MGMT Exercises
Danielle feels strongly that the best way to get her boss to notice her hard work is to keep producing and doing a great job, rather than to be a kiss-up. -"Ingratiation" is not a good long-term strategy -Be subtle -Be authentic -Rely on the core -Learn to influence -Consult rather than legitimate
"Ingratiation" is not a good long-term strategy
Lorenzo wants his boss to give him a good performance review, so every single time he sees her, he pays her a compliment about her clothing, appearance, or something else superficial. -"Ingratiation" is not a good long-term strategy -Be subtle -Be authentic -Rely on the core -Learn to influence -Consult rather than legitimate
"Ingratiation" is not a good long-term strategy
"It's difficult to concentrate on being my best at work and giving the company my all because of the incessant offensive comments, jokes, conversations, and emails that seem to define this place." -A negative diversity climate -Stereotypes and prejudices -Fear of discrimination against majority group members -Resistance to diversity program priorities -Lack of support for family demands -A hostile work environment for diverse employees
A hostile work environment for diverse employees
"This organization doesn't value ethnic diversity. It only cares about creating the false impression that it values ethnic diversity so that outsiders will think more positively about it." -A negative diversity climate -Stereotypes and prejudices -Fear of discrimination against majority group members -Resistance to diversity program priorities -Lack of support for family demands -A hostile work environment for diverse employees
A negative diversity climate
Minorities here know that the company doesn't truly care about them. When our workers from underrepresented groups get offers from companies that offer true support to their minority workers, they take those jobs immediately." -A negative diversity climate -Stereotypes and prejudices -Fear of discrimination against majority group members -Resistance to diversity program priorities -Lack of support for family demands -A hostile work environment for diverse employees
A negative diversity climate
Your supervisor just gave you a tremendous work opportunity that you aren't sure you are ready for. She reminds you that although she understands this position will be challenging, she's confident that you will rise to the occasion. -Work facilitation behaviors -Value-based behaviors -Interaction facilitation behaviors -Achievement-oriented behaviors -Group-oriented decision-making behaviors -Representation and networking behaviors -Supportive behaviors -Path-goal clarifying behaviors
Achievement-oriented behaviors
Sal has been an employee of a large company for over 10 years and recently celebrated his 60th birthday. His boss tells him that he is not going to be interviewed for a promotion because he doesn't have enough "good years" left in him to warrant the investment in training.
Age Discrimination in Employment Act (ADEA)
Workers at University College must pay the equivalent of union dues, but they aren't required to join the union.
Agency Shop
Laszlo enjoys having the freedom to work on tasks at times of the day that are most convenient for him. -Skill variety -Task Significance -Task Identity -Feedback -Autonomy
Autonomy
Paola has little choice in how to accomplish her work tasks—her company employs strict process control. -Skill variety -Task Significance -Task Identity -Feedback -Autonomy
Autonomy
The extent to which a job allows an employee to make choices about scheduling different tasks and deciding how to perform them
Autonomy
Your boss congratulates you on the great job you're doing with the company's international divisions. She reminds you that one of the main reasons she hired you was for your international experience, which is something she lacks. -Conceptualization -Foresight -Commitment to the growth of people -Awareness -Listening -Persuasion -Empathy -Stewardship -Building community -Healing
Awareness
Abir is never comfortable getting coworkers to agree with him by reminding them of how good of a friend he's been to them. But he decides to use this tactic anyway because he knows it's more effective than some of the other tactics. -"Ingratiation" is not a good long-term strategy -Be subtle -Be authentic -Rely on the core -Learn to influence -Consult rather than legitimate
Be authentic
Ryan knows that he can get the raise he wants if he puts pressure on his supervisors. But this doesn't feel natural to Ryan, so he decides to take an approach that is truer to who he is. -"Ingratiation" is not a good long-term strategy -Be subtle -Be authentic -Rely on the core -Learn to influence -Consult rather than legitimate
Be authentic
Eric is skilled at getting people on his side by making understated comments indicating that he shares their opinions on work-related matters. -"Ingratiation" is not a good long-term strategy -Be subtle -Be authentic -Rely on the core -Learn to influence -Consult rather than legitimate
Be subtle
Nami agrees with every single thing her boss says in every single meeting. -"Ingratiation" is not a good long-term strategy -Be subtle -Be authentic -Rely on the core -Learn to influence -Consult rather than legitimate
Be subtle
An example question would be "Tell me about a time that you had to say 'no' to an employee's request in the past. How did you handle it, and what would you do differently if you could go back in time?"
