MGT TEST 2

highly formalized organizations

Explicit job descriptions Lots of organizational rules Clearly defined procedures Little discretionary decision-making at lower/operative levels

behavioral/situation interview

applicants are observed not only for what they say but also for how they behave. Applicants are presented with situations—often complex problems involving role-playing—and are asked to "deal" with the situation. Research shows that these behavioral interviews are nearly eight times more effective for predicting successful job performance than traditional interviews are.

customer departmentalization

customers in each department have a common set of problems and needs that can best be met by specialists, grouped by the type of customer an organization seeks to reach, many organizations are placing greater emphasis, to be responsive when product, service, or customer support requirements vary significantly between customer types

departmentalization

how jobs are grouped together, Three basic approaches: geography, customer, and product, work groupings. Approach depends on organizational objectives

formalization

how standardized an organization's jobs are and the extent to which employee behavior is guided by rules and procedures, today many organizations rely less on strict rules and standardization to guide and regulate employee behavior than they did in the past, extent of work standardization, rules and procedures

attribution theory

how we judge people depending on what meaning we attribute to a given behavior

accept errors

if we accepted applicants who subsequently performed poorly, cost the organization in terms of wasted training of the employee, the costs generated or profits forgone because of the employee's incompetence, the cost of severance, and the subsequent costs of additional recruiting and selection screening.

employee productivity

performance measure of both work efficiency and effectiveness

Employee productivity

performance measure of both work efficiency and effectiveness. Managers want to know what factors will influence the efficiency and effectiveness of employees.

self-monitoring

personality trait

downsizing

planned elimination of jobs in an organization

reasons to not OTJ

potential quality issues

coercive power

power based on fear

selection process

predicts which applicants will be "successful" if hired--> who will preform well on the criteria the organization uses to evaluate its employees, The process of screening job applicants to ensure that the most appropriate candidates are hired

most often done by HR

preliminary screening, preliminary interview, testing, physical examination, reference checks

employment planning

process by which managers ensure that they have the right number and kinds of people in the right places at the right times, people who are capable of effectively and efficiently completing those tasks that will help the organization achieve its goals, Step 1. Assessing current human resources. Step 2. Assessing future human resources needs Step 3. Developing a program to meet those needs. (transition)Depending on the organization's objectives and strategies, demand for human resources is contingent upon demand for the organization's products or services and on the levels of productivity. After estimating total revenue, management can estimate the number and kinds of human resources needed to obtain those revenues. After it has assessed current capabilities and future needs, management can estimate future human resources shortages and over-staffing. Then, it can develop a program to match these estimates with forecasts of future labor supply.

perception

process by which we give meaning to our environment by organizing and interpreting sensory impressions

recruitment

process of locating, identifying, and attracting capable applicants

unit production

production of items in small batches

Title VII of the Civil Rights Act

prohibits discrimination based on race, color, religion, national origin, or sex

personality type

psychological classification of different types of people. Personality affects how a person reacts to situations and interacts with others

skill-based pay systems

reward employees for the job skills and competencies they demonstrate, and research shows that these systems tend to be more successful in manufacturing organizations and in organizations pursuing technical innovations

authority

rights inherent in a managerial position to give orders and expect the orders to be obeyed, Lines of authority links the various organizational components, related to one's position within an organization and ignores the personal characteristics of the individual manager

production standard approach

salesperson quotes are an example of what kind of approach to performance appraisal

flextime (flexible work hours)

scheduling system in which employees are required to work a specific number of hours a week but are free to vary those hours within certain limits

Affirmative action programs

seek to make sure that employers enhance employment opportunities, upgrading, and retention of members of minority groups and females, Although these regulations have significantly helped to reduce employment discrimination and unfair employment practices, they have also reduced management's control over HR decisions.

layoff-survivor sickness

set of attitudes, perceptions, and behaviors of employees who survive involuntary staff reductions

evaluating training

several managers, representatives from HRM, and a group of workers who have recently completed a training program are asked for their opinions. evaluated in terms of how much the participants learned; how well they are using their new skills on the job; and whether the training program achieved its desired results.

cross-functional teams

teams made up of individuals from various departments and that cross traditional departmental lines who tackle complex tasks in which diverse skills are needed

contingent workers

temporary, freelance, or contract workers who employment is contingent upon demand for their services

strong labor unions

the BARS appraisal method is NOT most likely to be used for determining promotions and wage adjustments in organizations dominated by ________

Absenteeism

the failure to show up for work, which costs organizations an average 35 percent of payroll.

job depth

the freedom to plan and organize their own work, move around, communicate as desired

social power

the network of individuals Over which the manager has some influence

job scope

the number of different operations performed (and skills used)

Organizational design

the process by which managers alter the structure of their organization to meet the implementation demands of its chosen strategy

intent of selection activity

therefore to reduce the probability of making reject errors and accept errors while increasing the probability of making correct decisions. We do this by using reliable and valid selection procedures.

physical ability is related to job performance

to use a physical test as a selection device, a company must demonstrate that

self-esteem (SE)

trait, High - believe they are competent and expect success, take risks, often choose unconventional jobs (entrepreneurs) Low - unsure of their capabilities and seek approval, prone to conform, don't take unpopular stands

affirmative action programs

trying to balance the "should and should-nots" of the laws

division of labor

work specialization

formal training

Classroom lectures Films and videos Simulation exercises and Vestibule training Web Based Training (CBT)

reasons to organize

Clear Lines of Authority Synergy Improve Communications

old school thinking about job satisfaction

Company sports teams Picnics, outings, holiday parties Credit unions Casual Fridays

