit sharing:

payments are based on a measure of organization performance (profits), and payments do not become a part of base pay.

Profit Sharing

payments are based on a measure of organization performance (profits), and payments do not become a part of base pay. Advantages: - profit sharing may encourage employees to think more like owners. - labor costs are automatically reduced during difficult economic times, and wealth is shared during good times. Disadvantages: - workers may perceive their performance has less to do with profit than top management decisions over which they have little control

Equity Theory

people evaluate fairness of their pay by comparing their pay to that of other people. A person will compare his or her ratio of perceived outcomes (e.g., pay, benefits, etc.) to perceived inputs (e.g., education, effort, experience) to the ratio of a comparison other.

Primary Stakeholders

people who will be directly impacted by the decision - Consider the likely consequences of a decision for each stakeholder group - Consider your obligations to each stakeholder group

Interactional Justice

perceived when people treat other respectively and explain decision adequately

What is distributive justice when it comes to fairness?

perceived when people view fairness of a particular outcome.

Agency Theory

person (e.g. a manager) who is expected to act on behalf of a principal (e.g. an owner)

two general models of employee selection

person job fit person organization fit

influence tactic referring to a friendship or loyalty when making a request

personal appeal

Common Forms of Conflict

personality and intergroup

interpersonal opposition based on personal dislike or disagreement

personality conflict

Relationship Conflict

personalized & therefore highly threating to personal relationships

Confirmation Bias

pertains to how we selectively gather information and the 2 components 1. subconsciously decides something even before investigating why it is the right decision 2. seeks info that supports/confirms the decision while discounting info that does not

1st Axis

pertains to whether an organization focuses its attention & efforts on internal dynamics & employee or outward toward its external environment & its customers & shareholders

Personal Consquences

physical and mental health problems such as heart disease, sleep dysfunction, depression, and problems with interpersonal relationships. 50-70% of disease and illness are due in part to long term stress

Demands

physical, intellectual and emotional requirements of a job that can lead to stress.

Rites and rituals

planned and unplanned activities and ceremonies to celebrate important events or achievements

Work-Facilitation Behaviors

planning, scheduling, organizing and coordinating work, providing mentoring, coaching, counseling and feedback to assist employees in developing their goals

positive reinforcement

pleasant consequence occurs following the behavior

Group-Oriented Behaviors

posing problems rather than solutions to the work group, encouraging group members to participate in decision making

this source of influence comes from a particular job or position within an organization

position power

Leader reactions to critical incidents and organizational crises

positive emotions spread but negative emotions travel faster and farther

- intelligence - conscientiousness - open to experience - emotional stability

positive task-oriented traits

the ability to marshal human, informational, and other resources to get something done

power

Position power:

power associated with a job or position, includes legitimate, reward and coercive power.

Personal power:

power independent of job or position, includes expert and referent power.

Instrumental Support

practical and direct type of support (covering a shift for someone who is sick)

Kaizen

practices participated in by employees from all levels of the company that focus on continuous improvement of business processes.

Pressure Practice

practicing the behavior in a pressure situation

Representation and Networking Behaviors

presenting the work group in positive light to others, maintaining positive relationships with influential others, doing unconditional favors for others

an influence tactic that consists of demanding compliance or using intimidation or threats

pressure

Integrating Style

problem solving, interested parties confront the issue and cooperatively identify it, generate and weigh alternatives and select a solution

Uniform Guidelines on Employee Selection Procedures

procedural document published in the Federal Register to assist employers in complying w/ Federal regulations against discriminatory actions. - Applies to employee selection procedures in the areas of hiring, retention, promotion, transfer, demotion, dismissal, and referral

Benchmarking

procedure by which an organization compares its own practices against the competition.

Organizational Socialization

process by which a person learns the values, norms, & required behaviors which permit him to participate as a member of the organization

The Selection Process

process of choosing individuals who have relevant qualifications to fill existing or projected job openings - Selection is an ongoing process - Promotions are a type of selection process

Job Analysis

process of getting detailed information about jobs

Recruitment

process through which the organization seeks applicants

A high need for Power can...

produce strong work ethic but they might lack flexibility and people skills

High Performance Team

produces high quality work and has member who derive value from being part of the group, and are able to learn in ways that make them able to cooperate even better in the future.

