Principles of Management exam 3

Employees tend to be inspired to greater effort and loyalty. Morale is enhanced because they realize that working hard and staying put can result in more opportunities. The whole process of advertising ,interviewing, and so on is cheaper.. There are fewer risks. candidates are already known and are familiar with the organization

Internal recruiting advantages'

restricts the competition for positions and limits the pool of fresh talent and fresh viewpoints. It may encourage employees to assume that longevity and seniority will automatically result in promotion.. Whenever a job is filled, it creates a vacancy elsewhere in the organization

Internal recruiting disadvantages

What should we do about it?

Intervention

Three needs are major motives determining people's behavior in the workplace: 1. Achievement: desire to achieve excellence in challenging tasks. 2. Affiliation: desire for friendly and warm relationships. 3. Power: desire to influence or control others

McClelland acquired needs theory

What is the problem?

diagnosis

eople are hired or promoted—or denied hiring orpromotion—for reasons not relevant to the job

discrimination

Employees from protected groups are intentionallytreated differently.

disparate treatment

Relaxed, secure, unworried

emotional stability

An individual's involvement, satisfaction, and enthusiasm for work. • A "mental state in which a person performing a work activity is full immersed in the activity, feeling full of energy and enthusiasm for the work." • Employees more likely to become engaged when a culture promotes employee development, recognition, and trust. • Managers can increase employee engagement with personal resource building, job resource building, leadership training, and health promotion interventions.

employee engagement

How well has the intervention worked?

evaluation

Weakening behavior by ignoring it or making sure it isnot reinforced

extinction

Payoff a person receives from others for performing aparticular task

extrinsic rewards

Outgoing, talkative, sociable assertive

extroversion

How can the diagnosis be further refined?

feedback

Forming an impression of an individual based on a single trait.• "One trait tells me all I need to know."

halo effect

associated with job dissatisfaction which affect the job context in which people work.

hygiene factors

Attitudes or beliefs that affect our understanding, actions, and decisions in an unconscious manner. • "I really don't think I'm biased, but I just have feelings about some people." • Implicit bias affects employment-related decisions: a recent study showed that both racism and ageism has impacted hiring decisions

implicit bias

Pay for performance. • Piece rate. • Sales commission. • Bonuses. • Profit-sharing. • Gainsharing. • Stock options. • Pay for knowledge.

incentive compensations plans

Commissions, bonuses, profit-sharing plans, and stock options

incentives

Introduction of a practice that is new to the organization somewhat threatening

innovative change

human resources concerns and managers behavior

inside forces for change

Assess attitudes and experiences related to a person'shonesty, dependability, trustworthiness, reliability, andpro-social behavior

integrity test

Satisfaction a person receives from performing the particular task itself

intrinsic rewards

increasing the number of different tasks in a given job by changing the division of labor

job enlargement

Fitting jobs to people

job enlargement and job enrichment

Extent to which you feel positively or negatively about various aspects of your work. • Depends on how you feel about several components, such as work, pay, promotions, coworkers, and supervision. • Key correlates: • Stronger motivation, job involvement, and life satisfaction. • Less absenteeism, tardiness, turnover, and stress.

job satisfaction

associatedwith job satisfaction, whichaffects the job content or therewards of work performance.Copyright Baris Simsek/Getty Images RF

motivating factors

Strengthening a behavior by withdrawing somethingnegative

negative reinforcement

Based on fact and often numerical. Measures desired results. Harder to challenge legally: reduced personal bias

objective appraisal

ntellectual, imaginative, curious

openness to experience

Reflects the extent to which an employee identifies with an organization and is committed to its goals.• Research shows a significant positive relationship between organizational commitment and job satisfaction, performance, turnover, and organizational citizenship behavior

organizational commitment

demographic characteristics, technological advancements, shareholder customer and market changes, and social and political pressures

outside forces for change

Process of interpreting and understanding one's environment

perception

Also called a performance review. Consists of: Assessing an employee's performance. Providing feedback

performance appraisal

Also known as skills tests, measure performance on actual job tasks—so-called job tryouts. May take place in an assessment center.

performance test

Measure such personality traits as emotionalintelligence, social intelligence, resilience, personaladaptability, and need for achievement.• May include career-assessment tests

personality test

Use of positive consequences to strengthen a particularbehavio

positive reinforcement

Involves introducing a practice that is new to the industry very threating

radically innovative change

Process of locating and attracting qualified applicants for jobs open in the organization. • "5% of your workforce produces 26% of your output." • Internal: hiring from the inside. • External: hiring from the outside.