Assessing Future Staffing Needs

Driven by the Organization's Strategic, Functional, and Tactical Planning Process Demand Driven Supply (resource) Driven Embedded in each organization's operating budgets Anticipates future employee turnover to set net Staffing goals

interview

Effective if conducted correctly. Providing positive and negative information about the job and the company during the job interview. Can be problematic regarding the validity and reliability tests. can exert a disproportionate influence on the selection decision. Therefore, the person with the best interview skills often gets the job, even though he or she may not be the most qualified. But, interviews are valuable for assessing an applicant's intelligence, level of motivation, and interpersonal skills, most universal selection device, along with the application form. Interviews can be reliable and valid selection tools when structured, well organized, and limited to relevant questioning. Managers can make interviews more valid and reliable by reviewing the job description and job specification to help assess the applicant; preparing a structured set of questions to ask all applicants for the job; reviewing an applicant's résumé before meeting him or her; asking questions and listening carefully to the applicant's answers; and writing an evaluation of the applicant while the interview is still fresh.

skills inventory

Employee Profiles - education, job experience training, special qualifications, membership in professional organizations (resume stuff) Salary and Job History Training History Test Scores Performance Reviews Special Preferences

important employee behaviors

Employee productivity Absenteeism Turnover Organizational citizenship behavior (OCB) Job satisfaction, and Workplace misbehavior.

Privacy Act of 1974

U.S. law that gives you the legal right to see professor's letter of recommendation

human resource inventory

generated for purpose of review

human resource management (HRM)

getting

negative information

given unduly high weight

functional departmentalization

group activities by functions preformed, advantage is that it achieves economies of scale by placing people with common skills and specializations into common units, to achieve economies of scale by grouping people with similar skills technical/business knowledge

multiperson comparison

group-order ranking, individual ranking, and paired comparison. relative measuring devices

process departmentalization

groups activities based on work or customer flow, Units are organized around common skills needed to complete a certain process, to optimize efficiency when a business process (workflow) requires multiple disciplinary skills

work councils

groups of nominated or elected employees who must be consulted when management makes decisions involving personnel

possible rating errors

halo effect, central tendency, severity, and leniency

performance-simulation tests

has increasing interest, thought to be one of the best methods for evaluating job applicants in use today, meet the requirement of job relatedness better than do written tests. Work sampling and assessment centers are the two best known types. Because content is essentially identical to job content, performance simulation tests should minimize allegations of employment discrimination. Moreover, because of the nature of their content and the methods used to determine content, well-constructed performance-simulation tests are valid predictors

satisfied and committed employees

have lower rates of turnover and absenteeism

job sharing

having 2 or more people split a full-time job

assumed similarity

"like me" effect, observer's perception of others is influenced more by the observer's own characteristics than by those of the person observed

3 step approach to Human Resource Planning

1) assess current human resources 2) determine future human resources needs 3) develop a transition program to meet future needs

4 steps of BARS construction process

1. Listing of all the important dimensions of performance for a job or jobs 2. Collection of critical incidents of effective and ineffective behavior 3. Classification of effective and ineffective behaviors to appropriate performance dimensions 4. Assignment of numerical values to each behavior within each dimension (i.e., scaling of behavioral anchors)

acceptable rating scales

1. Performance dimensions should be clearly defined. 2. Scales should be behaviorally based so that a rater is able to support all ratings with objective, observable evidence. 3. Abstract trait names such as "loyalty," "honesty," and "integrity" should be avoided unless they can be defined in terms of observable behaviors. 4. Points, or anchors, on each scaled dimension should be brief, unambiguous, and relevant to the dimension being rated. For example, in rating a person's flow of words, it is preferable to use anchors such as "fluent," "easy," "unimpeded," "hesitant," and "labored," rather than "excellent," "very good," "average," "below average," and "poor."

advantages of graphic rating scales

1. Standardization of content permitting comparison of employees. 2. Ease of development use and relatively low development and usage cost. 3. Reasonably high rater and rate acceptance.

employee counseling

A process designed to help employees overcome performance-related problems, attempts to discover and remedy the reasons for his or her poor performance, can benefit both the company and the employee, if the worker either cannot or will not accept help, then management must use discipline to enforce the rules and regulations of the organization.

discipline (a problem of effort desire)

Actions taken by a manager to enforce an organization's standards and regulations

360-degree appraisal

An appraisal device that seeks feedback from a variety of sources such as peers, supervisors, and customers for the person being rated. offer more accurate feedback, empower employees, reduce subjective factors in evaluation, and develop leadership in an organization

behaviorally anchored rating scales (BARS)

An approach that has received renewed attention, These scales combine major elements from the critical incident and adjective rating scale approaches: The appraiser rates examples of actual behavior on a given job rather than general descriptions or traits.rating scales whose scale points are defined by statements of effective and ineffective behaviors. They are said to be behaviorally anchored in that the scales represent a continuum of descriptive statements of behaviors ranging from least to most effective. An evaluator must indicate which behavior on each scale best describes an employee's performance, scale points are specifically defined behaviors,constructed by the evaluators who will use them

Behaviorally anchored rating scales

BARS

Staffing and HR Management

Balancing the supply of employees with the demand for employees. Matching the talents and skills of employees with those required by the organization. Creating a working environment that fosters high employee performance. Meeting the pay and benefits needs of employees.

managers should

Foster, nurture the development of attitudes that are consistent with employee behaviors that are aligned with the best interests of the organization Recognize that any activity expected of a subordinate may create (in the subordinate) a state of cognitive dissonance. The same is also true of the manager. How that dissonance is reduced is important. Minimize or reduce dissonance that job related behaviors may create that would lead an individual to modify a positive work related attitude to a negative work related attitude

cognitive dissonance feels like...