Divergent Thinking

producing multiple or alternative answers from available information. - Subdivision - Using analogies - Reversing the problem

Slogans, language, acronyms, and sayings:

profound effect because they are easy to remember and repeat

Contingency Theories

propose that effectiveness of a particular style of leader behavior depends on the situation

Market Pay Surveys

provides information on going rates of pay among competing organizations -3 Issues to Consider: 1. Which employers should be included in the survey? 2. What jobs are included in the survey? 3. If multiple surveys are used, how are all the rates of pay weighted and combined?

occurs when employees feel a sense of: - meaning - competence -self-determination -impact at work

psychological empowerment

Relationship Oriented Leader Behavior

purpose is to enhance employees' skills and to create a positive work relationships among co-workers and between the leader and his/her employees

Point System of Job Evaluation

quantitative job evaluation that determines the relative value of a job by the total points assigned to it -permits jobs to be evaluated on the basis of compensable factors (experience, education, complexity..) that constitute a job

Simple Ranking

ranks employees from highest to lowest performer.

Forced Distribution

ranks employees in group

explains how managers should make decisions

rational model of decision making

trying to convince someone with reason, logic, or facts

rational persuasion

Nine common influence tactics:

rational persuasion, inspirational appeals, consultation, ingratiation, personal appeals, exchange, coalition tactics, pressure, legitimizing tactics.

involves giving recruits a realistic idea of what lies ahead by presenting both positive and negative aspects of the job

realistic job preview

Team Appraisal

recognizes team accomplishment rather than individual performance

Delayering and Banding

reduces number of job levels to provide more flexibility in job assignments and assigning merit increases. - moving away from linking pay to jobs toward building structures on skill, knowledge and competency.

Path Goal Theory is achieved through:

reducing roadblocks, providing guidance and support, and linking rewards to goal accomplishment.

when one's personal characteristics and social relationships become the reason for compliance

referent power

Reasoning Ability

refers to a person's capacity to invent solutions to many diverse problems. Common dimensions assessed in a personality inventory are extroversion, adjustment, agreeableness, conscientiousness, and inquisitiveness.

Verbal Comprehension

refers to a person's capacity to understand and use written and spoken language.

Situational Control

refers to the amount of control and influence the leader has in his/her immediate work environment

Position Power

refers to the degree to which the leader has formal power to reward, punish, or otherwise obtain compliance from employees

Acceptability

refers to whether the people who use the performance measurer accepts it

Leader-member relations

reflect the extent to which the leader has the support, loyalty, and trust of the work group

Social System Stability

reflects the extent to which the work environment is perceived as positive and reinforcing, and the extent to which conflict and change are effectively managed - Ex. Southwest is noted for having fun and parties to celebrate success

Big Data

reflects the vast quantity of data available for decision making

Enacted Values

represent the values and norms that actually are exhibited or converted into employee behavior- Starbucks closing a few hrs. for training

based on experience of similar occurrences

representative bias

Automated Experience

represents a choice based on a familiar situation and a partially subconscious application of learned information related to it

Passive Leadership

represents a general failure to take responsibility for leading. Also called laissez-faire leadership. -Avoiding conflict, failing to provide coaching on difficult assignments, failing to assist employees in setting performance goals, failing to give performance feedback, failing to address issues associated with bullying, or being so hands off that employees have little idea about what they should be doing. -Demoralizing and makes employees feel unsupported

Empowerment

represents the extent to which a leader creates perceptions of psychological empowerment in others

Bounded Rationality

represents the notion that decision makers are "bounded" or restricted by a variety of constraints when making decisions

Davis-Bacon Act and Walsh-Healy Public Contracts Act

require federal contractors to pay employees no less than area's prevailing wages.

Work Samples:

require the applicant to perform tasks that are actually part of the work required on the job.

Experience Based Questions

require the applicant to reveal an actual experience he or she had in the past when confronting the situation.

The OSHA of 1973

requires employers to provide employees with a safe and healthy work environment. Employees also have rights under OSHA: notify employer about workplace hazards, request an OSHA inspection of workplace, protection from retaliation or discrimination for making complaints, and OSHA citations issued to employers for violation need to be posted in a public place.

The Americans with Disabilities Act of 1990:

requires firms to meet reasonable demands for physically/mentally disabled individuals

What are the current executive compensation reform measures?

- The Internal Revenue Service (IRS) is looking for tax-code violations in executive pay packages and will make executive pay a part of corporate audits. - The Securities and Exchange Commission issued pay disclosure rules which require companies listed on the New York Stock Exchange and NASDAQ to disclose the true size of their top executive pay packages. - The Financial Accounting Standards Board (FASB) now requires that stock options be recognized as an expense on income statements.

