MGT 323 FINAL EXAM

What is the purpose of HRM?

to ensure organizations always have the right people in the right places doing the right jobs to achieve performance goals

Human relations leader

a leader who emphasizes people over tasks - interpersonally engaging, cares about others, considers others' feelings and emotions, tends to act in ways that emphasize harmony and good working relationships

Visionary leadership

a leader who offers a clear and compelling sense of the future, as well as an understanding of what's needed to get there - good at turning their visions into accomplishments - brings meaning to people's work

Democratic leader

a manager that is strong in concerns for both task and people - shares decisions with followers, encourages participation, and supports the teamwork needed for high task performance

Emotional intelligence quotient (EQ)

a measure of a person's ability to manage emotions in leadership and social relationships

Job audition

a trial hire where the job candidate is given a short-term employment contract to demonstrate performance capabilities

Halo effect

occurs when we use one characteristic of a person or situation to form an overall impression - obscures individual differences

People-oriented behaviors in leadership

a leader high in concern for people - asks warm and supportive toward followers - maintains good relations with them - respects their feelings - shows sensitivity to their needs - displays trust in them

Task oriented behaviors in leadership

a leader high in concern for task - plans and defines work goals - assigns task responsibilities - sets clear work standards - urges task completion - monitors performance results

Stereotype

occurs when you identify someone with a group or category, and then use the attributes associated with the group or category to describe the individual

Shared power strategy

pursues change by participation in assessing change needs, values, and goals - change leader engages others as a team to develop consensus to support change

Perceived negative inequity

discomfort felt over being harmed by unfair treatment - ex: people who feel unpaid

Perceived positive inequity

discomfort felt over benefitting from unfair treatment - associated with a sense of guilt

Punishment

discourages a behavior by making an unpleasant consequence contingent on its occurrence

Job discrimination

occurs when someone is denied a job or job assignment for non-job-relevant reasons

Flameout

occurs when we communicate extreme agitation in interpersonal relationships or electronic messages

Social entrepreneurs

pursue innovative ways to solve pressing social problems

4 leadership styles (Hersey-Blanchard)

- delegating (turn over decisions) - participating (share ideas) - selling (explain decisions) - telling (give instructions)

McClelland's Theory of Needs

- need for achievement = the desire to do something better or more efficiently, solve problems, or master complex tasks - need for power = the desire to control other people, influence their behavior, or be responsible for them - need for affiliation = the desire to have friendly and warm relations with other people

2 types of Needs (McClelland)

- need for personal power = seeking power for personal gratification - need for social power = seeking power to help people and groups achieve goals

What does organizational culture do?

- sets values, shapes attitudes, reinforce beliefs, directs behavior, establishes performance expectations and the motivation to fulfill them

The Big Five (personality traits)

1. Extraversion (being an extrovert - talkative, comfortable, confident) 2. Agreeableness (trusting, courteous, helpful, gets along with others) 3. Conscientiousness (dependable, organized, focused on getting tasks done) 4. Emotional Stability (secure, calm, steady, self-confident) 5. Openness to Experience (broad minded, imaginative, amenable to new ideas)

3 decision options in Vroom-Jago Model

1. authority decision (made by the leader and then communicated to the group) 2. consultative decision (made by a leader after receiving information, advice, or opinions from group members) 3. group decision (made by group members themselves) - based on decision quality, decision acceptance, and decision time

3 components of attitude

1. cognitive (reflects a belief or value) 2. affective/emotional (reflects a specific feeling) 3. behavioral (reflects an intention to behave consistent with the belief and feeling)

4 types of organizational cultures

1. hierarchical (emphasize authority, tradition, clear roles) 2. rational (emphasize process, efficiency, slow change) 3. entrepreneurial (emphasizes change, growth, creativity, competition) 4. team (emphasizes teamwork, collaboration, trust)

Steps of commercializing innovation

1. idea creation (discovering) 2. initial experimentation (sharing) 3. feasibility determination (testing) 4. final application (commercializing)