Guilt Dread/Anxiety Self-Directed Anger Embarrassment Discomfort

desirable behaviors

High Productivity Low Absenteeism Low Turnover No Workforce Misbehavior High Corporate Citizenship

dissonance decreases with

If rewards are involved

tests

Intelligence, aptitude, ability, performance simulation, psychomotor, job knowledge, interest, drug, and polygraph test batteries. Test must be: "valid" -- predictive of future job performance. Selection devices must be based on actual job behaviors with a proven relationship between the selection device and a relevant measure. "reliable" -- produces same results over time or repeated administration, Typical written tests include tests of intelligence, personality, aptitude, ability, interest, and integrity, Written tests were once widely used, however, they fell into disfavor. They were frequently characterized as being discriminatory and lacking job-related validation. Written tests have made a comeback: properly designed written tests reduce the likelihood of making poor hiring decisions and the cost of developing and validating written tests had fallen. Tests of intellectual ability, spatial and mechanical ability, perceptual accuracy, and motor ability are moderately valid predictors for semiskilled and unskilled operative jobs. Intelligence tests are reasonably good predictors for supervisory positions. Since it can be argued that intelligence and other tested characteristics can be somewhat removed from actual on-the-job performance, the use of performance simulations tests has increased.

traditional recruiting sources

Internal Searches, Advertisements, Employee referrals, Employment agencies, School placement, Temporary help services, Employee leasing and independent contractors, The source used should reflect the local labor market, the type or level of position, and the size of the organization. Most studies show that the best applicants come from employee referrals. Because the recommenders know both the job and the person being recommended, and want to protect their reputation, they tend to only refer well-qualified applicants. However, managers shouldn't always opt for the employee-referred applicant when such referrals may not increase the diversity and mix of employees

first four or five minutes

Interviewer may make a decision concerning applicant's suitability within the.....

job related attitudes

Job Satisfaction Job Involvement Employee Engagement Organizational Commitment

current thinking about job satisfaction

Job design Increased pay Verbal recognition Promotion opportunities Being part of "something great"

on-the-job (OTJ)

Job rotation (and cross training) Understudy assignments (apprenticeship) Special assignments Sink or swim

increase job satisfaction

Making work challenging and interesting Providing equitable rewards, and Creating supportive working conditions and supportive colleagues, Managers should also survey employees about their attitudes multiple times to more effectively pinpoint employee dissatisfaction. Also, managers should know that employees will try to reduce dissonance, so managers might point to external forces such as competitors, customers, or other factors—or provide rewards that the employee desires—when explaining the need to perform work about which that employee may feel some dissonance.

performance impediments (capabilities issue)

Mismatched skills Inadequate training Employee's personal problems

four dichotomies

Myer-Briggs Type Indicator is a 100-item questionnaire based on ______

Reasons to invest in training and development

New Employees Must be Introduced Into the Organization in a Controlled, Effective, and Efficient Manner Current Employees and Management Need to Have Their Skills and Capabilities Continuously Updated To Support Existing and Future Job Requirements Organizations Change (driven by External and Internal factors) Often Requiring the Introduction of New Skills and Capabilities.

Machiavellianism ("Mach")

Niccolo Machiavelli--> gain and manipulate power, Maintains emotional distance, ends justify the means, beliefs are less ethical

workgroup effects

Norms Roles Cohesion Conflict Resolution

recency (availability heuristic)

Occurs when performance evaluations are based on work performed most recently, generally one or two months before evaluation.

adjective rating scales

One of the oldest and most popular methods, lists a set of performance factors such as quantity and quality of work, job knowledge, cooperation, loyalty, attendance, honesty, and initiative. The evaluator goes down the list and rates each factor on an incremental scale.

unbundling non-strategic functions

Outsourcing and Off-shoring - organizational functions (typically non- strategic) are "unbundled" and sourced from a 3rd party - often at very favorable labor rates.

Drivers of Individual or Workgroup Behavior

Personality Attitudes Perceptions Group Norms, Cohesion, and Conformity Inter-group conflicts Informal organization

individual characteristics

Personality Learning Motivation Perception

referent power

Power based on identification with a person who has desirable resources or personal traits.

expert/legitimate power

Power based on one's expertise, special skill, or knowledge.

reward power

Power based on the ability to distribute something that others value.

interview bias

Prior knowledge about the applicant will bias the interviewer's evaluation. The interviewer tends to hold a stereotype of what represents a good applicant. The interviewer tends to favor applicants who share his or her own attitudes. Halo effect - interviewer allows a single prominent characteristic to dominant judgment of all of the other traits, creep into interviews if they're not well structured and standardized, The interviewer tends to hold a stereotype of what represents a good applicant. The interviewer tends to favor applicants who share his or her own attitudes. The order in which applicants are interviewed will influence evaluations. The order in which information is elicited during the interview will influence evaluations.

Typical behaviors

Proactive, Self-Starter, Methodical Thorough, Confident, Team Player

2 variations of the structured interview

Protocol structured interview Interviewer prepares main questions in advance while retaining the flexibility to apply techniques like probing. Situational interview Uses projective techniques to put the prospective employee in action situations that might be encountered on the job

Holland 6 personality types

Realistic Investigative Social Conventional Enterprising, and Artistic. The key points to this model are: (1) individuals have intrinsic personality differences. (2) jobs differ. (3) people in jobs that are congruent with their personalities are more likely to be satisfied and less likely to resign.

orientation importance

Reduction of new employee stress. Lower start-up costs of integrating the new employee into the organization. Eventual reduction of turnover due to failure to understand the rules and culture of the organization. Reduced time required to integrate the employee into the job. Helping the employee adjust to his or her work team or work environment more quickly, Familiarize new employees with the job, the work unit, and the organization as a whole, and Facilitate the outsider-insider transition.