Coercive Power

- The ability of a manager to punish others - Limited in effectiveness and application; can have serious negative side effects Examples: verbal reprimand, pay cuts, and dismissal

Avoiding

- submissive non-supportive, unassertive & uncooperative - people do not immediately pursue their own concerns or those of others - can be good way to delay issues until they are more appropriate to address - Tips: set time limits, set goals for the "time out" period

Accommodation

- supportive & submissive, unassertive & cooperative - individuals neglect their own concerns to satisfy the concerns of others - can be useful if the issue is NOT important - Tips: be rational, acknowledge the accommodation

Nature of Conflict on Organizations

-25% call in sick -24% avoid work-related conflicts -18% quit -16% say they've been fired

Pressure, Coalition, Legitimating

-All ineffective and socially unacceptable -Targets feel manipulated

Theory X

-Assumes people are effort averse and self interested - How to manage people who are motivated by lower level needs

Executive Compensation Packages

-Base Salary: -Executive Short-Term iIncentive - annual bonuses based on the pay for-performance strategy -Executive Long-Term Incentives: right to buy company stock at discounted price (executive pay varies with performance of stock market) -Stock Grants: stock given to employees as compensation/part of compensation -Executive Benefits: health insurance, life insurance, retirement plans, paid vacations, payment of mortgage interest -Executive Perquisites/Perks

Path-goal clarifying behaviors

-Clarifying employees' performance goals -providing guidance on how they can complete tasks -clarifying performance standards and expectations -use of positive and negative rewards contingent on performance

What are the 5 categories of directional strategies?

-Concentration -Internal Growth -External Growth -Downsizing -Mergers and Acquisitions

value-based behaviors

-Establishing a vision, displaying passion for it, and supporting its accomplishment -demonstrating self-confidence -communicating high performance expectations and confidence in others' abilities to meet their goals -giving frequent positive feedback

Tools to help enhance the ability to influence others:

-Know what you want and believe you can get it -Credibility -Trustworthiness -Empathy -Strong communication capacity -Be inspirational -Open-mindedness

managers vs. leaders

-Leaders are not necessarily good managers, and good managers are not necessarily good leaders -Effective leadership DOES however require effective managerial skills at some level - leader is the brain and the eyes -managers are the hands the feet (very tactical, perform steps)

What are the 3 primary sources to fill the "bucket?"

1. The Person 2. The Manager 3. The Job itself

Identifiability

- Displaying each member's contribution to a task - One of the best ways to combat social loafing

What are the strategies to avoid social conformity?

- Ask each team member to be a critical evaluator - Encourage a sharing of objections - Don't let the leader become partial to one course of action - Create subgroups with different leaders to work on the same problem - Have members discuss issues with outsiders and report back - Invite outside experts to observe and react to group discussions - Have a different member act as "devils advocate" at each meeting - Write alternative scenarios for the intentions of competing groups - Hold "second-chance" meetings once an initial decision is made - Make use of pre-votes and anonymous decision votes - Use electronic meeting formats

Theory Y

- Assumes people are naturally motivated to achieve higher goals - How to manage people who are motivated by higher level need

What are the 360-Degree Performance Appraisal System Integrity Safeguards?

- Assure anonymity - Make respondents accountable - Prevent "gaming" of the system - Use statistical procedures - Identify and quantify biases

Fight Procrastination

- Avoid spending all of your time on easy "C-priority" tasks at the expense of harder "A-priority" tasks - 2 -minute rule- If a task will take 2 minutes or less, do it NOW - don't wait.

The Executive Pay Package

- Base salary - Short-term incentives or bonuses - Long-term incentives or stock plans - Benefits - Perquisites (perks)- non-monetary

What are organizational level outcomes of a successful organizational socialization?

- Better communication of culture - Employees who behave in ways consistent w/ culture - Stronger culture

What are the positive effects of conflict?

- Brings problems into the open - Motivate people to understand ones side - Encourages people to voice new ideas - Forces people to challenge their thinking

Core Self-Evaluations

- Broad set of personality traits relating to the self-concept - Includes locus of control, self-esteem, generalized self-efficacy, and emotional stability - Found to predict goal-directed behavior and performance

Self-Managed Teams

- Broad-based work teams that deal with issues beyond quality - Make decisions once reserved for managers - Also known as self-directed teams or autonomous work groups

Where can possible substitutes be found in the leader substitutes model?

- Characteristics of the subordinates: their skills, experience, motivation. - Characteristics of context: the extent to which work is interesting  and fun.

What are the 3 acts that form the basis for the majority of suits filed by job applicants?

- Civil Rights Act of 1991 and 1964 - Age Discrimination in Employment Act of 1967 - Americans with Disabilities Act of 1991

What are the components of competing values framework?

- Clan culture - Adhocracy culture - Market culture - Hierarchy culture

Building Team Cohesion

- Cohesiveness - The more difficult it is to get into a group, the more cohesive it tends to become.

How do you enrich boring jobs?

- Combine Tasks enhances skill variety, task identity, and task significance. - Form Natural Work Units enhances task identity and task significance. - Establish Client Relationship enhances skill variety, task identity, autonomy, and feedback. - Vertically Load Jobs enhances autonomy and task identity. - Open Feedback Channels enhances feedback.