5 core job characteristics

1. skill variety 2. task identity 3. task significance 4. autonomy 5. feedback

3 phases of planned change

1. unfreezing = create a felt need for change, a situation is prepared for change 2. changing = implement change, a change actually takes place 3. refreezing = stabilize change

Independent contractors

hired on temporary contracts and are not part of the organization's permanent workforce - "on demand" or "freelancer"

Motivation equation (expectancy theory)

Expectancy x Instrumentality x Valence - a person exerts work effort to achieve task performance and realize work-related outcomes

Equity theory of motivation

Focuses on the desire to be treated with equity and to avoid perceived inequity - makes us motivated to act in ways that restore equity to the situation - a remind that rewards perceived as equitable should positively affect satisfaction and performance, and those perceived as inequitable may cause dissatisfaction and cause performance problems

2 most important parts of recruitment

Pay and benefits

Value-based management

When managers practice the core values, model them for others, and communicate and reinforce them in all that they do - actively develops, communicates, and enacts shared values

Labor contract

a formal agreement between a union and an employer outlining the terms of work for union members - specify the rights and obligations of employees and management with respect to wages, work hours, work rules, seniority, hiring, etc.

Vision

a future one hopes to create or achieve to improve on the present state of affairs

Self efficacy

a person's belief that they are capable of performing a task

Instrumentality

a person's belief that various outcomes will occur as a result of task performance

Expectancy

a person's belief that working hard will result in high task performance

Attitude

a predisposition to act in a certain way toward people and environmental factors

Society for Human Resource Management (SHRM)

a professional organization dedicated to keeping its membership up to date in all aspects of HRM from fundamental practices to current events and issues

Onboarding

a program of activities that introduce a new hire to the policies, practices, expectations, and culture of the organization and its teams

Recruitment

a set of activities designed to attract a qualified pool of job applicants - brings employment opportunities to the attention of people whose skills, abilities, and interests meet job requirements - ex: advertising the job, collecting a pool of applicants, screening them for employability

Stress

a state of tension experienced by individuals facing extraordinary demands, constraints, or opportunities

Emotion

a strong positive or negative feeling directed toward someone or something

Employee engagement

a strong sense of belonging and connection with one's work and employer - high involvement and high commitment

Organizational culture

a system of shared beliefs and values that develops in an organization and guides the behavior of its members

Fundamental attribution error

a tendency to blame other people when things go wrong, regardless of whether its their fault

Charismatic leaders

ability to inspire others in exceptional ways - develops special leader-follower relationships

Example of satisfier factors

achievement, recognition, responsibility, work itself, advancement, personal growth

Workplace rage

aggressive behavior toward co-workers or the work setting

Strategic human resource management

aligns human capital with organizational strategies and objectives

Affirmative action

an effort to give preference in employment to women and minority group members

Labor unions

an organization that deals with employers on the workers' collective behalf

Moral overconfidence

an overly positive view of one's integrity and strength of character - may cause a leader to act unethically without recognizing it or while justifying it by inappropriate rationalizations

Incivility

antisocial behavior in the forms of disrespectful acts, social exclusion, and use of hurtful language

Bullying

antisocial behavior that is intentionally aggressive, intimidating, demeaning, and/or abusive

Coaching

assigns an experienced person to provide performance advice to a new hire

Mentoring

assigns early-career employees as proteges to more senior ones - take long term interest in the junior person, providing guidance and advice on skills development and career advancement

Merit pay

awards pay increases in proportion to performance contributions - links pay to assessment of actual performance

Why do employers like the permatemp economy (on demand economy)?

because independent contractors and contingency workers are easy to hire and fire to control costs and manage cyclical workloads `

Why does job satisfaction have a complex relationship with job performance?

because some people may like their jobs, be very satisfied, and still not perform very well - also sometimes high performing workers are likely to feel unsatisfied - they do influence each other

Why is the concept of "fit" crucial in activating talent through strategic HRM?

because there must be a good fit between people and the specific jobs to be accomplished and between people and the overall culture of the organization

Why are leaders rarely the best performers?

because they don't have to be - leaders thrive through and by the successes of others

Position power

being the "manager" or the "leader" - includes rewards, coercion, legitimacy

Core values

beliefs and values shared by organization members

Incremental change

bends and adjusts existing ways to improve performance - continuous improvements - focuses on building on existing ways of doing things with the goal of doing them better (new products, processes, technologies, etc.)

