MGMT320 CH 9 and 11-14 ASSIGNMENTS

For his first team meeting, Graham bakes and decorates a beautiful batch of holiday cookies for his teammates. His boss pulls him aside before the meeting starts and tells him that he should think about how this will be perceived; others might think he has too much time on his hands and doesn't spend enough time on his work.

Norms: unwritten rules for team members

Lauryl works hourly shifts at a restaurant and she isn't happy about her schedule for the upcoming week. You are Lauryl's coworker and offer to switch schedules with her this week. You don't have much going on outside of work this week, and one day in the future you may need a favor from her.

Obliging

Porcupine

1. Lily always immediately RSVPs to departmental social events with a "no." 2. Kendrick looks down toward the ground or runs in the other direction whenever he passes by colleagues in the hallway.

Decreases employee engagement

1. Feng's job is monotonous and offers him very little in terms of variety of work tasks. 2. Juliet doesn't trust her employees and therefore tends to micromanage them. 3. The overall climate at Marco's organization is negative and draining. 4. Sophie works in an extremely high stress job and doesn't have the chance to alleviate the tension because she's so overwhelmed with her job.

Members aren't very trusting of one another; they are spending time assessing what their contribution will be to this particular group as this is currently unclear.

Forming

Members seem to be coming out of their shells, grouping into small alliances, and even arguing about the group's goals.

Storming

Task Significance

1. Quinton feels a sense of pride in their work because they know they are making a positive difference in the world. 2. Dru sometimes wonders if what she does at work every day even matters in the grand scheme of things.

Desire is created to get things like food or water.

Unfulfilled need

At Spokes Utility, workers aren't required to be union members when hired but they must join the union within a specified time.

Union Shop

Stanley and Phyllis are both top salespeople at their company. Both believe that the biggest, most important potential clients should be given to them. They decide that a good system is to alternate evenly—one important potential client goes to one of them, then the next goes to the other, etc.

Compromising

Employees feel that they are able to reach their full potential on the job.

Self-actualization need

Dominique focuses on rewarding her entire team's performance rather than individual team members' performance.

Collaboration

Members get together to discuss what they have learned and to share memories.

Adjourning

Information tells you whether your choices worked or not.

Feedback

Demarcus' department's productivity is being reviewed by upper management after a sharp decrease from last year's levels.

Step 1: Assessment

Bianca is given specific metrics that her department has to meet.

Step 2: Objectives

Stink bomb thrower

1. Maya makes a gagging motion whenever lower-level coworkers offer ideas in meetings. 2. Austin often says provocative things under his breath, just loud enough so that some of his coworkers hear it and get upset about it.

Blamer

1. William doesn't take personal responsibility when things go awry for the team he leads. Instead he always attributes responsibility for failures to his team members. 2. Jackie has an axe to grind with Milo from way back. This is obvious any time there's an issue at work and Jackie finds a way to spin it as being Milo's fault.

Internal dimensions

1. Winton is a 25-year-old male employee of African American descent. 2. Brooke is a female employee who, at 67 years old, is getting ready to retire.

Does not apply

1. Should I take this job or get another one? 2. Am I management material?

Fear of discrimination against majority group members

1. "Affirmative action programs do nothing but make it harder for qualified white males to get jobs." 2. "If we hire too many Hispanic employees, pretty soon Caucasians won't have a chance to succeed here, even if they are more qualified."

Workers at University College must pay the equivalent of union dues, but they aren't required to join the union.

Agency Shop

Ronald is a counselor in your company's employee assistance program. His job is to listen to employees who are having difficulties in their job or personal lives and help them work through them.

Agreeableness

Francis schedules a meeting with her boss to ask if he would list one thing that he thinks she could do a better job with on her current project.

Ask for feedback

The extent to which a job allows an employee to make choices about scheduling different tasks and deciding how to perform them

Autonomy

Milton always finds something petty to be upset about. Today Milton is complaining to you that he did not get a shiny new red Swingline stapler like his office mate did

Avoiding

Quentin has a discussion with his supervisor about how sales are going and whether or not it looks like he will make this year's budgeted sales figures.