Behavioral-description interview
Asks candidates questions that focus on things they have done in previous jobs
Behavioral-description interview
Attempts to learn how employees have dealt with workplace situations in the past
Behavioral-description interview
You make a choice for how to get things like food or water. -Unfulfilled need -Behaviors -Rewards -Motivation -Feedback
Behaviors
If an employee reaches a certain goal, the employee is able to earn an additional $10,000 at the end of the year in addition to their normal salary. -Profit-sharing -Pay for performance -Pay for knowledge -Gainsharing -Stock options -Bonuses
Bonuses
This plan uses cash awards on top of an employee's regular salary for achievement of specific objectives. -Profit-sharing -Pay for performance -Pay for knowledge -Gainsharing -Stock options -Bonuses
Bonuses
Your boss does an excellent job bringing people together, helping them to realize their common goals, and getting them to cooperate at work. -Conceptualization -Foresight -Commitment to the growth of people -Awareness -Listening -Persuasion -Empathy -Stewardship -Building community -Healing
Building community
The case mentions that Neumann seemed to believe that he had extraordinary abilities to accomplish the impossible. Former employees said that it was nearly impossible to talk Neumann down from anything, no matter how absurd it seemed and Twitter's former CEO said that WeWork had a high degree of self-dealing. Based on this information, Neumann seems to exhibit all of the following "dark" leader characteristics except -Machiavellianism -Narcissism -Self-centeredness -Psychopathy -Charismatic
Charismatic
Raelynn's Builders may only hire workers for a job who are already in the union.
Closed Shop
Jiro often uses threats to get his staff to achieve desired results. -Expert power -Informational poer -Referent power -Legitimate power -Coercive power -Reward power
Coercive power
Your company leaders offer an extensive leadership development and executive education program to employees. -Conceptualization -Foresight -Commitment to the growth of people -Awareness -Listening -Persuasion -Empathy -Stewardship -Building community -Healing
Commitment to the growth of people
Your supervisor has a knack for balancing short-term objectives with the company's overarching goals. -Conceptualization -Foresight -Commitment to the growth of people -Awareness -Listening -Persuasion -Empathy -Stewardship -Building community -Healing
Conceptualization
Walton's company will not allow him to receive an extension of health insurance benefits after his termination.
Consolidated Omnibus Budget Reconciliation Act (COBRA)
Shin's subordinates don't like participating in team meetings. Shin reminds them that he is their boss, and if they don't show up, he has the authority to punish them. -"Ingratiation" is not a good long-term strategy -Be subtle -Be authentic -Rely on the core -Learn to influence -Consult rather than legitimate
Consult rather than legitimate
Tia knows that introducing a new software platform at her company is going to be a source of stress for her employees who are accustomed to doing things in the old platform. Therefore, Tia elicits feedback from each employee on what they would like to see in a new platform that the current platform doesn't offer. -"Ingratiation" is not a good long-term strategy -Be subtle -Be authentic -Rely on the core -Learn to influence -Consult rather than legitimate
Consult rather than legitimate
Employees are motivated at their jobs because they are given a lot of discretion about how to do their work, and their supervisor doesn't micromanage them. -Deci and Ryan's Self-Determination Theory -Maslow's Hierarchy of Needs -McClelland's Acquired Needs Theory -Herzberg's Two-Factor Theory
Deci and Ryan's Self-Determination Theory
Focuses on the three needs of relatedness, competence, and autonomy -Deci and Ryan's Self-Determination Theory -Maslow's Hierarchy of Needs -McClelland's Acquired Needs Theory -Herzberg's Two-Factor Theory
Deci and Ryan's Self-Determination Theory
Aileen and her supervisor discuss how the market is looking and how much of an increase in sales she believes is realistic and attainable for this year.
Define Performance
Does everyone's paycheck accurately reflect what they deserved to earn this month? -Distributive justice -Interactional justice -Procedural justice
Distributive justice
How fair is the salary I received this year? -Distributive justice -Interactional justice -Procedural justice
Distributive justice
Has been found to be poor for employee morale once an applicant who has been through this type of interview accepts the job
Does not apply
Should be avoided in favor of other types of interviews
Does not apply
It is virtually impossible for employees to challenge this type of appraisal on legal grounds
Does not describe either type of appraisal
This type of appraisal is extremely difficult to create and therefore, is almost never used in today's organizations.
Does not describe either type of appraisal
You didn't meet your sales quota last quarter. Luckily you have an understanding manager who understands your shortfall was largely the result of things beyond your control. -Conceptualization -Foresight -Commitment to the growth of people -Awareness -Listening -Persuasion -Empathy -Stewardship -Building community -Healing
Empathy
Marie and her brother work in construction and perform similar jobs. Her brother makes $25 an hour, while Marie makes $20 an hour.