Social innovation

business innovation driven by a social conscience

How do leaders become great?

by bringing out the best in people

Change leaders vs. status quo leaders

change leaders: - confident of ability, willing to take risks, seize opportunities, expect and embrace surprise, make things happen status quo leaders: - threatened by change, bothered by uncertainty, prefer predictability, support the status quo, wait for things to happen

Selection

choosing to hire applicants with the greatest performance potential - in-depth interviewing, some form of testing, real-time assessment of simulated job tasks - employment test = job specific knowledge and skills, intelligence, personality, ethics

Strong culture

clear, well defined, and widely shared among organization members

Personal power

comes from the person, who you are and what your presence means in a situation - includes expertise, reference, relationships

Process innovations

create better ways of doing things

Product innovations

create new or improved goods and services

Business model innovations

create new ways of making money

Disruptive innovation

creates products or services that become so widely used that they largely replace prior practices and competitors

Extinction

decreases the frequency of or eliminates an undesirable behavior by making the removal of a pleasant consequence contingent on its occurrence

law of immediate reinforcement

deliver the reward as soon as possible after the desired behavior occurs

law of contingent reinforcement

deliver the reward only when desired behavior occurs

Personality

describes the combination or overall profile of enduring characteristics that make each of us unique

Cognitive dissonance

describes the discomfort we feel in situations where our attitude is consistent with our behavior - we manage this dissonance by modifying our attitude to better fit the behavior, changing future behavior to fit the attitude

Job enrichment

designing jobs rich in content that offer opportunities for higher-order need satisfaction - allows the individual to perform planning and controlling duties normally done by supervisors

4 leadership styles in House's theory

directive (clarify task objectives), supportive (increase confidence by emphasizing individual abilities), achievement oriented (sets goals and raise performance aspirations), participative (clarify individual needs and identify rewards)

Transactional leadership

directs the efforts of others through tasks, rewards, and structures

Profit sharing

distributes a proportion of net profits earned by the organization in a performance period

How can change leaders deal with subordinates resistance to change?

education and communication, participation and involvement to help design and implement the change, facilitation and support structure to provide training, negotiation and agreement to offer incentives to those who are resisting

Bona fide occupational qualifications

employment criteria justified by capacity to perform a job

Assessment centers

evaluate job candidates in simulated work situations

Work sampling

evaluates job candidates as they perform actual work tasks

Gain sharing

extends the profit-sharing concept by allowing groups of employees to share in any savings or "gains" realized when their efforts result in measurable cost reductions or productivity increases

Substitutes for leadership

factors in the work setting that direct work efforts without the involvement of a leader

Maintaining a quality workforce

focus career development, work-life balance, compensation and benefits, retention and turnover, and labor-management relations

Developing a quality workforce

focus on employee orientation, training and development, and performance management

Attracting a quality workforce

focus on employee recruitment and selection

Vroom-Jago Model

focuses on how managers lead through their use of decision making methods

Motivation

forces within the individual that account for the level, direction, and persistence of effort expected at work - a motivated person works hard at a job, and an unmotivated person does not

Core culture

found in the underlying values of the organization - identify shared beliefs about the right ways to behave

Moods

generalized positive and negative feelings or states of mind that may persist for some time

Stock options

give employees the right to purchase shares at a fixed price in the future

Empowerment

gives people job freedom and power to influence affairs in the organization

Moral leadership

has integrity and appears to others as "good" or "right" by ethical standards

What are important qualities of a leader?

having interpersonal skills such as power and influence, communication, motivation, teamwork, conflict resolution, negotiation

Family-friendly benefits

help employees achieve better work-life balance - ex: child-care, elder care, flexible schedules, personal days, parental leave

Employee assistance programs

help employees cope with personal stresses and problems - ex: dealing with stress, counseling on alcohol/substance abuse, domestic abuse, etc.