What are the frequent reactions to conflict?

- Competition - Accommodation - Avoiding - Compromising - Collaboration

What are some knowledge, skills, and abilities needed for teamwork?

- Conflict Resolution - Collaborative Problem Solving - Communication - Goal Setting and Performance Management - Planning and Task Coordination

What is Procedural Justice influenced by?

- Consistency- Are procedures consistent across people? - Bias suppression- Are decisions influenced by decision-maker's self-interest? - Accuracy- Are decisions based on accurate information? - Correctability- Are there opportunities to modify bad decisions (grievance systems)? - Representativeness- Are the interests and concerns of all represented? - Ethicality- Are decisions/practices consistent with moral and ethical standards?

ABC Method

- Create a to-do list including long and short-term priorities - Assign ABCs to each item on list - A= high priority - B= medium priority - C= low priority - Start with A's, then B's, then C's

Behavior-Based Methods

- Critical Incident-Unusual event =superior or inferior performance - Behaviorally Anchored Rating Scale (BARS) - Behavior Observation Scale (BOS) - describe which actions should be exhibited on the job (good for developmental feedback)

Critical Incident Method

- Critical incident - An unusual event that denotes superior or inferior employee performance in some part of the job - The manager keeps a log or diary for each employee throughout the appraisal period and notes specific critical incidents related to how well they perform.

Deciding What to Pay

- Deciding pay levels is discretionary and is based on a broad range. - The organization has to decide whether to pay at, below, or above the market average.

Outcome-based goals

- Describe the specific outcomes by which success will be determined. - How would we know success? - When would we declare victory?

Power Motivated people

- Desire to make an impact on others, influence others, change people or events, and make a difference in life (interpersonal because it involves influence with other people) - The best managers have a high need for socialized power vs. individualized power - People who like to influence other people or take control of situations.

What goes into developing selection systems?

- Determine the KSAs important to the performance of the job (and fit in the organization) - Accomplished through a process known as Job Analysis - Develop or select procedures or devices to asses the required KSAs - Decide on decision rules for handling applicant scores and determining who will be hired

What are the two main forms of discrimination?

- Disparate Treatment - Disparate Impact

What are some characteristics of a well functioning team/group?

- The atmosphere tends to be relaxed, comfortable, and informal. - The group's task is well understood and accepted by the members. - The members listen to one another; most members participate in a good deal of task-relevant discussion. - People express both their feelings and their ideas. - Conflict and disagreement are present and center around ideas or methods, not personalities or people. - The group is aware and conscious of its own operation and function. - Decisions are usually based on consensus, not a majority vote. - When actions are decided, clear assignments are made and accepted by members of the group.

Gender and Leadership

- The number of women managers is rising but is still relatively low in the top levels of management. - Stereotypes suggest women are supportive and concerned with interpersonal relations. Similarly, men are seen as task-focused.

Managerial and Executive Pay

- Top managers and executives are a strategically important group whose compensation warrants special attention. - Some companies' rewards for executives are high regardless of profitability or stock market performance. - Executive pay can be linked to organizational performance (agency theory). - Increased pressure from regulators and shareholders to better link pay and performance. ----- Securities and Exchange Commission (SEC)

Know Yourself and Your Time Use

- Track your time usage and determine your "internal prime time" (when you work best) - Arrange your schedule around your internal prime time

Punishment and Discipline

- Try to avoid punishment unless necessary Some situations necessitate punishment: Examples: - Major safety violations, legal infractions, theft

Teams at the Top

- Upper echelons - Play a key role in defining the organization over time. - The values, competence, ethics, and unique characteristics of the top management team are eventually reflected throughout the organization.

What is the relationship between emotions and workplace behavior?

- Values, Attitude and Moods/Emotions play a vital role in ethical decision making - Employees that work for Managers with positive moods/emotions and attitudes tend to perform at higher levels and are less likely to resign or leave the company (turnover) - Creativity is enhanced - VAME give signals to leadership about what is going on in the workplace

What are some commonly assessed abilities?

- Verbal comprehension - Quantitative ability - Reasoning ability

What tests should you submit to yourself to when arriving at the step, "Check your instincts?"

- Wall Street Journal Test - Platinum Rule Test - The Mom Test - Personal Gain Test - Cost-Benefit Test

Family and Personal Issues

- Work-family conflict can cause burnout, job dissatisfaction, and health problems. Tips for Managers: - Communicate to everyone how decisions will be made. - "One-size-fits-all" policies are usually ineffective. - Make clear that accommodations are not "free passes" to not do the work.

What are the basic steps organizations should take when developing an affirmative action program?