Monitor and Evaluate Performance

The sudden shift from in-person late-night TV production to virtual production caused a dramatic shift for production crews. Based on what you know about punctuated equilibrium, the time before COVID-19 would be characterized as ______ while COVID-19 caused ______.

equilibrium; abrupt change

Late Night with Seth Meyers showrunner Mike Shoemaker had a highly performing team that regressed to its more primitive days due to the challenges associated with COVID-19. Based on Tuckman's Five-Stage Model, Shoemaker's team most likely went from ______ to ______.

performing; storming

A workplace that provides a close-knit, family culture

Love need

Hybrid recruiting

1. May be thought of as "taking back" former employees. 2. Taps into existing employees' social networks outside the organization.

Punishment

1. A behavior is less likely to be repeated in the future because a person gets something he didn't want, or loses something he wanted, when he engages in the behavior. 2. An airline institutes a policy that passengers who arrive late for check-in lose their chance to choose their airplane seat. Within a few months, there is a 75 percent reduction in late check-ins.

Extinction

1. A behavior is less likely to be repeated in the future because it isn't given any attention. 2. An employee arrives to work 10 minutes early every day in order to get organized and be ready to go for the day. Everyone else at the office always arrives 15 minutes late and no one notices or cares that the employee arrives early every day. The employee decides to stop arriving early.

Negative reinforcement

1. A behavior is more likely to be repeated in the future because a person is relieved of something he does not enjoy when he engages in the behavior. 2. A supervisor continually reminds an employee—both in person and over email—about complying with a new procedure. The reminders are tiresome and annoying. When the employee finally starts complying with the procedure, the supervisor's emails and personal reminders stop happening.

Positive reinforcement

1. A behavior is more likely to be repeated in the future because a person receives something that he or she wants when choosing to engage in the behavior. 2. A sales employee reaches a lofty quarterly goal and receives a highly prized bonus. The sales employee plans to work even harder in the next quarter.

Does not apply

1. A behavior is more likely to be repeated in the future because it is ignored. 2. A manager tells her employees that they will all be paid the same regardless of their performance levels and will not have a chance to earn bonuses. Within a few months, employees' performance levels have increased dramatically. 3. A behavior is less likely to be repeated in the future because a person receives something that she wanted when she engages in the behavior. 4. An employee constantly whines until he gets his way regarding everything from vacation days to the temperature in the office. The organization continues to give in to the employee each time he whines. The employee eventually stops whining in order to get his way.

Skill Variety

1. Akon feels bored on the job because his current role doesn't require him to use many of his most valuable abilities. 2. Juniper is excited that she gets to employ a wide range of her talents at her job.

Feedback

1. As a computer programmer, Maria knows almost instantly if one of her work projects has been successful. 2. Jim doesn't have a good idea of whether they are doing a good job until their end-of-year performance review.

Valence

1. At this time in his life, Mateo would rather have more time off than he would a bonus check. 2. Thu could care less about meeting her goals this quarter because the reward is a $500 Omaha Steaks gift card and Thu is a vegetarian.

Lead by example

1. Bahir stresses to his team members the importance of self-care over work. When he comes down with the flu, Bahir is tempted to go to the office anyway so as not to let his team members down. Instead, he remembers his own words and takes a week off to recuperate. 2. Anna wishes her teammates would feel more comfortable suggesting novel ideas. She realizes a good place to start is for her to model this behavior by putting her own ideas out there for her team to evaluate.

Instrumentality

1. Catalina knows that she will receive a huge year-end bonus if she meets her sales goals. 2. Adnan's boss dangles rewards in front of employees as performance incentives, but sadly Adnan knows that even when employees perform well, most of them never see any actual rewards.

Task role

1. Clarence suggests new ideas for the group to look into. 2. Quinn is the "sage" of the group—she is the person people go to for clarification on important issues. 3. Nia is well respected among the group and is thus the person that others go to for clarification on the groups' values. 4. When people need help understanding something, Musa is always able to come up with a good example to help. He also usually explores the implications associated with the issue. 5. Emeldi is the person the group looks to when it is time to pull together their ideas and suggestions. 6. Jazmine is the group's compass. She keeps the group on track and headed toward their intended and stated goals. 7. Arati is the person who evaluates the groups' accomplishments for criteria logic and practicality. 8. Zachary is the group cheerleader. He is the one who keeps the group moving ahead and accomplishing more. 9. The group can always count on Emma to take care of the routine things like arranging seats or distributing materials for meetings. 10. Owen could be considered the group's secretary. He serves the group by documenting group discussions and outcomes and performs a "memory function."