Gender similarities hypothesis

holds that males and females have similar psychological makeups - males are viewed as directive and assertive, using position power to get things done in traditional command and control ways - females are viewed as more participative than me, strong on motivating others, persuading, communicating, etc.

Crucial traits for leaders to have?

honesty, competency, being forward looking, inspiring, credible

What does Herzberg's theory state?

hygiene factors influence job dissatisfaction, whereas satisfier factors influence job satisfaction - you can't increase job satisfaction by improving the hygiene factors, you will only get less dissatisfaction

In group vs. out group

in group = motivating and satisfying to be on the inside of things in terms of getting rewards and favorable treatment out group = can be negative, bringing fewer rewards and less favorable treatment, but leader may be missing out on opportunities that might come from working more closely with out-group members

Integrity

in leadership is honesty, credibility, and consistency in putting values into action

Withdrawal behaviors

include absenteeism (not showing up for work) and turnover (quitting one's job) - workers who are more satisfied with their jobs are absent less often than those who are dissatisfied, and satisfied workers are more likely to stay and dissatisfied workers are more likely to quit

360 feedback

includes superiors, subordinates, peers, and even customers in reviewing an employee's performance

Work Preferences of High Need Achievers

individual responsibilities, challenging but achievable goals, performance feedback

Transformational leadership

inspirational and arouses extraordinary effort and performance - use their personalities to inspire followers and get them excited about their jobs and organizational goals so they strive for extraordinary performance accomplishments

Work-life balance

involves balancing career demands with personal and family needs

Workplace spirituality

involves practices that create meaning and shared community among organizational members - bringing meaning to their work and helping engage each other with a shared sense of community

Destructive stress

is a negative influence on one's performance - seems so intense or long lasting that it overloads and breaks down a person's physical and mental systems

Constructive stress

is a positive influence on effort, creativity, and diligence in work - energizing and performance enhancing

Satisfier factor (motivator factors)

is found in job content, such as a sense of achievement, recognition, responsibility, advancement, or personal growth

Hygiene factor

is found in the job context, such as working conditions, interpersonal relations, organizational policies, and salary

What is the corporate culture?

it communicates the personality of the organization - can have a strong impact on an organization's performance and the quality of work experiences of its members

Aspects of job satisfaction

job tasks, quality of supervision, co-workers, opportunities, pay, work conditions, security

Critical incident technique

keeps a log of someone's effective and ineffective job behaviors

How are leadership situations analyzed in Fiedler's model? 3 variables?

leader-member relations, task structure, position power

Laissez-faire leader

low on both task and people concerns - disengaged

Title VII of the Civil Rights Act of 1964

makes it illegal to use any personal criteria in decisions about hiring, promoting, compensating, terminating, or changing someone's terms of employment

Managerial power equation

managerial power = position power x personal power

Reliability in employment testing

means that a test gives consistent results over repeated measures

Validity in employment testing

means that scores on a test are good predictors of future job performance

Projection

occurs when we assign our personal attributes to other individuals - ex: assuming that other people share our needs, desires, and values

Fringe benefits

nonmonetary forms of compensation such as health insurance and retirement plans

Gender identity discrimination / sexual orientation discrimination

occur when employment decisions are biased against someone due to their gender identity or sexual orientation

Pay discrimination

occurs when men and women are paid differently for doing equal work

Employee value propositions

packages of opportunities and rewards that make diverse and talented people want to belong to and work hard for the organization - create and sustain good person-job and person-culture fits - ex: pay, benefits, meaningful work, advancement possibilities