- Workforce utilization analysis - Establish goals and timetables - Develop steps and plans - Monitor Progress of program

Job Evaluation

- administrative tool organizations use to design job structures. - administrative procedure used to measure internal job worth. - The evaluation process is composed of compensable factors.

Histograms

- display distributions of large sets of data and allow data to be grouped into a smaller number of categories or classes. - useful for understanding the amount of variance between an outcome and the expected value or average outcomes.

Competition

- dominant & non supportive - individuals pursue their own concerns aggressively at expense of others - Tips: be direct, explain later, & use strategy wisely

Collaboration

- dominant & supportive, assertive & collaborative - finding a solution that fully satisfies the concerns of both people - good when you need to gain commitment by incorporating everyone's concerns

Affiliation Motivated people

- establishing and maintain warm, close, intimate relationships with other people - motivated to express their emotions and feelings to others while expecting them to do the same - People who desire friendly and close relationships with others.

Compromising

- finding some expedient, mutually acceptable solution that partially satisfies everyone involved - appropriate when the conflict has significant role factors or to arrive at solution when under time pressures

What are the types of selection methods?

- honesty tests and drug tests - work samples - personality inventories - cognitive ability tests - physical ability tests - references and biographical data.

Self-limiting Behavior

- occurs whenever team members choose to limit their involvement in the teams work. - Unlike social loafing, team members overtly reduce their involvement

What is "Choking" and how do you avoid it?

- performance decrements under pressure 1. Pressure Practice 2. Focused Automated Behavior

Job-based pay structures can create problems and challenges such as:

- reinforces top-down decision making as well as status differentials. - bureaucracy, time and cost required to generate and update job descriptions can become a barrier to change. - job-based structure may not reward desired behaviors, where the knowledge, skills, and abilities needed yesterday may not be helpful today and tomorrow. - system encourages promotion-seeking behavior, but discourages lateral movement

Executive Order 11246 parallels the Civil Rights Act of 1964 and goes beyond by:

- requiring affirmative action to hire qualified protected group applicants and - allowing the government to suspend all business with a contractor during an investigation.

Gender and Leadership -task leadership -social leadership -democratic/participative style of leadership -autocratic/directive style of leadership -assertive -who score higher on effectiveness criteria

-Men typically display more task leadership -Women typically display more social leadership -Women tend to use more democratic or participative style of leadership -Men tend to use more autocratic and directive style of leadership -Men and women are equally assertive -Women executives, when rated by their peers, managers and direct reports, score higher than their male counterparts on a variety of effectiveness criteria

Pay Structure: Pros

-More Grades: job differences more closely relate to pay differences -Fewer Grades: fewer, broader grades (broadbanding) increases simplicity and equality

Pay Structure: Cons

-More Grades: job evaluations are costly, time consuming, and create seemingly artificial distinctions -Fewer Grades: decreased opportunity for promotion and weaker budgetary control

work facilitation behaviors

-Planning, scheduling, organizing, coordinating work -providing mentoring, coaching, counseling, and feedback to assist employees in developing their skills -eliminating roadblocks; providing resources -empowering employees to take actions and make decisions

group orientated decision making behaviors

-Posing problems rather than solutions to the work group -encouraging group members to participate in decision making -providing necessary information to the group for analysis -involving knowledgeable employees in decision making

representation and networking behaviors

-Presenting the work group in a positive light to others -maintaining positive relationships with influential others -participating in organizational social functions and ceremonies -doing unconditional favors for others

interaction-facilitation behaviors

-Resolving disputes -facilitating communication -encouraging the sharing of minority opinions -emphasizing collaboration and teamwork -encouraging close relationships among employees

achievement oriented behaviors

-Setting challenging goals -emphasizing excellence -demonstrating confidence in employee's abilities

supportive behaviors

-Showing concern for the well-being and needs of employees -being friendly and approachable -treating employees as equals

Key Leadership Styles of Contingency Theory

-Task Orientation - focused on accomplishing goals -Relationship Orientation - focused on developing positive relationships with followers -Least Preferred Coworker Scale (LPC) - evaluates a coworker you least enjoy working with on 16 pairs of opposite characteristics. High Scores - indicate that an individual is relationship-motivated Low Scores - suggest an individual has a more task-oriented style

Path Goal Theory Key Takeaways

-Use more than one style of leadership -Help employees achieve their goals -Modify your leadership style to fit various employee and environmental characteristics

Concerns on Merit Pay Plans

-accuracy of raise depends on accuracy of performance evaluation method -can encourage competition when budget or economic constraints exist -average difference in raises between high and average performers is around $21.15/week

Effective Virtual Teams: Best Practices

-adapt your communication -share the love -develop productive relationships with key people on the team -be a good partner -be available -document the work -provide updates -select the right people -use your communication skills