Equal Pay Act
Employees receive personal, hand-written notes from their supervisors to recognize exemplary work -Safety need -Love need -Self-actualization need -Physiological need -Esteem Need
Esteem need
Darius isn't confident about tackling a new project because he's not at all familiar with the software platform. -Expectancy -Valence -Instrumentality
Expectance
Lucy wants to attend training before she takes on a new job role. -Expectancy -Valence -Instrumentality
Expectance
Everyone voted for Julian to lead the team because of his extensive knowledge of the processes they would be using to complete their upcoming project. -Expert power -Informational poer -Referent power -Legitimate power -Coercive power -Reward power
Expert power
Malise's firm competes by maintaining stability and increasing efficiency at every step of its operations. Employee bonuses are therefore based on cost reductions, safety metrics, and process stability. -Internal HR Fit -External HR Fit
External HR Fit
Nixon's company wants to encourage product innovation and thus rates employee performance based on creativity and teamwork rather than firm-level financial gains. -Internal HR Fit -External HR Fit
External HR Fit
Vox's aim is to increase market share and outperform their company's rivals, so they hire employees who are competitive and highly goal-driven. -Internal HR Fit -External HR Fit
External HR Fit
A recruiting approach that may rely on partnerships with universities Often relies on potential applicants' social media presence
External recruiting
A behavior is less likely to be repeated in the future because it isn't given any attention -Positive reinforcement -Negative reinforcement -Extinction -Punishment
Extinction
An employee arrives to work 10 minutes early every day in order to get organized and be ready to go for the day. Everyone else at the office always arrives 15 minutes late and no one notices or cares that the employee arrives early every day. The employee decides to stop arriving early. -Positive reinforcement -Negative reinforcement -Extinction -Punishment
Extinction
You get to use the best parking spot as a reward for being this month's star employee. -Intrinsic reward -Extrinsic reward
Extrinsic reward
You moved to a bigger, much nicer office when you got promoted. -Intrinsic reward -Extrinsic reward
Extrinsic reward
You received a $100 gift card to your favorite restaurant after being named employee of the quarter. -Intrinsic reward -Extrinsic reward
Extrinsic reward
Your favorite perk at your company is the complimentary membership to your local health club—it would otherwise be really expensive to join. -Intrinsic reward -Extrinsic reward
Extrinsic reward
Russell distributes fliers and coupons for a local restaurant. Although the minimum wage is $7.25 per hour, Russell's boss only pays him $5.75 per hour.
Fair minimum wage act
LaTonya's father has been diagnosed with a terminal disease. She asks her employer for 12 weeks of unpaid leave to care for her father
Family & Medical Leave Act
"Affirmative action programs do nothing but make it harder for qualified white males to get jobs." -A negative diversity climate -Stereotypes and prejudices -Fear of discrimination against majority group members -Resistance to diversity program priorities -Lack of support for family demands -A hostile work environment for diverse employees
Fear of discrimination against majority group members
"If we hire too many Hispanic employees, pretty soon Caucasians won't have a chance to succeed here, even if they are more qualified." -A negative diversity climate -Stereotypes and prejudices -Fear of discrimination against majority group members -Resistance to diversity program priorities -Lack of support for family demands -A hostile work environment for diverse employees
Fear of discrimination against majority group members
As a computer programmer, Maria knows almost instantly if one of her work projects has been successful. -Skill variety -Task Significance -Task Identity -Feedback -Autonomy
Feedback
Information tells you whether your choices worked or not -Unfulfilled need -Behaviors -Rewards -Motivation -Feedback
Feedback
Jim doesn't have a good idea of whether they are doing a good job until their end-of-year performance review. -Skill variety -Task Significance -Task Identity -Feedback -Autonomy
Feedback
The extent to which workers receive clear, direct information about how well they are performing the job
Feedback
Sal knows that he can aggressively push his sales team to meet their goals in the last few days of this month, but he realizes also that doing this will likely cause them to sell less next month due to fatigue. -Conceptualization -Foresight -Commitment to the growth of people -Awareness -Listening -Persuasion -Empathy -Stewardship -Building community -Healing
Foresight
A company wants to be more efficient, so it has a team of workers generate a plan to cut costs and increase productivity. The team is promised a reward of 50 percent of any cost savings their plan generates. -Profit-sharing -Pay for performance -Pay for knowledge -Gainsharing -Stock options -Bonuses
Gainsharing
This plan distributes savings to groups of employees who helped to reduce the organization's costs and increase its productivity. -Profit-sharing -Pay for performance -Pay for knowledge -Gainsharing -Stock options -Bonuses
Gainsharing
Your new boss is using data she collected from you and your coworkers to help her to set goals collectively with all of you on the team. -Work facilitation behaviors -Value-based behaviors -Interaction facilitation behaviors -Achievement-oriented behaviors -Group-oriented decision-making behaviors -Representation and networking behaviors -Supportive behaviors -Path-goal clarifying behaviors
Group-oriented decision-making behaviors
You are feeling incredibly defeated after losing out on a promotion to another team member. Your mentor spends a lot of time discussing this with you and explaining the objective reasons the other person got the promotion and the opportunities you can look forward to in the next year. -Conceptualization -Foresight -Commitment to the growth of people -Awareness -Listening -Persuasion -Empathy -Stewardship -Building community -Healing