recruitment

Consists of unwanted sexual attention that creates an adverse work environment. • Violates Title VII of the 1964 Civil Rights Act. • Two types: • Quid pro quo: jeopardizes being hired or obtaining job benefits or opportunities unless he or she implicitly or explicitly acquiesces. • Hostile environment: doesn't risk economic harm but experiences an offensive or intimidating work environment.

sexual harassment

Focuses on hypothetical situations

situational interview

Tendency to attribute to an individual the characteristics one believes are typical of the group to which that individual belongs

stereotyping

Asking each applicant the same questions and comparing their responses to a standardized set of answers

structured interview

enhance or upgrade an existing product, service, or process. • These types of innovations are often incremental and are less likely to generate significant amounts of new revenue.

Improvement innovations

innovation strategy Appropriate resources Human resources polices practices and procedures necessary human capital required structure and processes innovation culture and climate committed leadership

7 way a company can foster an innovation culture

WHICH EXTERNAL RECRUITINGMETHODS WORK BEST?

Employee referrals', e-recruitment, job realistic preview

A model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships.• Based on cognitive dissonance from Chapter 11, the psychological discomfort people experience between their cognitive attitude and incompatible behavior.

Equity theory

Applicants may have specialized knowledge and experience. Applicants may have fresh viewpoints.

External recruiting advantages

The recruitment process is more expensive and takes longer. The risks are higher because the persons hired are less well known

External recruiting disadvantages

All employees within a business unit ranked against one another and grades are distributed along a bell curve. Top performers rewarded with bonuses and promotions.• The worst performers given warnings or dismissed.• Rapidly losing favor.

Forced ranking

Proposed that work satisfactionand dissatisfaction arise fromtwo different factors—worksatisfaction from so-calledmotivating factors and workdissatisfaction from so-calledhygiene factors.

Herzberg's two-factor theory

are a totally new or different approach to a product, service, process or industry. • The invention of breakthrough products or services that are aimed at creating brand new markets and customers.

New-direction innovations

set of techniques for implementing planned change to make people and organizations more effective

Organization development (OD)

Change in the way a product is conceived, manufactured ,or disseminated.

Process innovation

Change in the appearance or performance of a product or the creation of a new one

Product innovation

Assumes people are driven to try to grow and attain fulfillment, with their behavior and well-being influenced by three innate needs: competence, autonomy, and relatedness.• Focuses primarily on intrinsic motivation and rewards

Self-determination theory

Based on a manager's perceptions of an employees traits and behaviors. Trait appraisals are easy to create and use, but validity is questionable

Subjective appraisal

At the center layer holds personality and the second layer of the circle is the internal dimensions things like race, age, gender, physical's ability. The next layer is external dimensions this is things like income, geographic location, personal habits, work experience, religion. The last layer is organization dimensions

The diversity wheel

No fixed set of questions and no systematic scoring procedure. Involves asking probing questions to find out what the applicant is like.

Unstructured interview

Measure physical abilities, strength and stamina,mechanical ability, mental abilities, and clerical abilities

ability test

Reintroduction of a familiar practice least threatening

adaptive change

An organization uses an employment practice orprocedure that results in unfavorable outcomes to aprotected class.

adverse impact

"I feel."• Feelings or emotions one has about a situation

affective

Trusting, good-natured,cooperative, soft-hearted

agreeableness

A learned predisposition toward a given object.• Directly influences our behavior

attitude

Basic wage or salary paid employees in exchange for doing their job

base pay

"I intend."• How one intends or expects to behave toward a situation.

behavioral

measure specific, observable aspects of performance

behavioral appraisal

Explore what applicants have actually done in the past.

behavioral interview

Health insurance, dental insurance, life insurance, disabilityprotection, retirement plans, holidays off, sick days and vacationdays, recreation options, health club memberships, family leave,discounts.

benefits

"I believe."• Beliefs and knowledge one has about a situation

cognitive

The psychological discomfort a person experiences between his or her cognitive attitude and incompatible behavior

cognitive dissonance

Wages or salaries, incentives, and benefits

compensation

Dependable, responsible ,achievement-oriented, persistent

conscientiousness

Abstract ideals that guide one's thinking and behavioracross all situations

value