Propensity for Risk Taking

Reflects a willingness to take chances. Impacts how long it takes individuals to make decisions and how much information required before making a choice.

individual ranking approach

Requires the evaluator merely to list the employees in order from highest to lowest (Typically refereed to as laddering)

group-order ranking

Requires the evaluator to place employees into a particular classification such as "top fifth" or "second fifth" (Requires a Forced Distribution).

high satisfaction and high productivity

Research shows that there is a strong correlation between

Transition Plans

Shortfalls Hiring, transfers, skills development temporary "talent", leasing Surplus Layoff, attrition, transfers, terminations, flex time, job sharing, early retirement

variables that affect structure

Strategy (structure follows strategy) Size (typically the larger the organization the more mechanistic) Technology (the more routine the technology the more mechanistic, organizations with more non-routine technology are more likely to have organic structures) Environment (the more stable the environment the more mechanistic)

informal organization

The aggregate of personal contacts and interactions and the associated groupings of people working within the formal organization. NOT consciously designed

Correct decision

The applicant who was predicted to be successful and was hired or accepted proved to be successful on the job, or When the applicant who was predicted to be unsuccessful and was therefore not hired or rejected would not have been able to do the job. In the former case, we have successfully accepted; in the latter case, we have successfully rejected.

Job Specific Performances Expectations

Typically rating an individual on each job performance factor on an incremental scale (examples--- exceptional, outstanding, sustaining performance, needs improvement). Often what is intended by "exceptional" performance, etc. will be defined (typically called a anchor statement). Can also be essay-based or statement of critical incidents

formal organization

The framework that defines the boundaries of the formal organization and within which the organization operates (e.g. the organization chart)

dissonance increases with

The importance of the subject to us. How strongly the dissonant thoughts conflict. The more voluntary the behavior (that creates the dissonance

within minutes after its conclusion

The interviewer may forget much of the interview's content....

span of control

The number of subordinates a manager can direct efficiently and effectively, depends on situation

compensation administration

To attract and retain competent employees and motivate individuals to exert high energy levels at work, to design a cost-effective pay structure that attempts to ensure that pay levels will be perceived as fair by all employees, the higher the skills, knowledge, and abilities—and the greater the authority and responsibility—the higher the pay,

Reference (Background) Checks

Transcripts Credit Reports MVRs and Criminal Activity Personal References (maybe) Recommendation Letters (usually circular storage

Why understand behavior?

Understand (explain) why employees behave they way they do. Also leads to attributing responsibility and judging employees based on their behaviors Better predict how an employee (employees) will behave in a given situation or react to a management decision Understand how to shape behaviors so that employees act in a manner consistent with achieving organizational objectives

Performance to a standard output (quotas)

Used most often for employees directly involved in producing or selling a product or service. Actual performance compared to expected levels of output (examples Sales Quotas, Production Standards)

employee engagement

When employees are connected to, satisfied with, and enthusiastic about their jobs (factors: respect, type of work, work/life balance, value to customers, and compensation), Highly engaged employees are passionate about and deeply connected to their work; disengaged employees have essentially "checked out" and don't care.

rose

When work specialization originally began to be implemented early in the twentieth century, employee productivity initially _____.

in many states

Where is it against the law to discriminate based on sexual orientation

effective and efficient span

_____ depends on: Employee experience and training (more they have, larger span). Geographical proximity (more concentrated, larger span) Similarity of employee tasks (more similarity, larger span). Complexity of those tasks (more complex, smaller span).

performance appraisal

a "control" process that involves determining and communicating to employees how they are performing their jobs and establishing a plan for improvement. Important in Decisions Regarding 1) merit pay increases, 2) promotions, layoffs and firings, 3) determining training needs, and 4) incentivizing productivity improvements

sexual harrassment

any unwanted action or activity of a sexual nature that explicitly or implicitly affects on individual's employment, performance, or work environment

behavior

actions of people

reliability

addresses whether a selection device measures the same characteristic consistently, any individual's score should remain fairly stable over time, assuming that the characteristic being measured is also stable. To be effective predictors, selection devices must possess an acceptable level of consistency.

responsibility

allocated by managers, obligation or expectation for him to perform at a new level, An obligation to perform assigned activities. Accountability for the attainment of objectives, managers delegate authority

selective perception

allows us to "speed read" others but not without the risk of drawing an inaccurate picture

cognitive dissonance

any incompatibility or inconsistency between attitudes or between behavior and attitude, People seek consistency between their attitudes and their behavior

workplace misbehavior

any intentional employee behavior that is potentially harmful to the organization or individuals within the organization

Workplace misbehavior

any intentional employee behavior that is potentially harmful to the organization or to individuals within the organization, deviance, aggression, antisocial behavior

employee benefits

are nonfinancial rewards designed to enrich employees' lives. Most organizations are legally required to provide Social Security and workers and unemployment compensation, but organizations may also provide benefits such as paid time off from work, life and disability insurance, retirement programs, and health insurance.