Healing
An employee hates going to work because the air conditioner has been broken for weeks and it is extremely hot in the office. -Deci and Ryan's Self-Determination Theory -Maslow's Hierarchy of Needs -McClelland's Acquired Needs Theory -Herzberg's Two-Factor Theory
Herzberg's Two-Factor Theory
Focuses on motivating and hygiene factors in a job -Deci and Ryan's Self-Determination Theory -Maslow's Hierarchy of Needs -McClelland's Acquired Needs Theory -Herzberg's Two-Factor Theory
Herzberg's Two-Factor Theory
An example is interpersonal relationships -Motivating Factors -Hygiene Factors
Hygiene factors
Lower-level needs -Motivating Factors -Hygiene Factors
Hygiene factors
Related to dissatisfaction -Motivating Factors -Hygiene Factors
Hygiene factors
Related to job context - working conditions -Motivating Factors -Hygiene Factors
Hygiene factors
Cai is willing to go the extra mile for the good of her division—even if it means making personal sacrifices. -Individualized consideration -Intellectual stimulation -Idealized influence -Inspirational motivation
Idealized influence
Liam is known among his workers for his integrity—he is an honest, fair, and ethical person, even when he thinks no one is looking. -Individualized consideration -Intellectual stimulation -Idealized influence -Inspirational motivation
Idealized influence
Heidi takes the time to individually mentor her employees. This is time consuming, but she knows how important it is that her workers are actively engaged with senior management. -Individualized consideration -Intellectual stimulation -Idealized influence -Inspirational motivation
Individualized consideration
Zahid is good at empowering his employees by giving them a lot of responsibility for their work and increasingly challenging assignments. -Individualized consideration -Intellectual stimulation -Idealized influence -Inspirational motivation
Individualized consideration
Ridley always seems to be clued in about what is going on in the organization. When other employees are concerned that a big change is coming that may affect them, they go to Ridley to get the latest scoop. -Expert power -Informational poer -Referent power -Legitimate power -Coercive power -Reward power
Informational power
Jaden's employees are drawn to him—they tend to feel excited about and supportive of the ideas he presents. -Individualized consideration -Intellectual stimulation -Idealized influence -Inspirational motivation
Inspirational motivation
Whenever Desiree speaks to her employees at the company's annual meeting, people feel at ease, comfortable, and engaged with her. -Individualized consideration -Intellectual stimulation -Idealized influence -Inspirational motivation
Inspirational motivation
Catalina knows that she will receive a huge year-end bonus if she meets her sales goals. -Expectancy -Valence -Instrumentality
Instrumentality
Adnan's boss dangles rewards in front of employees as performance incentives, but sadly Adnan knows that even when employees perform well, most of them never see any actual rewards -Expectancy -Valence -Instrumentality
Instumentality
Marco encourages his workers to question the way things are done at work when something doesn't feel right. -Individualized consideration -Intellectual stimulation -Idealized influence -Inspirational motivation
Intellectual stimulation
Safiya has a gift for motivating her employees to see the company's shortcomings as exciting opportunities for them to make a difference. -Individualized consideration -Intellectual stimulation -Idealized influence -Inspirational motivation
Intellectual stimulation
Your boss has a unique ability to involve everyone in team discussions and reconcile personal differences among the members. -Work facilitation behaviors -Value-based behaviors -Interaction facilitation behaviors -Achievement-oriented behaviors -Group-oriented decision-making behaviors -Representation and networking behaviors -Supportive behaviors -Path-goal clarifying behaviors
Interaction facilitation behaviors
Does my supervisor treat me with respect and kindness at work? -Distributive justice -Interactional justice -Procedural justice
Interactional justice
Was my organization honest with me when they said they couldn't afford to give me a raise? -Distributive justice -Interactional justice -Procedural justice
Interactional justice
Audrina hires new employees for their skills rather than their level of job-specific knowledge. Her firm provides extensive L&D for job-specific knowledge once employees are hired. -Internal HR Fit -External HR Fit
Internal HR Fit
Corin's organization lacks the resources for extensive onboarding and L&D. Their organization thus prefers to use internal recruiting when looking to fill open job positions. -Internal HR Fit -External HR Fit
Internal HR Fit
Nevaan's company recently hired several new employees with 10+ years of sales experience. The company is basing 75 percent of these new employees' pay on sales commission. -Internal HR Fit -External HR Fit
Internal HR Fit
When you got to work yesterday there was a note on your desk thanking you for your dedication. This made you feel satisfied with your work. -Intrinsic reward -Extrinsic reward
Intrinsic reward
Winning employee of the month made you feel that you were special and that your work was valued. -Intrinsic reward -Extrinsic reward
Intrinsic reward
You use the free employee financial advisor regularly, and each time you do, you feel good about choosing to work there. -Intrinsic reward -Extrinsic reward
Intrinsic reward
Your new promotion includes a fancy title, which makes you feel like you are valued in your job. -Intrinsic reward -Extrinsic reward
Intrinsic reward
