BUSMHR 3200 organizational behavior & HR

legally required benefits

- social Security - unemployment Compensation - workers' Compensation - family and medical leave act (FMLA)

exempt job

-NOT qualified for overtime

organization

-a consciously coordinated social unit -composed of two or more people -functions on a relatively continuous basis to achieve a common goal or set of goals -characterized by formal roles that define the behavior of its members EX: OSU band

restricted shares

-an alternative/complement to stock options -rather than option to buy, after vesting the recipient receives actual shares

someone doing the same job as you is making 25% more : how can you reduce your perceived inequity and restore an equitable ratio?

-ask for a raise (or increase your outcomes -reduce your inputs (reduce the amount of work you are putting in) -somehow get that person's inputs raised (make them have more work) -somehow get the person's outcomes lowered (pay cut of that person's salary) -you could realize that there are intangibles that might alter the difference (greater experience/education)

characteristics of successful and effective compensation systems

-clear communication of programs, targets, guidelines -carefully thought out to ensure proper focus that the "right" behavior is rewarded -structured to reward individual/team/organizational level performance -used to 1) reward people for their performance and 2) provide messages as to how that performance is seen -benchmarking is important -balanced scorecard: use a combination of different approaches to provide a balance between short and long term incentives

strategic management

-critical to an organization's success -addresses the competitive challenges faced by the organization -a plan for bringing together integrating goals, tactics, policies, & actions as a meaningful whole -has 2 primary elements: 1. strategy formulation (designing/developing a strategy) 2. strategy implementation (making it happen) -corporate social responsibility and ethics continue to play an increasing role in this

approaches to retirement benefits

-defined benefits plans -defined contribution plans -employee retirement income

why are there so many theories of motivation?

-different people are motivated in different ways -is a "multi-faceted construct"

gallup "Q12" model of engagement

-engagement is correlated positively with good things -leads to fewer safety incidents, fewer product defects, higher profitability, etc.

two key elements of incentives when used as bonuses

-funding: organization targets need to be met to fund bonus pools -distribution: bonus pools distributed according to plan, targets, etc.

affordable care act

-goal is to expand coverage, control health care costs, and improve the systems used to deliver health care -requires US citizens and legal residents to have health coverage (those not purchasing coverage pay an escalating penalty) -creates state-based exchanges so individuals can purchase health care insurance of varying costs and benefits (different options) -requires organizations with 50 or more full time employees to offer health care coverage or pay a penalty based on number of employees (exempts employers with less than or up to 50 full time employees) -rolling, "phased" implementation over time *highly controversial and polarizing law, time will tell its effectiveness*

importance of benefits

-grown in importance and variety and expectation -don't necessarily affect an employee's performance, inadequate ___ can lead to dissatisfaction and turn over -add apx. 40% to an orgs. payroll cost -progressive programs reflect diversity of workforce -serve as potential differentiators for companies including small and mid-sized orgs

health insurance approaches

-health maintenance organization (HMO) -preferred provider organizations (PPOs) -consumer-driven health plan (CDHP) -high deductible health plan (HDHP) -state-specific exchanges -consolidated omnibus budget reconciliation act (COBRA) -other (dental, vision)

what implications does the expectancy theory have for leader behavior?

-help employees set good goals -give them the right tools to achieve these goals -praise them when they are doing good -get to know them

important aspects of equity theory

-help explain large # of motivation situations -VERY important to remember equity is PERCEIVED -VERY important to remember that both tangible and intangible are relevant here -the "referent other" can be a # of things (another person, another potential job), sometimes you don't even need a referent -work hard to treat everyone in an EQUITABLE-fair (vs equal) matter -where equity exists but is not perceived, help others understand -where inequity exists, work to reduce/eliminate it

common causes of unethical behavior

-ill conceived goals -motivated blindness -indirect blindness -slippery slopes -overvaluing of outcomes

human relations movement

-increasing number of studies/writings from behavioral from behavioral scientists focusing on the "human" factor important people during this time: -Mary Parker Follet 1920- one of the first senior level consultants -Elton Mayo ("The Human Problems of an Industrial Civilization" & Hawthorne Studies -collective bargaining legalized in 1935 (had to be thinking about working with people rather than forcing them to do a job) -Douglas McGregor's "Theory X" vs "Theory Y"

defined contribution plans

-individual retirement accounts (IRAs) -roth IRAs -401k programs

top "derailers" that cause one to fail

-insensitivity to others -poor working relations -inability to build or lead a team -authoritarianism -inability to change and adapt

benefits of equal employment opportunity and safety

-make better hiring/placement decisions -helps ensure fairness in decision making -helps with reputation and "brand" (both internal and external) -helps promote diversity (and hopefully inclusion) -drives consistency in hiring and promotion decisions -helps organizations achieve tactical and strategic goals -drives long term organizational success

model of employee engagement

-measure of how engaged, involved, satisfied, and committed individuals feel in their job and as an employee -3 key behaviors: 1. say (speak positively about company) 2. stay (desire to continue working there) 3. serve (dedicated to doing the best job)

influences of employee engagement

-organization culture/purpose -relationships -work activities -quality of work life -career opportunity -organization leadership -compensation model can be used over time to assess and track engagement

consumer-driven health plan (CDHP)