Implications for transformational leadership

-best leaders also rely on their task-oriented and relationship-oriented behaviors -affects outcomes at the individual, group, and organizational levels -works virtually -can be ethical (enables employees to enhance their self concepts) or unethical (select or produce obedient, dependent, and compliant followers "colt like", which loses all creativity)

Maintenance Roles for Managers

-encourager (foster group solidarity by accepting/praising different POV) -harmonizer (mediates conflict) -compromiser (resolves conflict by meeting half way) -gatekeeper(encourages all group members to participate) -standard setter (evaluates the quality of group processes) -commentator (records and comments on group processes/dynamics) -follower (serves as a passive audience)

Most Common Reasons for Avoiding Conflict

-fear of harm to ourselves -fear of rejection -fear of damage to or loss of relationship -anger -desire not to be seen as selfish -desire to avoid saying the wrong thing -fear of failure -fear of hurting someone else -fear of getting what you want

What are 6 types of statistical process for quality control techniques?

1. Process-flow analysis 2. Cause-and-effect diagrams 3. Pareto chart 4. Control chart 5. Histogram 6. Scattergram

List the basic steps organizations should take in developing an affirmative action program

1. Issue a written equal employment opportunity policy and an affirmative action commitment statement 2. Publicize the policy and the organization's affirmative action commitment 3. Appoint a top official within the organization to direct and implement the program. 4. Survey minority and female employment by department and job classification 5. Develop goals and timetables to improve utilization of minorities and women in each area in which underutilization has been identified 6. Develop and implement specific programs to achieve goals 7. Establish an internal audit and reporting system to monitor and evaluate progress in each aspect of the program 8. Develop supportive in-house and community programs

What are the the 3 basic Job Evaluation systems?

1. Job Ranking 2. Job Classification 3. Point System

Transformational Leadership

1. Leadership that makes subordinates aware of the importance of their jobs re for the organization and how necessary is it for the to perform those jobs as best they can so that the organization can attain its goals. 2. Makes subordinates aware of their own needs for personal growth, development, and accomplishment. 3. Motivates workers to work for the good of the organization, not just for their own personal gain or benefit.

5 Bases of Power

1. Legitimate 2. Reward 3. Coercive 4. Expert 5. Referent

What are the 6 factors impacting moral intensity?

1. Magnitude of consequences 2. Social consensus of evil/good 3. Probability of harm/benefit 4. Temporal immediacy 5. Proximity 6. Concentration of effect

What are the 5 performance information sources?

1. Managers 2. Customers 3. Self 4. Subordinates 5. Peers

What are the steps to creating an effective MBO program?

1. Managers and employees must be willing to establish goals and objectives together. 2. Objectives should be quantifiable and measurable for the long and short terms. 3. Expected results must be under the employee's control and free from criterion contamination. 4. Goals and objectives must be consistent for each employee level (top executive, manager, and employee). 5. Managers and employees must establish specific times when the goals are to be reviewed and evaluated.

Whats the relationship between gender and leadership?

1. Men were observed to display more task leadership and women more relationship leadership 2. Women used a more democratic style than men and men used a more autocratic and directive style 3. Female leadership was associated with more cohesion, cooperative learning and participative communication among team members 4. Peers, managers rated women more effective than men and men rated themselves more effective than women

What are the problems with merit raises?

1. Money for merit increases may be inadequate to satisfactorily raise all employees' base pay. 2. Managers may have no guidance in how to define and measure performance; there may be vagueness regarding merit award criteria. 3. Employees may not believe that their compensation is tied to effort and performance; they may be unable to differentiate between merit pay and other types of pay increases. 4. Employees and their managers may hold different views of the factors that contribute to job success. 5. Merit pay plans may create feelings of pay inequity.

What are the 9 conditions for effective gainsharing?

1. Need to change or commitment to continuous improvement 2. Managements acceptance and encouragement or employee input 3. High cooperation and interaction 4. Employment security 5. Information sharing on productivity and costs 6. Goal setting 7. Commitment of all involved to the process 8. Agreement on a performance standard and calculation that is understandable, fair, and related to managerial objectives. 9. Management commitment

List and describe the three fundamental levels of organizational culture

1. Observable artifacts: consist of the physical manifestation of an organization's culture 2. Espoused values: represent the explicitly stated values and norms that are preferred by an organization 3. Basic underlying assumptions: constitute organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavior

What is the 5 step approach to increase motivation?

1. Performance-related behaviors are identified 2. The frequency of these behaviors is measured 3. Contingencies supporting the current behaviors are identified 4. Behaviorally-based intervention strategy is developed and implemented 5. Resulting performance-related behaviors are measured

What are the 2 general models of employee selection?

1. Person-job fit 2. Person-organization fit

What are the 4 factors of Hardiness?