"We technically have a paternity leave policy on the books, but men here know that actually using that leave is frowned upon." -A negative diversity climate -Stereotypes and prejudices -Fear of discrimination against majority group members -Resistance to diversity program priorities -Lack of support for family demands -A hostile work environment for diverse employees
Lack of support for family demands
"Working mothers in this company have to choose between doing what it takes to get high performance evaluations and attending to their children's needs." -A negative diversity climate -Stereotypes and prejudices -Fear of discrimination against majority group members -Resistance to diversity program priorities -Lack of support for family demands -A hostile work environment for diverse employees
Lack of support for family demands
Destiny has a knack for inspiring employees to be their best selves and to commit fully to the organization's objectives. -Leadership -Management
Leadership
Elisa is the kind of person that workers are drawn to. When she speaks, people are engaged. -Leadership -Management
Leadership
Kenneth makes important decisions for his firm quickly and confidently. -Leadership -Management
Leadership
Yasir can take an idea for the future and articulate it in a way that makes everyone in the company want to get on board. -Leadership -Management
Leadership
Chloe doesn't try new tactics for influencing her peers or supervisors because she knows that if she isn't good at a tactic now, there's no way to get better at it. -"Ingratiation" is not a good long-term strategy -Be subtle -Be authentic -Rely on the core -Learn to influence -Consult rather than legitimate
Learn to influence
Marques wants to be a great manager and knows this involves learning to influence people effectively. He signs up for a course on power and social influence in business to hone his skills. -"Ingratiation" is not a good long-term strategy -Be subtle -Be authentic -Rely on the core -Learn to influence -Consult rather than legitimate
Learn to influence
As the founder and CEO of WeWork, Neumann had ______ power. -Expert -Informational -Inspirational -Referent -Legitimate
Legitimate
Lina worked her way up the ladder and was eventually made President of the International Division. This established her formal position of authority in the organization. -Expert power -Informational poer -Referent power -Legitimate power -Coercive power -Reward power
Legitimate power
Alicia is leading a task force on increasing customer satisfaction. She takes the time to learn about her teammates' views and suggestions and incorporates their input into her final decision. -Conceptualization -Foresight -Commitment to the growth of people -Awareness -Listening -Persuasion -Empathy -Stewardship -Building community -Healing
Listening
A workplace that provides a close-knit, family culture -Safety need -Love need -Self-actualization need -Physiological need -Esteem Need
Love need
Andre is great at taking plans and putting them into action with his staff. -Leadership -Management
Management
Kameko is very organized and efficient when getting things done. -Leadership -Management
Management
Manuel does a great job budgeting financial resources for his group of workers. -Leadership -Management
Management
Vanessa is skilled at guiding her employees' behaviors, providing input on their work projects, and motivating them toward accomplishing tasks. -Leadership -Management
Management
An employee continues working at a job because it allows him to put a roof over his family's head. -Deci and Ryan's Self-Determination Theory -Maslow's Hierarchy of Needs -McClelland's Acquired Needs Theory -Herzberg's Two-Factor Theory
Maslow's Hierarchy of Needs
Focuses on needs such as love, esteem, physiological needs, safety, and self-actualization -Deci and Ryan's Self-Determination Theory -Maslow's Hierarchy of Needs -McClelland's Acquired Needs Theory -Herzberg's Two-Factor Theory
Maslow's Hierarchy of Needs
An employee seeks out a promotion because it will allow him or her to have authority over more workers. -Deci and Ryan's Self-Determination Theory -Maslow's Hierarchy of Needs -McClelland's Acquired Needs Theory -Herzberg's Two-Factor Theory
McClelland's Acquired Needs Theory
Focuses on needs such as power, affiliation, and achievement -Deci and Ryan's Self-Determination Theory -Maslow's Hierarchy of Needs -McClelland's Acquired Needs Theory -Herzberg's Two-Factor Theory
McClelland's Acquired Needs Theory
Quentin has a discussion with his supervisor about how sales are going and whether or not it looks like he will make this year's budgeted sales figures.
Motinor and Evaluate Performance
An example is responsibility -Motivating Factors -Hygiene Factors
Motivating factors
Higher-level needs -Motivating Factors -Hygiene Factors
Motivating factors
Related to job content - what you do -Motivating Factors -Hygiene Factors
Motivating factors
Related to satisfaction -Motivating Factors -Hygiene Factors
Motivating factors
You search for ways to get things like food or water -Unfulfilled need -Behaviors -Rewards -Motivation -Feedback
Motivation
A behavior is more likely to be repeated in the future because a person is relieved of something he does not enjoy when he engages in the behavior. -Positive reinforcement -Negative reinforcement -Extinction -Punishment
Negative reinforcement
A supervisor continually reminds an employee—both in person and over email—about complying with a new procedure. The reminders are tiresome and annoying. When the employee finally starts complying with the procedure, the supervisor's emails and personal reminders stop happening. -Positive reinforcement -Negative reinforcement -Extinction -Punishment
Negative reinforcement
When Antoinette's office was being refurbished, it was discovered that the floor tiles contained asbestos, a carcinogenic fiber substance. The company had to call in a hazmat contractor to get rid of it and Antoinette couldn't get back into her office for weeks.
OSHA
In this type of appraisal, managers would track employee results such as number of cars sold in a quarter, total miles driven, or monthly sales totals.