Pregnancy discrimination

penalizes a woman in a job or as a job applicant for being pregnant

Age discrimination

penalizes an employee in a job or as a job applicant for being over the age of 40

How can you have high expectancies?

people must believe in their abilities = if they believe that if they try hard, they will perform well - managers can help by selecting workers with the right abilities for the job, providing them with the best training and development, and supporting them with resources

How can you have high instrumentalities?

people must perceive that their performance accomplishments will be followed by desired work outcomes = performance will lead to valued rewards - managers can clarify the rewards to be gained by high performance, continually confirm this promise by actually delivering expected results

How can you have high and positive valences?

people must value the outcomes associated with high performance = the reward is what they really want - managers should best match important individual needs with the rewards and outcomes that can be earned through high performance

Bonus pay

plans provide one-time or lump sum payments based on performance accomplishments or other extraordinary contributions

Shaping

positive reinforcement of successive approximations to the desired behavior

Flexible benefits

programs that allow employees to personalize benefits within a set dollar allowance - give employees budgets and allow them to choose benefits that best meet their needs

Herzberg's Two-Factor Theory

proposed that work satisfaction and dissatisfaction arise from two different factors - work satisfaction from so-called motivating factors and work dissatisfaction from so-called hygiene factors

Realistic job previews

provide job candidates with all pertinent information about a job and organization - selling both the positive and negative parts of the job and organization

Rational persuasion strategy

pursues change through empirical data and rational argument, special knowledge, information, facts - works best when the change agent has credibility as an expert

Force-coercion strategy

pursues change through formal authority and/or the use of rewards or punishments 1. direct forcing strategy = change agent takes direct action to command that change take place (formal authority/legitimate power) 2. political maneuvering = change agent works indirectly to gain special advantage over others to force the change (bargaining, obtaining control of important resources, forming alliances)

Multiperson comparison

rates and ranks one person's performance against that of others - paired comparisons = evaluate each person against every other person and then create a summary ranking based on the # of superior scores - forced distributions = place each person into a frequency distribution with fixed performance classifications

Reverse innovation

recognizes the potential for valuable innovations to be launched from lower organizational levels and diverse locations, including emerging markets

Green innovation/sustainable innovation

reduces the carbon footprint of an organization or its products

Transformational change

results in a major and comprehensive redirection of the organization (new vision, strategy, culture, structure, or even people) - intense, stressful, and difficult to achieve (many fail due to bad implementation)

Emotional intelligence competencies

self awareness, social awareness, self management, relationship management

Job burnout

sense of physical and mental exhaustion that drains our energies both personally and professionally

Servant leadership

serving others and helping them use their talents to help organizations benefit society - shifts the leader's focus away from the self and toward others

Orientation

sessions for new hires that communicates key information, sets expectations, and answers questions

Autocratic leader

someone who emphasizes task over people - focuses on authority and obedience, delegates little, doesn't share information, acts in a unilateral command and control way

Type A personality

someone who is oriented toward high achievement, impatience, and perfectionism - likely to bring stress on themselves

Skunkworks

special creative units set free from the normal structure for the purpose of innovation

Law of effect

states that behavior followed by pleasant consequences is likely to be repeated; behavior followed by unpleasant consequences is not

What are some characteristics of highly innovative organizations?

strategy includes innovation, culture values innovation, structures support innovation, staffing builds talent for innovation, leadership drives innovation - all embrace innovation

Positive reinforcement

strengthens a behavior by making a desirable consequence contingent on its occurrence

Negative reinforcement

strengthens a behavior by making the avoidance of an undesirable consequence contingent on its occurrence

What does a culture of workplace spirituality have?

strong ethical foundations, recognize the value of individuals and respect their diversity, and focus efforts on meaningful jobs that offer real value to society - trust and respect, honesty and openness, personal growth and development, worker-friendly practices, and ethics and social responsibility

Interactive leadership

strong on communicating, participation, and dealing with problems by teamwork - get things done with personal power, seeking influence over others through support and interpersonal relationships