matrix structure

assigns specialists from different functional departments to work on projects led by a project manager, When it is accomplished, they return to their functional departments, creates a dual chain of command since employees have two managers who share authority: their functional area manager and their product or project manager, the project manager has authority over the functional members who are part of his or her project team in areas related to the project's goals, However, any decisions about promotions, salary recommendations, and annual reviews typically remain the functional manager's responsibility. To work effectively, both managers have to communicate regularly, coordinate work demands, and resolve conflicts together, it can facilitate coordination of multiple complex and interdependent projects while still retaining the economies that result from keeping functional specialists grouped together, confusion it creates and its propensity to foster power struggles. Dispensing with the chain of command and unity of command principles significantly increases confusion over who reports to whom, which triggers power struggles, advantages--> resource coordination (allows supervisors to focus on their areas of expertise), specialization (Placing employees in functional areas allows them to specialize in a particular field. Instead of being good at a variety of tasks, specialized employees can excel at tasks in their field of focus.), breadth of skill (employees have constant contact with members of other functional areas via their membership in project teams. Through the project team, employees have the opportunity to develop a wider set of skills than they would in a purely functional structure.), communication (allows for information and resources to travel more fluidly between those functional areas. The collaboration between functional areas allows a project team to better handle complex challenges and objectives), flexibility (allows for human resources to be shared flexibly across different projects or products. Functional areas maintain a stock of talented employees to meet projects' requirements)

emotional intelligence (EI)

assortment of noncognitive skills, capabilities, and competencies that influences a person's ability to cope with environmental demands and pressures, ability to understand and manage one's own moods and emotions and the moods and the emotions of other people. The ability to notice and manage emotional cues, Self-awareness own feelings Self-management of own emotions Self-motivation in face of setbacks Empathy for others' feelings Social skills to handle others' emotions

parity principle

authority and responsibility MUST coincide

geographic departmentalization

basis of geography or territory, to optimize efficiency when the workforce or customers are widely distributed or when products or services require a uniquely local solution

cognitive component

beliefs, opinions, knowledge, and information held by a person

self-serving bias

feedback provided to employees in performance reviews will be predictably distorted by them, whether it is positive or negative

locus of control

can be internal or external, Internal (control own fate, you get what you deserve) External (luck, fate, controlled by outside forces)

extroversion

captures one's comfort level with relationships. Extroverts tend to maintain a large number of relationships. Introverts tend to be reserved and have fewer relationships

ranking

compare one employee to another, resulting in an ordering of employees in relation to one another, often result in overall assessments of employees, rather than in specific judgments about a number of job components, Straight ranking requires an evaluator to order a group of employees from best to worst overall or from most effective to least effective in terms of a certain criterion. Alternative ranking makes the same demand, but the ranking process must be done in a specified manner, rarely popular, No matter how close a group of employees is in the level of their performance, and no matter how well they perform on the job, some will rank high and some will end up at the bottom. Evaluators are often reluctant to make such discriminations. Also, rankings are unable to compare employees across different groups, if an organization has a very limited number of promotions or dollars to allocate, rankings can be very useful in differentiating among employees.

structured interview

conducted using a predetermined outline, are more reliable than unstructured and unorganized ones.

process production

continuous-process production, most technically complex

process of organizational design

deciding how specialized jobs should be, determining rules of employee behavior, determining the level at which decisions are made, determining how jobs are grouped together

job involvement

degree to which an employee identifies with his or her job, actively participates in it, and considers his or her job performance important for self-worth

centralization

degree to which decision making takes place at upper levels of the organization, Traditional organizations were structured in a pyramid, with power and authority centralized at the top, concerns dispersion of authority in the organization

decentralization

degree to which lower-level managers provide input or actually make decisions, leads to employee "empowerment", significant input is provided by lower-level personnel, organizations today -->to solve problems more quickly and to obtain increased employee input and commitment to organizational goals but financial and product distribution decisions still remain in the hands of senior management

validity

demonstrated by any selection device that a manager uses, proven relationship between the selection device used and some relevant measure. Federal law prohibits managers from using any selection device that cannot be shown to be directly related to successful job performance. This constraint applies to entrance tests, too: Managers must be able to demonstrate that, once on the job, individuals with high scores on such a test outperform individuals with low scores. Consequently, the burden is on the organization to verify that any selection device it uses to differentiate applicants is related to job performance

case interviews

designed to scrutinize the skills that are especially important in management and decision-making: (examples: analytical skills, problem-solving ability, communications skills, creativity, flexibility, the ability to think quickly under pressure, the ability to synthesize findings, professional demeanor, and powers of persuasion

organization design

develop or change organization's structure

organizational citizenship behavior

discretionary behavior that's not part of an employee's formal job requirements, but which promotes the effective functioning of the organization

personality traits

distinguishing qualities; they are the ways that people are psychologically different from one another. Theorists generally assume a) traits are relatively stable over time, b) traits differ among individuals (e.g. some people are outgoing while others are reserved), and c) traits influence behavior

work specialization

dividing the work activities into separate job tasks, division of labor, the degree to which organizational tasks are subdivided into separate jobs. An entire job is not done by one person. Instead, it is divided into discrete steps, each one completed by a different person, economies (productivity) vs. dis-economies (boredom effects)

6 key elements of structure

division of authority, formalization, work specialization, authority and responsibility, span of control, centralization/decentralization, departmentalization

mechanistic organization

effective structure for large company's with routine technology, most effective in stable environments

affective component

emotional or feeling part of an attitude

job satisfaction

employee's general attitude toward his or her job

Job satisfaction

employee's general attitude toward his or her job. Satisfied employees are more likely to show up for work, have higher levels of performance, and stay with an organization

project structure

employees continuously work on projects

board representatives

employees who sit on a company's board of directors and represent the interests of the firm's employees

compressed workweek

employees work longer hours per day but fewer days per week

most often done by managers

employment interview(s), personal judgment (hiring decision)

team structure

entire organization is made up of work teams that do the organization's work

line authority

entitles a manager to direct the work of an employee and to make certain decisions without consulting anyone, managers whose organizational function contributes directly to the achievement of organizational objectives, Includes functions and activities that are directly involved in producing and marketing the organizations goods/services

performance management system

establishes performance standards that are used to evaluate employee performance.