Objective performance appraisal
This type of appraisal focuses on results and is often numerical.
Objective performance appraisal
This type of appraisal is based on facts that managers keep track of.
Objective performance appraisal
This type of appraisal is less subject to being tainted by managers' personal biases.
Objective performance appraisal
Workers at Louisiana Concrete may choose to join or not join a union.
Open Shop
Your boss gives regular guidance and feedback to employees during quarterly reviews. -Work facilitation behaviors -Value-based behaviors -Interaction facilitation behaviors -Achievement-oriented behaviors -Group-oriented decision-making behaviors -Representation and networking behaviors -Supportive behaviors -Path-goal clarifying behaviors
Path-goal clarifying behaviors
Tabitha is the head of a large software company. She refuses to provide health insurance benefits to her employees.
Patient Protection & Affordable Care Act
High school teachers who have a master's degree earn more than high school teachers who only have a bachelor's degree. -Profit-sharing -Pay for performance -Pay for knowledge -Gainsharing -Stock options -Bonuses
Pay for knowledge
This plan ties employee compensation to the number of degrees or job-relevant skills each employee earns. It is also known as skill-based pay. -Profit-sharing -Pay for performance -Pay for knowledge -Gainsharing -Stock options -Bonuses
Pay for knowledge
This plan bases your pay on your actual work results. It is also known as merit pay. -Profit-sharing -Pay for performance -Pay for knowledge -Gainsharing -Stock options -Bonuses
Pay for performance
An auto salesperson receives a 25 percent commission on each and every vehicle he or she sells. -Profit-sharing -Pay for performance -Pay for knowledge -Gainsharing -Stock options -Bonuses
Pay for performances
As a leader you try to avoid influencing others with your title or ability to punish them. Instead, you think it's a much better strategy to gently coax people using objective facts. -Conceptualization -Foresight -Commitment to the growth of people -Awareness -Listening -Persuasion -Empathy -Stewardship -Building community -Healing
Persuasion
Employee monthly salaries are an example of: -Safety need -Love need -Self-actualization need -Physiological need -Esteem Need
Physiological need
A behavior is more likely to be repeated in the future because a person receives something that he or she wants when choosing to engage in the behavior. -Positive reinforcement -Negative reinforcement -Extinction -Punishment
Positive reinforcement
A sales employee reaches a lofty quarterly goal and receives a highly prized bonus. The sales employee plans to work even harder in the next quarter. -Positive reinforcement -Negative reinforcement -Extinction -Punishment
Postive reinforcement
Did my organization use biased decision tools to determine employee salaries? -Distributive justice -Interactional justice -Procedural justice
Procedural Justice
Is there a grievance procedure available to me if I feel I'm not receiving enough compensation at work? -Distributive justice -Interactional justice -Procedural justice
Procedural justice
An employee-owned supermarket incentivizes its workers by promising to give 10 percent of the company's annual pretax profits back to them. -Profit-sharing -Pay for performance -Pay for knowledge -Gainsharing -Stock options -Bonuses
Profit sharing
In this plan, the company distributes a percentage of its profits to employees -Profit-sharing -Pay for performance -Pay for knowledge -Gainsharing -Stock options -Bonuses
Profit sharing
Yang receives his bonus check when he beats his sales goals by 10 percent.
Provide Consequences
A behavior is less likely to be repeated in the future because a person gets something he didn't want, or loses something he wanted, when he engages in the behavior. -Positive reinforcement -Negative reinforcement -Extinction -Punishment
Punishment
An airline institutes a policy that passengers who arrive late for check-in lose their chance to choose their airplane seat. Within a few months, there is a 75 percent reduction in late check-ins. -Positive reinforcement -Negative reinforcement -Extinction -Punishment
Punishment
There's something charismatic about Zoe that makes others want to work with her and follow her guidance. -Expert power -Informational poer -Referent power -Legitimate power -Coercive power -Reward power
Referent power
You are the team leader and your opinion is highly respected by your workers. Recently there's been a great deal of fighting among everyone on the team regarding how they'd like to approach the current project. Sometimes you wish you could get them to stop arguing by threatening to kick the troublemakers off of the team, but you don't actually have the authority to make that decision. -Task-oriented leadership -Relationship-oriented leadership
Relationship-oriented leadership
Your followers are bitter because you were promoted to lead the team and they weren't. They all feel confident in their work because their roles and job duties are very well defined. Although you are the official team leader, you don't have a whole lot of power to reward or punish anyone. -Task-oriented leadership -Relationship-oriented leadership
Relationship-oriented leadership
Veronica wants her employees to volunteer at the company's annual charity fundraiser, so she shows them some corporate footage of the people who have been helped by the fundraiser in the past. -"Ingratiation" is not a good long-term strategy -Be subtle -Be authentic -Rely on the core -Learn to influence -Consult rather than legitimate
Rely on the core
Wasim wants to get everyone in his team on board with his suggestion, so he starts making promises to each team member about how he'll help them out the next time they have an idea they want the group to embrace. -"Ingratiation" is not a good long-term strategy -Be subtle -Be authentic -Rely on the core -Learn to influence -Consult rather than legitimate
Rely on the core
You've volunteered to represent your organization at an upcoming career fair at the local university. -Work facilitation behaviors -Value-based behaviors -Interaction facilitation behaviors -Achievement-oriented behaviors -Group-oriented decision-making behaviors -Representation and networking behaviors -Supportive behaviors -Path-goal clarifying behaviors
Representation and networking behaviors
"Why are we wasting time at LGBTQ sensitivity training? We should be attending to our real work." -A negative diversity climate -Stereotypes and prejudices -Fear of discrimination against majority group members -Resistance to diversity program priorities -Lack of support for family demands -A hostile work environment for diverse employees
Resistance to diversity program priorities
While Vonda's sales are strong, they do not appear to be in line with what she and her supervisor anticipated, so they are meeting to discuss how she can boost her sales in time to meet her goals.