Leader-member exchange theory (LMX)

suggests that people in the workplace fall into "in-groups" and "out-groups" and the group you are in can have a significant influence on your experience with the leader - leader/follower interact over time - in group = best performers, enjoy special and trusted relationships with the leader that results in special assignments and privileges - out group = excluded from these benefits due to less of a relationship with the leader

Contingency leadership perspective

suggests that what is successful as a leadership style varies according to the situation and the people involved

Two-tier wage systems

systems that pay new hires less than more senior workers already doing the same jobs

What does House's path-goal theory suggest?

that leaders are effective when they help followers to move along paths where they can achieve both work goals and personal goals - seeks fit between leadership and situation

What does Fiedler model suggest?

that leadership success requires the right style-situation match

What does expectancy theory predict?

that motivation to work hard for a promotion will be low if any one or more of the 3 conditions apply - if expectancy is low, motivation suffers (the person feels that he or she cannot achieve the performance level necessary to get promoted) - if instrumentality is low, motivation suffers (the person lacks confidence that high performance will actually result in being promoted) - if valence is low, motivation suffers (the person doesn't want a promotion, preferring less responsibility in the present job)

What does Hersey-Blanchard model suggest?

that successful leaders do adjust their styles based on the maturity of followers - also believe that leadership styles should be adjusted as followers change over time

Power

the ability to get others to do what you want done, to make things happen the way you want them to

Relationship power

the ability to get things done through connections and social capital or from who you know - not only having connections, but also from being viewed as a trustworthy contact who believes in reciprocity

Expert power

the ability to influence others because of special knowledge and skills - ex: special expertise or information, technical understanding or access to important information, formal education, degrees, credentials, reputation, etc.

Reference power

the ability to influence others because they admire and want to identify positively with you - largely comes from admiration and respect

Legitimate power

the ability to influence through formal authority - the right of the manager to exercise control over their subordinates

Emotional intelligence

the ability to manage our emotions in leadership and social relationships - important influence on leadership success

Reward power

the ability to offer something of value to achieve influence - common rewards include pay raises, bonuses, promotions, special assignments, and compliments - only works as long as people want the reward and the leader makes it continuously available

Coercive power

the ability to punish or withhold positive outcomes to influence others - ex: reprimands, pay penalties, bad job assignments, termination - subordinate will most likely resent the leader for this

Job design

the allocation of specific work tasks to individuals and groups - its goal is a good person-job fit

Operant conditioning

the control of behavior by manipulating its consequences - learning by reinforcement

Authoritarianism

the degree to which a person defers to authority and accepts status differences - might act rigid and control oriented as a leader

Job satisfaction

the degree to which an individual feels positive about a job and work experience

Self-monitoring

the degree to which someone is able to adjust behavior in response to external factors - tend to be learners, comfortable with feedback, and both willing and able to change

Machiavellianism

the degree to which someone uses power manipulatively - emotionally detached when using power - exploitative and unconcerned about others

Psychological contract

the exchange of value between the individual and the organization in the employment relationship - what the employee gets = pay, benefits, meaningful work, flexible schedules, personal development opportunities - what the employer gets = effort, loyalty, commitment, creativity, skills

Person-job fit

the extent an individual's knowledge, skills, experiences, and personal characteristics are consistent with job requirements

Person-culture fit

the extent an individual's values, interests, and behavior are consistent with the culture of the organization

Locus of control

the extent to which one believes what happens is within one's control

Human resource management

the process of attracting, developing, and maintaining a high-quality workforce

Attribution

the process of developing explanations for events and their causes - a natural phenomenon

Innovation

the process of developing new ideas and putting them into practice

Performance review/performance appraisal

the process of formally assessing performance and providing feedback to an employee - measure accomplishments for the record and can improve future performance

Leadership

the process of inspiring others to work hard to accomplish important tasks

Career development

the process of managing how a person grows and progresses in a career

Career planning

the process of matching career goals and individual capabilities with opportunities for their fulfillment