-plans that try to pass the decision making onto you -employer gives you money to pay for medical expenses UP TO a certain cost

goals

-should be difficult and ambitious, but achievable -SMART: specific, measurable, attainable, relevant, time based -provide regular feedback (constructive and positive) -use whatever type of goal setting (participative, assigned, self-set) seems appropriate -follow up on goals, actions, and outcomes regularly -treat employees equitably depending on goal achievement

total rewards

-the sum total of all things in the work experience that affect (or are available) to an employee -can be tangible or intangible -each person's "ideal" total rewards will be different -important for organizations to fully focus on this (big "equalizer") -goal is to find a set of total rewards that are meaningful to the widest possible group of employees ex: compensation, benefits, work environment, co-workers, career opportunities

other types of benefits

-vacation and holiday leave -military leave -disability insurance -group term life insurance -travel insurance -services -unconventional/novel benefits -flexible spending account (FSA)

what makes human capital a source of competitive advantage

-value -rareness -not easily imitated -not easily substituted or replaced -organizations able to successfully utilize the resource *part of the "resource-based view of the firm"*

staffing-related lawsuits

-wrongful discharge/wrongful termination -disparate treatment (intentional) -disparate impact (stock statistics, flow statistics) -fraudulent recruitment -negligent hiring -negligent referral -trade secret litigation

actions that improve an organization's ethical climate

1. leaders demonstrating ethical behaviors 2. careful recruitment & selection of new employees 3. developing a meaningful & "real" code of ethics 4. training employees to better deal with ethical issues 5. use operant conditioning (rewards & punishments) to drive ethical behavior 6. incorporate structural mechanisms to deal with ethical issues

3 critical organization planning processes

1. strategic plan (strat plan) -an organization's long term strategies, goals & objectives (usually 5+ years in future) 2. annual operating plan (AOP) -an organization's short term strategies, goals & objectives for the given/upcoming year (usually 1 year in future) 3. human resource plan (HRP) -an organizations capabilities of short and long term goals & objectives (ex: does the company have enough people to carry out their future goals) *all 3 planning processes need to be aligned*

maslow's need hierarchy theory

5 needs we have as an individual: needs lower in pyramid tend to be more powerful than needs higher in the pyramind -until lower level needs are met, we cannot progress up a level (TOP) 1. self actualization (maximize potential & fulfill ourselves as individuals) 2. esteem (feeling good about ourselves) 3. social/love (belonging) 4. safety (physical & psychologial 5. physiological (food, air, water) (BOTTOM) deficiency needs = social/love, safety, physiological growth needs= self-actualization, esteem

common ratios

ALL ADDRESS THE QUESTION OF "AM I BEING TREATED FAIRLY" outcomes (your current job) / inputs (your current job) -what are you getting out something vs what are you putting into it, is it worth it? outcomes (you) / inputs (you) VS outputs (other person) / inputs (other person) -what are you putting into a job and getting out of it VS what is another person putting into this job and getting out of it, is it fair? outcomes (you) / inputs (you) VS outputs (another job) / inputs (another job) -if another employer offered you a job that would pay you 20% more, would change your perception of fairness: what are you putting into this job and getting out of it VS what is another company wanting you to put into this job and what would you be getting out of it, is my current job treating me fairly?

fundamental "equation" regarding performance

P= A x M x O P=Performance A=Ability M=Motivation O=Opportunity (multiplicative, need all 3 elements)

corporate social responsibility (CSR)

acting ethically, legally, & philanthropically can be integrating by: 1. making a profit consistent with expectations for international business to fulfill economic responsibility 2. obeying both host country & international law 3. acting ethically by considering both host country & global standards 4. being good corporate citizens & fulfilling the host country's expectations for philanthropic responsibility

Reasonable Accommodation

an employer's obligation to do something to enable an otherwise qualified person to perform a job