1. Physical Fitness 2. Commitment 3. Control 4. Challenge

What are the different types of Reinforcement?

1. Positive Reinforcement 2. Negative Reinforcement 3. Extinction 4. Punishment

What are the 2 types of criterion-related validation?

1. Predictive Validation 2. Concurrent Validation

Functions of Formal Groups

Have two basic functions: organizational and individual.

9 Common Influence Tactics

1. Rational Persuasion (trying to convince someone with reason, logic or facts) 2. Inspirational Appeals (build enthusiasm by appealing to others' emotions, ideals and values) 3. Consultation (others participating in planning, making decisions and changes) 4. Ingratiation (being friendly and helpful) 5. Personal Appeals (referring friendship and loyalty when making a request) 6. Exchange (making explicit/implied promises and trading favors) 7. Coalition Tactics (getting others to support your efforts to persuade someone) 8. Pressure (demanding compliance) 9. Legitimating Tactics (basing a request on authority or right)

What are the 5 Evaluation Selection Method Standards?

1. Reliability 2. Validity 3. Generalizability 4. Utility 5. Legality

What are the 6 factors to determine what type of contract an organization should use?

1. Risk Aversion 2. Outcome Uncertainty 3. Job Programmability 4. Measurable Job Outcomes 5. Ability to Pay 6. Tradition

Individual Functions

1. Satisfy the individual's need for affiliation 2. Develop, enhance and confirm the individual's self-esteem and sense of identity 3. Give individuals an opportunity to test and share their perceptions of social reality 4. Reduce the individual's anxieties and feelings of insecurity and powerlessness 5. Provide and problem-solving mechanism for personal and interpersonal problems

What are two gainsharing incentive plans?

1. Scanion Plan 2. Improshare

What are the big 5 in emotional intelligence?

1. Self-awareness 2. Self-regulation 3. Self-motivation 4. Social Skills 5. Empathy

What are the typical rater errors?

1. Similar to Me 2. Contrast 3. Leniency 4. Strictness 5. Central Tendency 6. Halo 7. Horns

What are the 2 types of ranking?

1. Simple Ranking 2. Alternation Ranking

What are 5 core job dimensions linked with the psychological states?

1. Skill Variety 2. Task Identity 3. Task Significance 4. Autonomy 5. Feedback

What are the five disciplines of high performing teams?

1. Small Size 2. Mutual Accountability 3. Productive Team Norms 4. Shared Purpose 5. Complimentary Skills

What are 4 ways to manage performance?

1. Solid Performers 2. Misdirected Effort 3. Underutilizers 4. Deadwood

What are the sales incentive plans?

1. Straight Salary 2. Straight Commission 3. Salary and Commission Combinations

What are the 5 criteria of performance measures?

1. Strategic Congruence 2. Specificity 3. Validity 4. Acceptability 5. Reliability

What are the Performance Standards?

1. Strategic Relevance 2. Criterion Deficiency 3. Criterion Contamination 4. Reliability (Consistency)

Characteristics of High Performing Teams

1. Strong Leadership 2. Strong Sense of Accountability 3. Alignment on Purpose 4. Open Communication 5. High Trust 6. Clear Role and Operational Expectations 7. Early Conflict Resolution 8. Collaboration

What are common team traps or dysfunctions?

1. Teams get too big 2. Casual or convenient team assignments 3. Inattention to results 4. Absence of commitment and trust 5. Unclear or diluted accountability

What are the 3 types of Teams?

1. Teams that recommend things 2. Make or do things 3. Run things

What are the 2 limitations to content validation?

1. The person who is hired must have the knowledge, skills, or abilities at the time he or she is hired. 2. Subjective judgment plays such a large role in content validation.

What the strategic compensation policy concerns?

1. The rate of pay within the organization and whether it is to be above, below, or at the prevailing community rate. 2. The ability of the pay program to gain employee acceptance while motivating employees to perform to the best of their abilities. 3. The pay level at which employees may be recruited and the pay differential between new and more senior employees. 4. The intervals at which pay raises are to be granted and the extent to which merit and/or seniority will influence the raises. 5. The pay levels needed to facilitate the achievement of a sound financial position in relation to the products or services offered.

What are the characteristics of merit pay programs?

1. They identify individual differences in performance, which are assumed to reflect differences in ability or motivation. By implication, system constraints on performance are not seen as significant. 2. The majority of information on individual performance is collected from the immediate supervisor. Peer and subordinate ratings are rare, and where they exist, they tend to receive less weight than supervisory ratings. 3. There is a policy of linking pay increases to performance appraisal results. 4. The feedback under such systems tends to occur infrequently, often once per year at the formal performance review session. 5. The flow of feedback tends to be largely unidirectional, from supervisor to subordinate.