Collective bargaining

the process of negotiating, administering, and interpreting a labor contract - brings management and union representatives together where they exchange a variety of demands, proposals, counterproposals and arguing will take place until a dispute is resolved

Commercializing innovation

the process of turning new ideas into actual products, services, or processes that generate profits

Socialization

the process through which new members learn the culture and values of the team or organization, as well as the behaviors and attitudes shared among its members

Perception

the process through which people receive and interpret information from the environment - the way we form impressions about ourselves, other people, and daily life

Personal wellness

the pursuit of a personal health-promotion program

Leadership style

the recurring pattern of behaviors exhibited by a leader

Equal employment opportunity

the right to employment and advancement without regard to race, sex, religion, color, or national origin

Employee privacy

the right to privacy both on and off the job - technology

Mood contagion

the spillover of one's positive or negative moods onto others - positive emotions of leaders can be contagious, causing followers to display more positive moods and also be both more attracted to the leaders and willing to rate the leaders higher

Impression management

the systematic attempt to influence how others perceive us - impression management that is well done can help advance in jobs and careers, form relationships with people we admire, and create pathways to desired social memberships

Human capital

the talent people offer organizations in the form of abilities, knowledge, experience, ideas, energies, and commitments

Self-serving bias

the tendency for people to blame personal failures or problems on external causes rather than accept personal responsibility

Selective participation

the tendency to focus attention on aspects of a situation or a person that reinforce or appear consistent with existing beliefs, needs, or actions - perceive what fits and screen out the rest - ex: when people from different departments in an organization see things only from their point of view

Valence

the value a person assigns to work-related outcomes

What happens when people perceive things incorrectly?

they are likely to take the wrong actions and miss solving a lot of problems

Why do employees dislike the permatemp economy (on demand economy)?

they may be paid less, experience stress due to their temporary and intermittent job status, and lack access to fringe benefits (insurance, etc.)

Organizational citizenship behaviors

things people do to go the extra mile in their work - does things that help to advance the performance of the organization

Change leaders

tries to change the behavior of another person or social system - they are alert to cultures, situations, and people needing change; open to ideas and opportunities; ready to support the implementation of new ideas in actual practice

Graphic rating scale

uses a checklist of traits or characteristics to evaluate performance

Behaviorally anchored rating scale (BARS)

uses specific descriptions of behaviors to rate performance - more reliable and valid than graphic rating scale because of the specific descriptions

Qualities of transformational leaders

vision, charisma, symbolism, empowerment, intellectual stimulation, integrity

What are some of the reasons labor unions are formed?

wage and benefit concerns, poor relationships with supervisors, favoritism or lack of respect by supervisors, little or no influence with employers, and failure of employers to provide a mechanism for grievance and dispute resolution

Observable culture

what you see in people's behaviors and hear in their conversations - reflected in how people dress at work, arrange their offices, speak to and behave toward one another, and talk about and treat their customers - also found in stories, heroes, rituals, and symbols that are a part of daily organizational life

When can work-life balance improve?

when employers offer flexibility in scheduling work hours, work locations, and even vacation days and personal time off

When do authority decisions work best?

when leaders have the expertise needed to solve a problem, they are confident and capable of acting alone, others are likely to accept and implement the decision they make, little time is available for discussion

When do consultative/group decisions work best?

when the leader lacks sufficient expertise and information needed to solve the problem alone, when the problem is unclear and help is needed to clarify the situation, when the acceptance of the decisions and commitment by others is necessary for implementation, when adequate time is available to allow for true participation

Improvisational change

where change is an ongoing process and adjustments are continually made as changes are being implemented

Contingency workers

work as needed and part-time, often on a longer-term basis

Example of hygiene factors

working conditions, co-worker relations, policies and rules, supervisor quality, base wage, salary

Reverse mentoring

younger and newly hired employees mentor their seniors