"protected class"

any group of people for whom protective legislation has been passed

balanced scorecard approach

approach to compensation that uses a combination of different types of compensation strategies (merit pay, incentive pay, stock options, etc.) -can provide a balanced focus on individual, team, and organizational level performance -focuses on variety of different important elements of organization success

galbraith's star model

approach to strategy implementation -focuses on 5 critical elements of organization functioning: 1. strategy 2. structure 3. systems & processes 4. metrics & rewards 5. people

extrinsic motivation

aspects related to rewards, recognition, promotion

intrinsic motivation

aspects related to the job, internal characteristics of the person

Title VII of the Civil Rights Act of 1964

banned any discrimination based on gender, age, race, etc.

consolidated omnibus budget reconciliation act (COBRA)

continue with previous healthcare plan if you lose job but pay 100% premiums yourself

managerial courage

courage, willingness, and ability to have tough conversations when you need to have them ex: telling an employee that they're not being unfairly and heres why

high deductible health plan (HDHP)

covers you in a catastropic event premium low benefits low

senior level compensation

deferred compensation

organizational justice

distributive justice: the perceived fairness of how resources and rewards are distributed (decision itself) procedural justice: the perceived fairness of the processes and procedures use to make allocation decisions interactional justice: how people are treated when the decisions are implemented (fairly?)

expectancy theory (victor vroom)

effort leads to performance & that performance is recognized and leads to a reward/outcome expectancy: the belief that hard work on your part will lead to performance instrumentality: probability that if you perform really well you will be rewarded valence: value of the outcome or reward expectancy, instrumentality, and valence all lead to motivation

ownership

equity -employee stock ownership plans (ESOPs) -traditional stock option plans (typically at higher levels)

ethics vs legal

ethics is about behavior right vs wrong, good vs bad & "many shades of gray" something legal is not always ethical

Equal Employment Opportunity (EEO)

everybody in US has equal opportunity for gainful employment

executive order 11246 (1965)

federal agencies need to show affirmative action to not discriminate against anyone

Equal Employment Opportunity Commission (EEOC)

federal agency to make sure they can investigate if the EEO is gone against

job design approaches to motivation

focuses on design of job having implications for improved satisfaction, motivation and performance and reduced absenteeism, turnover, etc. -job enlargement (growing a job horizontally) -job enrichment (growing a job vertically) -job rotation (rotating people into different jobs) -job crafting (ability to craft own job) -job simplification (if job is too complex) -job characteristics model

gainsharing

gains in productivity, etc. are distributed among employees

equity theory

has its roots in cognitive dissonance theory -creates psychological discomfort -discomfort causes "dissonance reduction" activities components: -outcomes: what one gets from the job (tangible and intangible) -inputs: what one puts into the job (tangible and intangible) -outcomes/inputs ratio: (can be equitable or inequitable) -ratio is what can create dissonance and motivate behavior

health maintenance organization (HMO)

has medical staff that are paid a salary to be a part of the organization pay less (if you stay within the organization) benefits less because of little flexibility

Vocational Rehabilitation Act of 1973

help employ disabled people

benchmarking

if we want to make sure were being competitive we get info about other companies to compare, to figure out if pay structure is appropriate

standard hour plan

if work finished sooner than projected, still get the full time's pay

job satisfaction vs employee engagement

job satisfaction: -an affective or emotional response to one's job -satisfaction moderately correlated with most work outcomes/measures -satisfied employees may not necessarily be high performing, innovative, enthusiastic employee engagement: -assumes satisfaction plus a level of enthusiasm about the work, energy for the organization, and passion for what one does -more strongly correlated with positive outcomes than satisfaction -better measure of commitment and discretionary effort

strategic plan

made up of: human capital needs (skills, behavior culture) -> human capital practices (recruiting, training, etc.) -> human capital capability (skills, abilities, knowledge) human capital actions (behaviors, results) -> organizational performance (productivity, quality, profitability)

equal pay act of 1963

men and woman doing the same job with the same level of experience should be paid the same

types of employee compensation

merit pay incentive pay senior level compensation profit sharing skill based pay

mcClelland's need theory

motivation is a function of 3 different needs that vary from individual to individual 1. need for achievement: desire to accomplish something difficult 2. need for affiliation: desire to spend time in social relationships and activities 3. need for power: desire to influence, coach, teach, or encourage others to achieve

need-based theories of motivation

needs: physiological or psychological deficiencies that arise and drive behavior -maslow's need hierarchy theory -alderfer's ERG theory -mcClelland's need theory

what kind of equity would you feel if someone doing the same job as you was making 25% more

negative inequity

preferred provider organizations (PPOs)

networks of preferred providers agree to cap costs of diff procedures pay more but get more