What are 3 threats in COR?

1. Threat of losing a personal resource 2. Actual net loss of a personal resource 3. Lack of resource gain following investment of other personal resources

What are 3 performance appraisal methods?

1. Trait-Based Methods 2. Behavior-Based Methods 3. Results-Based Methods

What are the 4 types of outcomes that result in the use of a selection device?

1. True positives 2. False positives 3. True negatives 4. False negatives

What are 3 issues to consider before using pay surveys?

1. Which employers should be included in the survey? 2. Which jobs are included in the survey? 3. If multiple surveys are used, how are all rates of pay weighted and combined?

Expert power:

Have valued knowledge or information over those who need the knowledge or information

Criticisms of merit pay plans:

Focus on merit pay discourages teamwork. Measurement of performance is unfair and inaccurate. Too much emphasis on individual performance. Merit pay does not really exist - high performers are paid more than marginal and poor performers. Money available for merit increases may be inadequate to satisfactorily raise all employees' base pay. Managers may have no guidance in how to define and measure performance - vague merit award criteria. Employees may not believe that their compensation is tied to effort and performance. The performance appraisal objectives of employees and their managers are often at odds. There may be a lack of honesty and cooperation between management and employees.

Person-job Fit

Focus on selecting people who have the KSAs necessary for the job

Selective Perception

Focus on some aspects of the environment while ignoring others

Attribute:

Focus on the extent to which individuals have certain attributes that are desirable to the company.

Servant leadership:

Focuses on increased service to others rather than to oneself. Characteristics of servant leadership: listening, empathy, healing, awareness, persuasion, conceptual thinking, foresight, stewardship, commitment to growth of people, building community.

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

Formal Statements, The design of physical space, work environments, and buildings, Slogans, language, acronyms, and sayings, Deliberate role modeling, training programs, teaching, and coaching by others, Explicit rewards, symbols, and promotion criteria, Stories, myths, and legends about key people and events, Organizational activities, processes, or outcomes, Leader reactions to critical incidents and organizational crises, Rites and rituals, and Workflow and organizational structure

Stages of Group Development:

Forming, Storming, Norming, Performing, Adjourning.

Maintenance Roles

Foster supportive and constructive interpersonal relationship. They make sure everyone in the group understands what is going on and is comfortable. They are inclusive and compromising. ex: individual who says "lets here from those who oppose this plan"

Self-Esteem:

General belief about your self-worth. Self esteem remains relatively stable over ones life.

Norms

General unwritten rules and standards of behavior that apply to team members. -allow members to predict what others will do , help members gain a common sense of direction, and reinforce team culture.

Type B Personality

Generally live at a lower stress level and typically work steadily, enjoying achievement but not becoming stressed when they do not achieve. They may be creative and enjoy exploring ideas and concepts. They are often reflective. Excellent in creative roles

Consultation-

Getting others to participate in planning, making decisions, and changes

Coalition tactics-

Getting others to support your efforts to persuade someone

Ingratiation-

Getting someone in a good mood prior to making a request ( brown nosing)

Outline recommendations for providing effective performance feedback to employees

Give feedback frequently, not once a year. Create right context for discussion. Ask employees to rate performance before the session. Encourage employees to participate. Recognize effective performance through praise. Focus on solving problems. Focus feedback on behavior or results, not on the person. Minimize criticism. Agree to specific goals and set progress review date.

Activity-based goals

Goals that describe just the activities.

Person-organization Fit

Going beyond simply measuring fit with a particular job - Focus on individual characteristics consistent with organization culture - May include focusing on KSAs necessary to perform in future positions within the organization

person organization fit

Going beyond simply measuring fit with a particular job, focus on individual characteristics consistent with organization culture, may include focusing on KSAs necessary to perform in future positions within the organization.

Phantom Stock

Grant of units in value to the fair market value or book value of a share of stock; on a specified date the executive will be paid the appreciation in the value of the units up to that time

Performance Units

Grants analogous to annual bonuses except that the measurement period exceeds one year. The value of the grant can be expressed as a flat dollar amount or converted to a number of "units" of equivalent aggregate value.

Performance Shares

Grants of actual stock or phantom stock units. Value is contingent on both predetermined performance objectives over a specified period of time and the stock market.

Conductive After Action Reviews

Great teams have "productive failures" that are seen as opportunities for growth.

Norming

Group begins to come together as a coordinated unit, regulates behavior

Pay Grades

Grouping jobs of similar worth or content together for pay administration purposes

Pay Grades

Grouping jobs of similar worth or content together for pay administration purposes. - Groups of jobs within a particular class that are paid the same rate

Merit Guidelines

Guidelines for awarding merit raises that are tied to performance objectives

Mergers and Acquisitions

HR needs to be involved