Vertical division of labor

establishes the lines of authority

attitudes

evaluative statements, either favorable or unfavorable, concerning objects, people, or events, Cognitive component (informational - value, belief, fact, mental process) Affective component (emotional) Behavioral component (intention to act), are not stable, and because of the communication and behavior of other people, are subject to change by social influences, new information and learning, as well as an individual's motivation to maintain cognitive consistency, reflect how an individual feels about something, appear rational and consistent, altering either the attitudes or the behavior or by developing a rationalization for the discrepancy.

leniency

evaluator's tendency to rate most employees very highly across performance dimensions, whereas severity refers to the tendency to rate most employees quite harshly.

fundamental attribution error

explain why a manager may be prone to attribute poor performance on laziness rather than to innovative product line introduced by a competitor

goals of organizational behavior

explain, predict, and influence behavior. Managers need to be able to: Explain why employees engage in some behaviors rather than others. Predict how employees will respond to various actions and decisions, and Influence how employees behave.

absenteeism

failure to show up for work

work unit orientation

familiarizes an employee with the goals of the work unit, makes clear how his or her job contributes to the unit's goals, and provides an introduction to his or her coworkers.

results of specialized work

fatigue, low productivity, poor quality, high turnover, absenteeism, boredom, stress,

downsizing options

firing (permanent involuntary termination), layoffs (temporary involuntary termination, may last only a few days of extend to years), attrition (not filling openings created by voluntary resignations or normal retirements), transfers (moving employees either laterally or downward; usually doesn't reduce costs but can reduce intraorganizational supply-demand imbalances), reduced workweeks (having employees work fewer hours per week, share jobs, or through furloughs perform their jobs on a part-time basis), early retirements (providing incentives to older and more-senior employees for retiring before their normal retirement date), job sharing (having employees, typically two part-timers, share one full-time position), regardless of the method chosen, employees may suffer

Big Five model

five-factor model of personality, Gordon Allport and Raymond Cattell, Extraversion is a personality dimension that describes the degree to which someone is sociable, talkative, and assertive. Agreeableness is a personality dimension that describes the degree to which someone is good-natured, cooperative, and trusting. Conscientiousness is a personality dimension that describes the degree to which someone is responsible, dependable, persistent, and achievement oriented. Emotional stability is a personality dimension that describes the degree to which someone is calm, enthusiastic, and secure (positive) or tense, nervous, depressed, and insecure (negative), and Openness to experience is a personality dimension that describes the degree to which someone is imaginative, artistically sensitive, and intellectual. The results showed that conscientiousness predicted job performance for all five occupational groups. Predictions for the other personality dimensions depended on the situation and the occupational group. For example, extraversion predicted performance in managerial and sales positions, and openness to experience predicted training competency.

mechanistic

focus: efficiency/stability/tight controls, The bureaucracy; a structure that is high in specialization, formalization, and centralization, Rigid hierarchical relationships. Taller structures Work is divided into narrow, specialized tasks Fixed duties Many rules Formalized communication channels Centralized decision authority (decisions made based on hierarchical authority) Best for firms in stable environments (maximizes efficiencies), work best for cost-leadership strategy, chain-of-command principle ensures a formal hierarchy of authority, with each person controlled and supervised by one superior, Keeping the span of control small at increasingly higher levels in the organization creates tall, impersonal structures, A high degree of work specialization creates jobs that are simple, routine, and standardized. Further specialization through departmentalization increases the need for multiple layers of management to coordinate the specialized departments, works best for companies wanting to tightly control costs

organic

focus: flexibility/adaptable, An adhocracy; a structure that is low in specialization, formalization, and centralization, loose, changes rapidly as required, . Although it has division of labor, the jobs are not standardized because the employees tend to be technically proficient professionals who are trained to handle diverse problems and whose behavior is guided by professional standards, low in centralization so that the professional can respond quickly to problems, works well when an organization is pursuing meaningful and unique innovations, best matched with dynamic and uncertain environments, which is why so many managers have restructured their organizations in response to such dynamic environmental forces as: Global competition Accelerated product innovation by competitors Knowledge management, and Increased demands from customers for higher quality and faster deliveries.

product departmentalization

focuses attention on major product areas in the corporation, groups employees according based on a corporation's major product areas. Each product is under the authority of a senior manager who is a specialist in, and is responsible for, everything related to his or her product line. increases accountability for product performance because all activities related to a specific product are under the direction of a single manager, fix accountability for product profitability

critical incidents

focuses the evaluator's attention on critical or key behaviors, The appraiser writes down anecdotes that cite specific behaviors rather than vaguely defined personality traits

forced distribution

form of comparative evaluation in which an evaluator rates subordinates according to a specified distribution, frequently applied to several rather than only one component of job performance, The proportions of forced distribution can vary, primarily used to eliminate rating errors such as leniency and central tendency, but the method itself can cause rating errors because it forces discriminations between employees even where job performance is quite similar, raters and ratees do not readily accept this method, especially in small groups or when group members are all of high ability.

organizing

function of management that creates the organization's structure

type of departmentalization

functional, product, customer, geographic, process

realistic job preview (RJP)

increases job satisfaction among employees and reduce turnover, should include both positive and negative information about the job and the company. Doing so can ensure that the applicants are well-matched to the jobs for which they are being considered and that their expectations about life on the job are realistic. As a result, those who are hired should be more committed to the organization and less likely to become problem employees.

power

individual's capacity to influence decisions, command, or apply force. Usually derived from the control of resources or the personal attributes of the manager

variable pay systems

individual's compensation is contingent on performance. 90 percent of U.S. organizations use variable pay plans, and 81 percent of Canadian and Taiwanese organizations do.