Functional Conflict

1. David sometimes brings hard boiled eggs for lunch at work, which several of his coworkers do not enjoy the smell of. One day at work, David and his coworkers discussed how they could best share the break room space. They decided that on days David brought in hard boiled eggs he would eat them in his office rather than in the break room. 2. Both Smitha and Lars were very passionate about their small business venture. When they were trying to decide on a location for their new storefront, the two had a very lengthy debate and somewhat heated discussion about the merits and drawbacks of each of their preferred locations.

Procedural justice

1. Did my organization use biased decision tools to determine employee salaries? 2. Is there a grievance procedure available to me if I feel I'm not receiving enough compensation at work?

Interactional justice

1. Does my supervisor treat me with respect and kindness at work? 2. Was my organization honest with me when they said they couldn't afford to give me a raise?

Dysfunctional Conflict

1. Don was having a great year in terms of his sales numbers, but his team seemed to be struggling to hit their goals. Don went to Lai, one of the other members of the team, and told her he didn't think she was taking her job seriously and that perhaps she should focus on prioritizing her work over her petty personal life. 2. Both Yaz and Jasper had great ideas for a new marketing campaign and their supervisor liked both of the ideas. During their discussion of which campaign they should ultimately choose, Yaz reminded Jasper that his last campaign was ridiculous and a terrible flop and that her campaigns were always the good ones.

Create a to-do list for accomplishing your short-term goals

1. Each month, Manara has a set of tasks she wishes to accomplish, including "collect one round of data," "analyze one round of data," and "write one literature review." 2. Hugo makes certain that he cuts expenses in at least one major area (e.g., groceries, fun, utilities) each week, and promises himself he will direct those savings straight into his savings account.

Bring positive emotions to the team

1. Each quarter Sierra encourages her team to participate in some type of charitable fundraising. Members take turns deciding which organization will benefit in a particular quarter. 2. Bruno suggests that the team begin each meeting by celebrating something noteworthy that one of the team members has accomplished since the previous meeting.

Work the plan, reward yourself, and adjust as needed

1. Each time he meets one of his retirement goals early, Hugo sets aside $500 into a "bucket list" fund that he draws from when he wants to have fun and do something exciting. 2. Two years into her 5-year tenure clock, Manara and her partner decide to adopt a child. She receives a one-year extension on her tenure clock and therefore adds one extra year to the time period in which she wants achieve her goal of earning tenure.

Task Identity

1. Eliyahu is responsible for several important steps in the production process and enjoys seeing how his work contributes to a final product. 2. Farren works on a single part of the assembly process and never sees how their work contributes to the finished product.

Deci and Ryan's Self-Determination Theory

1. Employees are motivated at their jobs because they are given a lot of discretion about how to do their work, and their supervisor doesn't micromanage them. 2. Focuses on the three needs of relatedness, competence, and autonomy

Herzberg's Two-Factor Theory

1. Focuses on motivating and hygiene factors in a job 2. An employee hates going to work because the air conditioner has been broken for weeks and it is extremely hot in the office.

Maslow's Hierarchy of Needs

1. Focuses on needs such as love, esteem, physiological needs, safety, and self-actualization 2. An employee continues working at a job because it allows him to put a roof over his family's head.

McClelland's Acquired Needs Theory

1. Focuses on needs such as power, affiliation, and achievement 2. An employee seeks out a promotion because it will allow him or her to have authority over more workers.

Commit to the team

1. Gina learns that she has been awarded a bonus because of her team's performance in the previous year. Instead of taking the bonus for herself as the team's leader, she shares it with all of the team members. 2. A local blog wants to feature Wendell's team's accomplishments in its upcoming post. They ask him for a photo of himself as the team's leader. He asks that the author instead use a photo of the entire team so that everyone is given credit for their efforts.

Spur competition among employees

1. HomeSafe sells and installs wireless home security systems in 5 districts across the Midwest. HomeSafe has about 20 sales reps in each district. At the end of each year, the top sales rep from each district wins an extra week of paid vacation time to use in the following year.

Prioritize the tasks

1. Hugo disciplines himself to put his financial health before short-term fun. When he has extra money at his disposal, he thinks long and hard about whether he should use it to treat himself, or whether it would be smarter to put it in savings. 2. Manara's most productive work time is in the morning. Because of this, she refrains from opening her email when she gets to work. Instead, she focuses on her research every morning and uses the afternoon hours for simpler tasks such as responding to emails.