Office of Federal Contract Compliance Programs (OFCCP)

office that will look at what you do & inspect it

"human capital" as a key strategic asset

organizations can use their resources & competencies (ex: human capital) to create value (resource based view of the firm) -can do this by lowering costs, providing something of unique value, or both -strong source of competitive advantage

job characteristics model (hackman & oldham)

outcomes: -high intrinsic work motivation -high growth satisfaction -high general job satisfaction -high work effectiveness critical psychological states: -experienced meaningfulness of the work -experienced responsibility for work outcomes -knowledge of one's actual results core job characteristics: -skill variety -task identity -task significance -autonomy -feedback from job

pay levels/grades vs pay bands

pay bands offer organizations more flexibility and effectiveness

skill based pay

pay more if you acquire certain skills

affirmative action and affirmative action plans

plans that agencies need to put together

what kind of equity would you feel if someone doing the same job as you was making 25% less than you

positive inequity

Age Discrimination in Employment Act of 1967

prohibited discrimination against people over 40

Pregnancy Discrimination Act of 1978

prohibits discrimination in employment against pregnant women

motivation

psychological (and physiological) processes that underlie the direction, intensity, and persistence of behavior or thought -fundamental part of human behavior "engine of human performance and thought" -shapes behavior in very powerful ways -people are motivated by tangible and intangible factors -what motivates each person is unique -employee engagement is a great way to operationalize motivation -increasing your understanding of motivation will increase your effectiveness and success

non-exempt job

qualified for overtime (>40 hrs/wk = overtime)

differential piecework rates

rate per piece increases above target number/goal

Americans with Disabilities Act of 1990

requires employers and public facilities to make "reasonable accommodations" for people with disabilities and prohibits discrimination against these individuals in employment.

merit pay

salary job -pay programs link performance -appraisal ratings to annual pay increases -merit increase grid combines an employee's performance rating with the employee's position in a pay range to determine the size and frequency of his or her pay increase -some organizations provide guidelines regarding the % of employees who should fall into each performance category -some important conditions required for merit based pay (individual performance can be measured, increases decided equitably based on performance, etc.)

straight piecework rates

set rate per acceptable piece produced, regardless of amount

performance management process

setting accountabilities-> developmental review -> performance review -> rewards (merit increase, bonus, profit sharing, equity)

profit sharing

sharing of profits that are over a certain % -payments are based on a measure of organization performance (profits) and payments

compensation

the rewards, usually monetary in nature that reinforce behavior, organizational membership, performance, and retention -directly relates to an organizations ability to attract, select, and hire the best possible employees/organization members -strongly related to individual motivation, engagement, and retention -can cause internal conflicts when equity is not perceived to be present -needs to be aligned with the goals and strategy of the organization (diff elements of compensation plan, focus for compensation) -can present challenges in global organization management *is intensely personal and related to self worth*

social capital

the value we see when people work effectively together -shared visions/goals -shared values & culture -trust, mutual respect -friendships & supportiveness -engagement -cooperation/collaboration -team effectiveness -mentoring/role modeling -functional vs dysfunctional conflict -organizational citizenship

total compensation vs total rewards

total compensation:

McGregor's "Theory X" vs "Theory Y"

two mindsets- "Theory X" Assumptions (what everyone thought at that time): -people dislike work & avoid it whenever possible -people need to be coerced to work -people require close supervision at all times -most people prefer to be directed, have little ambitions & avoid responsibility "Theory Y" Assumptions (what McGregor advocated instead- more progressive view): -work is seen as a natural activity, like play or rest -given objectives, people can be very self directed -people become committed to objectives with some reward -most people are ambitious & can accept (and seek out) responsibility *one doesn't replace the other, just different perspectives on people*

sexual harassment

unwanted advances of a sexual nature

incentive pay

variable pay based on performance -can be supplemental income (commission in addition to base pay) OR sole source of income -typically are linked to some previously-set performance targets, accountabilities, etc. -more objective when objective performance metrics exist (sales), but can be used for qualitative situations (accountabilities) -typically focused on both individual and organizational performance but can be set up to reward team level performance as well -also includes bonus compensation for senior level non exempt *very very personal so need to ensure program is clearly communicated and understood*

Bona Fide Occupational Qualification (BFOQ)

very important need or requirement of a job

state-specific exchanges

via afforable care act

elements in strategy formulation

vision -> mission -> goals -> STRATEGIC PLAN use SWOT analysis (strengths & weaknesses -internal analysis, opportunities & threats - external analysis) ------> STRATEGIC PLAN

alderfer's ERG theory

we have powerful needs, but not a strict hierarchy, we can work on all of these things at the same time (TOP) 1. growth 2. relatedness 3. existence (BOTTOM)

individual human capital

what an individual brings to the party -visions & aspirations -intellect, knowledge -technical & social skills -confidence/self esteem -enthusiasm -motivation & committment -honesty & integrity -persistence -initiative/entrepreneurship -emotional maturity