Human Resource Management Process

influenced by the external environment, whatever happens to an organization ultimately influences what happens to its employees

organization organization

informs the new employee about the organization's goals, history, philosophy, procedures, and rules. This information includes relevant HR policies such as work hours, pay procedures, overtime requirements, and benefits, and often a tour of the organization's physical facilities. Managers are responsible for making the integration of a new employee into the organization as smooth and anxiety-free as possible.

behavioral component

intention to behave in a certain way toward someone or something

orientation

introduction of new employees to the organization, their work units, and their jobs. expands on the information the employee obtained during the recruitment and selection stages, clarifies the new employee's specific duties and responsibilities as well as how his or her performance will be evaluated, and corrects any unrealistic expectations new employees might hold about the job.

essay method

involves an evaluator's written report appraising an employee's performance, usually in terms of job behaviors and/or results, is often justification of pay, promotion, or termination decisions, but essays can be used for developmental purposes as well, unstructured and open-ended, lack of standardization is a major problem, open-ended, unstructured nature, highly susceptible to evaluator bias, which may in some cases be discriminatory, an evaluator may simply comment on those that reflect favorably or unfavorably on an employee. This does not usually represent a true picture of the employee or the job, and content validity of the method suffers.

behavioral checklist

is a rating form containing statements describing both effective and ineffective job behaviors, relate to a number of behavioral dimensions determined to be relevant to the job, well suited to employee development because they focus on behaviors and results, and use absolute rather comparative standards, evaluators are asked to describe rather than evaluate a subordinate's behavior, may meet with less evaluator resistance than some other methods, much time and money must be invested to construct the instrument

Organizational citizenship behavior (OCB)

is discretionary behavior that's not part of an employee's formal job requirements, but which promotes effective functioning of the organization, include helping others on one's work team, volunteering for extended job activities, avoiding unnecessary conflicts, and making constructive statements about one's work group and the organization. Organizations need individuals who will do more than their usual job duties and research shows that organizations that have such employees outperform those that don't.

chain of command

line of authority extending from upper organizational levels to lower levels--> clarifies who reports to whom, every manager is also subject to the direction of his or her superior

stereotyping

judge someone on the basis of our perception of a group he or she is a part of

no diversity increase

key disadvantage to recruiting through employee referrals

central tendency

lack of variation or difference among ratings of different subordinates, wherein most employees tend to be rated as average

mass production

large-batch manufacturing

employee training

learning experience that seeks a relatively permanent change in employees by improving their ability to preform on the job, involves changing skills, knowledge, attitudes, or behavior,

when performance falls short

manager can either reassign the individual to a job that better matches his or her skills or train the employee to do the job more effectively, If the employee has a discipline problem, the manager can rely on employee counseling and disciplinary action

unstructured interview

more open ended

the legal environment

most important environmental factor in the HRM process, particularly employment and discrimination laws, HRM practices are governed by laws, which vary from country to country, and further vary within state or provinces. As a manager, it will be important for you to know what you legally can and cannot do. Since the mid-1960s, many state laws have added to the provisions of the federal laws, such as laws making it illegal to discriminate against an individual based on sexual orientation. Therefore, today's employers must ensure that equal employment opportunities exist for job applicants and current employees. Decisions regarding who will be hired, or which employees will be chosen for a management training program, must be made without regard to race, sex, religion, age, color, national origin, or disability. HRM laws vary greatly, so you need to know the laws that apply in your locale.

reasons for OTJ

new employees can do productive work during the learning process, productivity related signals like decreases in output and quality or increases in accidents; and, future elements like jobs that have been redesigned or technological breakthroughs. it's simple and usually costs less,

respect

number one factor contributing to employee engagement

Graphic Rating

one of the most common methods of performance appraisal, require an evaluator to indicate on a scale the degree to which an employee demonstrates a particular trait, behavior, or performance result, composed of a number of scales, each relating to a certain job or performance-related dimension, such as job knowledge, responsibility, or quality of work, continuum of scale points, or anchors, which range from high to low, from good to poor, from most to least effective, and so forth, Scales typically have from five to seven points, though they can have more or less, scales may or may not define their scale points,

Myer-Briggs Type Indicator (MBTI)

one of the most widely used methods of identifying personalities, A method of identifying personality types uses four dimensions of personality to identify 16 different personality types, four dimensions, The EI dimension describes an individual's orientation toward the external world of the environment (E) or the inner world of ideas and experiences (I). The Sensing-Intuition dimension indicates an individual's preference for gathering data while focusing on a standard routine based on factual data (S) versus focusing on the big picture and making connections among the facts (N). Thinking-Feeling reflects an individual's preference for making decisions in a logical and analytical manner (T) or on the basis of values and beliefs and the effects the decision will have on others (F). The Judging-Perceiving index reflects an individual's attitude toward dealing with the external world, either in a planned and orderly way (J) or a flexible and spontaneous way (P). The two perceiving functions, sensing and intuition. The two judging functions, thinking and feeling. The thinking and feeling functions are both used to make rational decisions,

learning organization

organization that has developed capacity to continuously learn, adapt, and change

boundaryless organization

organization whose design is not defined by, or limited to, the horizontal, vertical, or external boundaries imposed by a predefined structure

functional structure

organizational design that groups similar or related occupational specialties together, Natural outcome of Work Specialization and Functional Departmentalization, advantages of economies of scale, minimal duplication of personnel and equipment, and more satisfied employees who speak the same language as their peers, the organization frequently loses sight of its best interests in the pursuit of functional goals, No single function is totally responsible for results, so members within individual functions become insulated and have little understanding of what people in other functions are doing, economies of scale

simple structure

organizational design with low departmentalization, wide spans of control, authority centralized in a single person, and little formalization