Identify your wildly important long-term goal

1. Hugo says he wants to retire in 20 more years with enough saved in retirement to draw 60 percent of his current monthly income until he is 95 years old. 2. Manara wants to get enough high-level publications over the next 5 years to earn tenure at her university.

Break your wildly important goal into short-term goals

1. Hugo says that he will contribute 20 percent of his pre-tax income to his retirement plan for the next 10 years, then assess the plan to determine whether he can drop that contribution to 15 percent or even 10 percent during his last 10 years of work. 2. Manara decides she will attend one major networking conference each year to make potential research contacts and will also submit at least one article to a journal every four months.

Profit sharing

1. In this plan, the company distributes a percentage of its profits to employees. 2. An employee-owned supermarket incentivizes its workers by promising to give 10 percent of the company's annual pretax profits back to them.

Autonomy

1. Laszlo enjoys having the freedom to work on tasks at times of the day that are most convenient for him. 2. Paola has little choice in how to accomplish her work tasks—her company employs strict process control.

Hygiene Factors

1. Lower-level needs 2. Related to job context - working conditions 3. Related to dissatisfaction 4. An example is interpersonal relationships

Expectancy

1. Lucy wants to attend training before she takes on a new job role. 2. Darius isn't confident about tackling a new project because he's not at all familiar with the software platform.

Does not apply

1. Mae refrains from discussing personal issues with her teammates because she knows it's best for the team that everyone keep those things to themselves. 2. Wyatt is careful to not put too much more work into a project than his team members. He knows it is vital that everyone contributes equal effort at all times.

Create a time schedule

1. Manara uses something called the Pomodoro method during her workday. The method involves setting a tomato-shaped kitchen timer for 20 minute periods to generate maximum productivity. Create a time schedule 2. Hugo invests in a budgeting software program that allows him to consistently eye his progress toward his goals.

Maintenance role

1. Minh is usually in the background as a passive audience member. 2. Bailey usually handles conflict by getting others to meet "half way." 3. Lucas makes note of the group's processes and dynamics and comments on them 4. Miranda keeps the group together. She fosters this solidarity when she accepts others' points of view and offers them praise. 5. Jalen is sometimes the group's "class clown." When there is a conflict, he is there to help either through reconciliation or with his sense of humor. 6. When members seem to be disengaging from participation (playing on their iPhones, drifting off), Peng encourages them to stay involved. 7. Pedro is the group member who examines the quality of the group's processes.

Change the organization's culture and procedures

1. People in your office seem to be afraid to try new things, so the company sets up a monthly brainstorming session where employees can safely present wild and innovative new ideas. The sessions happen after work hours, but everyone who attends and contributes at least one new idea gets to take the last Friday of the month off of work.

Motivating Factors

1. Related to satisfaction 2. Higher-level needs 3. Related to job content - what you do 4. An example is responsibility

Does not apply

1. Ryo is not very excited about meeting his performance goals this quarter because he has compared his goals to his coworker's goals and doesn't feel they are equitable. 2. Madison is going to try really hard to succeed at her project because she has a high need for achievement.

Pay for performance

1. This plan bases your pay on your actual work results. It is also known as merit pay. 2. An auto salesperson receives a 25 percent commission on each and every vehicle he or she sells.

Gainsharing

1. This plan distributes savings to groups of employees who helped to reduce the organization's costs and increase its productivity. 2. A company wants to be more efficient, so it has a team of workers generate a plan to cut costs and increase productivity. The team is promised a reward of 50 percent of any cost savings their plan generates.

Pay for knowledge

1. This plan ties employee compensation to the number of degrees or job-relevant skills each employee earns. It is also known as skill-based pay. 2. High school teachers who have a master's degree earn more than high school teachers who only have a bachelor's degree.

Bonuses

1. This plan uses cash awards on top of an employee's regular salary for achievement of specific objectives. 2. If an employee reaches a certain goal, the employee is able to earn an additional $10,000 at the end of the year in addition to their normal salary.

Use programmed conflict

1. To prevent everyone from passively agreeing with each other in quarterly department meetings, one person will now be required to openly point out all the possible things that could go wrong with each new project. 2. Some of your employees want to bring the company's training program entirely online (option 1), while others think it's best to keep a face-to-face component in addition to offering a few online sessions (option 2). Due to resource constraints, the company can only choose one option. The executives decide to assign one upper manager to argue for option 1 and another to argue for option 2. This will help them to gather the necessary facts to make a final call.