Review Performance
These can be either intrinsic or extrinsic -Unfulfilled need -Behaviors -Rewards -Motivation -Feedback
Reward
Samantha gets her employees to do their work by offering something valuable in exchange. -Expert power -Informational poer -Referent power -Legitimate power -Coercive power -Reward power
Reward power
Company-provided benefits such as health insurance and pension plans -Safety need -Love need -Self-actualization need -Physiological need -Esteem Need
Safety need
Roman is fired from his job because he informed the Securities and Exchange Commission of possible fraud committed by his company's executives.
Sarbanes-Oxley Act
Employees feel that they are able to reach their full potential on the job -Safety need -Love need -Self-actualization need -Physiological need -Esteem Need
Self-actualization need
An example question would be "How would you respond if two employees came to you asking for a raise, and you knew you could only give a raise to one of them?"
Situational interview
Asks candidates questions that focus on hypothetical situations
Situational interview
Attempts to figure out how applicants would respond if they were to encounter a given situation on the job
Situational interview
Akon feels bored on the job because his current role doesn't require him to use many of his most valuable abilities. -Skill variety -Task Significance -Task Identity -Feedback -Autonomy
Skill variety
Juniper is excited that she gets to employ a wide range of her talents at her job. -Skill variety -Task Significance -Task Identity -Feedback -Autonomy
Skill variety
The extent to which a job requires a person to use a wide range of different skills and abilities
Skill variety
Demarcus' department's productivity is being reviewed by upper management after a sharp decrease from last year's levels.
Step 1: Assessment
Bianca is given specific metrics that her department has to meet.
Step 2: Objectives
Oswaldo receives several proposals from learning and development content delivery companies and considers each.
Step 3: Selection
Melba is charged with deciding whether to have learning and development classes conducted during the workday or to have learning and development outside of work.
Step 4: Implementation
Jere reviews customer satisfaction data to determine if her employees are doing better in that area.
Step 5: evaluation
"If we hire people from that culture, the quality of their work won't be up to the standards we adhere to in our culture because they just don't tend to be as ambitious." -A negative diversity climate -Stereotypes and prejudices -Fear of discrimination against majority group members -Resistance to diversity program priorities -Lack of support for family demands -A hostile work environment for diverse employees
Stereotypes and prejudices
"There's ageism at this job everywhere I turn. From the twenty-somethings taking over the boardroom to the constant joking about how anyone over fifty is a dinosaur in the digital age, a person who isn't young is never allowed to forget it here." -A negative diversity climate -Stereotypes and prejudices -Fear of discrimination against majority group members -Resistance to diversity program priorities -Lack of support for family demands -A hostile work environment for diverse employees
Stereotypes and prejudices
"This job requires an employee who can finesse deals with groups of predominantly Japanese men. Anyone other than a Japanese male won't have the right background to be able to win the trust of potential clients." -A negative diversity climate -Stereotypes and prejudices -Fear of discrimination against majority group members -Resistance to diversity program priorities -Lack of support for family demands -A hostile work environment for diverse employees
Stereotypes and prejudices
Your parents are leaving town for two months. You are in college and mature, and they are confident in your ability to run the family business in their absence. -Conceptualization -Foresight -Commitment to the growth of people -Awareness -Listening -Persuasion -Empathy -Stewardship -Building community -Healing
Stewardship
A company gives its executives the right to purchase 500 shares of company stock at a future date for a discounted price. -Profit-sharing -Pay for performance -Pay for knowledge -Gainsharing -Stock options -Bonuses
Stock options
With this plan, employees are motivated to work harder to increase the company's stock price so that they can obtain it at a cheaper price. -Profit-sharing -Pay for performance -Pay for knowledge -Gainsharing -Stock options -Bonuses
Stock options
One type of this appraisal is the behaviorally anchored rating scale (BARS), designed to assess specific behaviors. For example, a 5-point scale that ranges from 1 - "employee rarely takes any initiative" to 5 - "employee often solves problems independently without being told."
Subjective performance appraisal
The validity of this appraisal is questionable because managers' personal biases can influence ratings.