divisional structure

organizational structure made up of separate business units or divisions, Typical groupings: Product Geographic Customer, Each division has limited autonomy and has a division manager who has authority over his or her unit and is responsible for performance, the parent corporation typically acts as an external overseer to coordinate and control the various divisions, and often provides such support services as financial and legal, focuses on results, Division managers have full responsibility for a product or service, frees the headquarters staff from day-to-day operating details so that they can focus on long-term and strategic planning, duplication of activities and resources, Because of the duplication of functions, the organization's costs increase and efficiency decreases, fixed responsibility

job analysis

part of current assesment

lower rates of turnover and absenteeism

reason to increase positive job attitudes

workplace spirituality

recognizing that employees have an inner life that nourishes and is nourished by meaningful work that takes place in the context of an organizational community

emotional-stability

refers a person's ability to withstand stress. People high on this dimension tend to be calm, enthusiastic, and secure. Those low in this dimension tend to be anxious, nervous, and insecure

agreeableness

refers to a person's propensity to defer to others. People high in this dimension value harmony more than having their own way. People low in this dimension focus on their own needs more than on the needs of others.

openness to experience

refers to one's range of interests. Those high in this dimension are fascinated by imaginative, creative, and intellectual. Those low in this dimension tend to be more conventional and prefer the familiar.

conscientiousness

refers to the number of goals on which a person focuses. Those high in this dimension pursue fewer goals and tend to be responsible, persistent, and achievement-oriented. Those low in this dimension tend to be more easily distracted, less focused, and more hedonistic

Mixed Standard Scales

relatively recent innovation in rating scales, contain statements representing good, average, and poor performance based on behavioral examples obtained from knowledgeable persons, usually supervisors, An evaluator's task is to indicate whether an employee either fits the statement, is better than the statement, or worse than the statement, each performance dimension has three statements relating to it: one illustrating good performance, one average, and one poor, randomly mixed, tending to reduce rater errors by making it less obvious which statements reflect effective or ineffective performance

unity of command

report to only one manager, no person in an organization should report to or be supervised by anyone else other than one's boss

bored workers with low morale

result of work specialization in the early twentieth century

virtual organization

small core of full-time employees and outside specialists temporarily hired as needed to work on projects, Where business partners and teams work together across geographical or organizational boundaries by means of information technology, Common Examples: Telecommuting - employees connected by intranets, phones, faxes, working remotely "Virtual" Partnering - when a group of companies each of specializes in certain functions partner together,

job specification

states minimum qualifications that a person must possess to perform a given job successfully, can assist managers to recruit and select appropriate new hires.

organizational behavior

study of the actions of people at work, addresses issues that are not obvious, 1. Individual behavior, which includes attitudes, personality, perception, learning, and motivation. 2. Group behavior, which includes norms, roles, team building, leadership, and conflict, and 3. Organizational aspects, which include structure, culture, and human resource policies and practices.

staff authority

support, assist, advise, and generally reduce some of their informational burdens, have some authority

simple organization (entrepreneurial)

survival

disadvantage of rating scales

susceptible to rating errors which result in inaccurate appraisals

organizational culture

system of shared meaning within an organization that determines in a degree how management and operative employees will act. Typically includes a sense of shared values (where values imply a desired state or a sense of the way things should be); symbols (The HP garage or the Arthur Andersen doors), rituals (example traditional recognition events), stories (usually about the founders or other corporate legends) that are repeated and carried through new generations of employees), emerge for the personality of the founders and/or their vision/mission for the organization, stronger the organizational culture the less need for formal rules and procedures to guide decision-making

effective performance appraisal process

systematic fair and accurate to the extent possible, based on direct observation helpful documented

personality

unique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations and interacts with others, as a dynamic and organized set of characteristics possessed by a person that uniquely influences his or her cognitions (mental processes that include attention, memory, understanding language, reasoning, problem solving, and decision-making) motivations behaviors

network organization

uses its own employees to do some work activities and networks of outside suppliers to provide other needed product components or work processes

turnover

voluntary and involuntary permanent withdrawal from an organization, This can be a particularly costly problem due to increased recruiting, selection, and training costs and work disruptions.

organizational commitment

when employees are connected to, satisfied with, and enthusiastic about their jobs, his or her loyalty to, identification with, and involvement in the organization.

halo effect

when we form a general impression about a person on the basis of a single characteristic, such as intelligence, sociability, or appearance, when a rating on one dimension of an appraisal instrument substantially influences the ratings on other dimensions for the same employee, an employee is rated about the same across all performance dimensions

reject errors

when we reject applicants who, if hired, would have performed successfully on the job, not only mean increased selection costs because more applicants have to be screened but also can open the organization to charges of employment discrimination, especially if applicants from protected groups are disproportionately rejected.

telecommuting

work arrangement in which employees work at home and are linked to the workplace by computer

Horizontal division of labor

work specialization

performance appraisal methods

written essay (descriptions of employee's strengths and weaknesses), critical incidents (examples of critical behaviors that were especially effective or ineffective), adjective rating scales (lists descriptive performance factors (work quantity and quality, knowledge, cooperation, loyalty, attendance, honesty, initiative, and so forth) with numerical ratings), BARS (rating scale + examples of actual job behaviors), MBO (evaluation of accomplishment of specific goals), 360-degree appraisal (feedback from full circle of those who interact with employee), multiperson (evaluation comparison of work group, is a way to compare one person's performance with that of one or more individuals and is a relative, not absolute, measuring device.), require us to evaluate employees on the basis of how well their performance matches established or absolute criteria

job description

written statement that describes the job--> what job holder does, how it's done, and why it's done, can assist managers to recruit and select appropriate new hires.