Subjective performance appraisal
This appraisal may focus on employee attributes such as "leadership ability" or "positive attitude."
Subjective performance appraisal
This appraisal may focus on specific, observable performance aspects such as conveying positive attitudes toward customers or staying late to finish projects.
Subjective performance appraisal
Your new boss has an open-door policy and is very approachable and willing to help his employees whenever they need assistance. -Work facilitation behaviors -Value-based behaviors -Interaction facilitation behaviors -Achievement-oriented behaviors -Group-oriented decision-making behaviors -Representation and networking behaviors -Supportive behaviors -Path-goal clarifying behaviors
Supportive behaviors
Eliyahu is responsible for several important steps in the production process and enjoys seeing how his work contributes to a final product. -Skill variety -Task Significance -Task Identity -Feedback -Autonomy
Task identity
Farren works on a single part of the assembly process and never sees how their work contributes to the finished product. -Skill variety -Task Significance -Task Identity -Feedback -Autonomy
Task identity
The extent to which a job requires a worker to perform all the tasks needed to complete the job from beginning to end
Task identity
Dru sometimes wonders if what she does at work every day even matters in the grand scheme of things. -Skill variety -Task Significance -Task Identity -Feedback -Autonomy
Task significance
Quinton feels a sense of pride in their work because they know they are making a positive difference in the world. -Skill variety -Task Significance -Task Identity -Feedback -Autonomy
Task significance
The extent to which a job affects the lives of other people, whether inside or outside the organization
Task significance
Your followers don't see the need to have you leading them on the current project. In addition, each person on the team is advocating for a different "best way" to achieve the team's goals. Your current position doesn't include very much formal authority that would allow you to direct team members' behaviors. -Task-oriented leadership -Relationship-oriented leadership
Task-oriented leadership
Your subordinates are thankful to have you as their leader and their job roles are clearly defined and understood. You also have complete authority to evaluate their performance and to reward and/or punish them. -Task-oriented leadership -Relationship-oriented leadership
Task-oriented leadership
One executive mentioned that Neumann doesn't know what he doesn't know. Based on this characterization, Neumann most likely suffered from -A lack of humility -Transactional leadership -Low emotional stability -Abusive supervision -The Dunning-Kruger effect
The Dunning-Kruger effect
Desire is created to get things like food or water -Unfulfilled need -Behaviors -Rewards -Motivation -Feedback
Unfulfilled need
At Spokes Utility, workers aren't required to be union members when hired but they must join the union within a specified time.
Union Shop
Each applicant's conversation with the interviewer is different; can feel more like an ordinary, informal conversation than a job interview
Unstructured interview
May provide a more accurate assessment of an applicant's job-related personality traits than other types of interviews
Unstructured interview
Might become overly subjective and interviewers' biases are likely to influence their perceptions of candidates' responses.
Unstructured interview
At this time in his life, Mateo would rather have more time off than he would a bonus check. -Expectancy -Valence -Instrumentality
Valence
Thu could care less about meeting her goals this quarter because the reward is a $500 Omaha Steaks gift card and Thu is a vegetarian. -Expectancy -Valence -Instrumentality
Valence
Part of your supervisor's success as a leader is due to his ability to create a compelling vision and communicate it in a way that inspires the employees. -Work facilitation behaviors -Value-based behaviors -Interaction facilitation behaviors -Achievement-oriented behaviors -Group-oriented decision-making behaviors -Representation and networking behaviors -Supportive behaviors -Path-goal clarifying behaviors
Value-based behaviors
You are the unofficial coordinator and mentor at work. You schedule, organize, coach, and provide guidance to employees. -Work facilitation behaviors -Value-based behaviors -Interaction facilitation behaviors -Achievement-oriented behaviors -Group-oriented decision-making behaviors -Representation and networking behaviors -Supportive behaviors -Path-goal clarifying behaviors
Work facilitation behaviors
Pria gets a large paycheck compared to her colleagues because of the dangers associated with her particular job. This is an example of: -base pay -benefits -incentives
base pay
Sam has worked for many years for her company. A few more years and she can look forward to collecting her monthly pension check. This is an example of: -base pay -benefits -incentives
benefits
May be thought of as "taking back" former employees Taps into existing employees' social networks outside the organization
hybrid recruiting
Julian works really hard and is a top salesman in his firm. Julian enjoys his regular paycheck every other week, but really looks forward to the healthy commission checks he gets that are based on his sales. This is an example of: -base pay -benefits -incentives
incentives
One reporter claimed that Neumann led with an entrepreneurial vision and personal charisma. Based on what you know about influence tactics, which tactic did Neumann successfully utilize? -Pressure -Rational persuasion -Exchange -Consultation -Inspirational appeals
inspirational appeals
May increase employee engagement & commitment Locates potential applicants through company-wide announcements, employee profiles, and/or informal nominations from managers
internal recruiting
Vulnerable to legal action from candidates because questions can easily veer into non-job-related territory such as disability, family status, or diversity
unstructured interview