Support team members

1. Violet is always willing to stay at the office after work to help new team members figure out how to use the company's complex software platform. 2. Feng recently walked his team members through the broader organization's decision processes so they could understand exactly why the team did not receive certain resources they had requested.

Intrinsic reward

1. Winning employee of the month made you feel that you were special and that your work was valued. 2. When you got to work yesterday there was a note on your desk thanking you for your dedication. This made you feel satisfied with your work. 3. You use the free employee financial advisor regularly, and each time you do, you feel good about choosing to work there. 4. Your new promotion includes a fancy title, which makes you feel like you are valued in your job.

Stock options

1. With this plan, employees are motivated to work harder to increase the company's stock price so that they can obtain it at a cheaper price. 2. A company gives its executives the right to purchase 500 shares of company stock at a future date for a discounted price.

Extrinsic reward

1. You received a $100 gift card to your favorite restaurant after being named employee of the quarter. 2. You get to use the best parking spot as a reward for being this month's star employee. 3. Your favorite perk at your company is the complimentary membership to your local health club—it would otherwise be really expensive to join. 4. You moved to a bigger, much nicer office when you got promoted.

Bring in outsiders for new perspectives

1. Your organization is in a rut. Everyone is doing the same things they've always done and there's nothing creative or groundbreaking happening. You have two employees retiring soon and decide to replace them with people from completely different industries to bring in novel perspectives and keep everyone on their toes.

You make a choice for how to get things like food or water.

Behaviors

Raelynn's Builders may only hire workers for a job who are already in the union.

Closed Shop

Mariana is your company's head of governmental reporting. It is critical that her reports be submitted on time and accurately, otherwise the company could face stiff penalties.

Conscientiousness

Your company withdrew the funding you planned to use to put your employees up at a really fancy hotel on this week's work trip. Instead, you'll have to stay at a cheap motel and double up in rooms. You announce the disappointing news and quickly move on to other business. There's no point in fielding questions or complaints since the money just isn't there.

Dominating

Employees receive personal, hand-written notes from their supervisors to recognize exemplary work.

Esteem need

Selena holds a 15-minute informal chat session at the end of each team meeting where all team members are expected to express the things that are bothering them, issues they are having with team members, etc.

Effective team processes

Marie and her brother work in construction and perform similar jobs. Her brother makes $25 an hour, while Marie makes $20 an hour.

Equal Pay Act

Kalisha is part of the sales force. She is friendly and outgoing, and she consistently is your top sales person.

Extroversion

The extent to which workers receive clear, direct information about how well they are performing the job

Feedback

Your department has just been given a $4,000 end-of-year bonus. Everyone has an opinion on how it should be spent, including fancy new desk chairs, a big party, a new copy machine, and new laptops. You take a few days to evaluate the office's needs using historical data and discussing options with each employee individually before finally arriving at a decision that you believe everyone will see as the best decision for all in the group.

Integrating

Hadya sees that her boss has been working behind a closed door all week. This is atypical because his door is usually open. Hadya wonders if her boss is avoiding the employees on purpose because he has something negative to tell them.

Interpretation and evaluation

You search for ways to get things like food or water.

Motivation

Oscar gives team members the freedom to make important decisions on matters such as team deadlines and resource allocation.

Motivation through mutual accountability and interdependence

Members decide on their regular meeting days/times, rules about tardiness or non-attendance, and set expectations regarding how they will interact with one another.

Norming

When Antoinette's office was being refurbished, it was discovered that the floor tiles contained asbestos, a carcinogenic fiber substance. The company had to call in a hazmat contractor to get rid of it and Antoinette couldn't get back in to her office for weeks.

OSHA

Workers at Louisiana Concrete may choose to join or not join a union.

Open Shop

Rashan is the director of your advertising department. Your company creates all of its own ads for your products. It is up to Rashan to conceive of creative and imaginative ad ideas.

Openness to experience

Tabitha is the head of a large software company. She refuses to provide health insurance benefits to her employees.

Patient Protection and Affordable Care Act

Carter meets individually with each of his team members every quarter to review their performance and progress toward their objectives.

Performance goals and feedback

Members of your 8-person team break off into smaller groups of 2 or 3 and work on their sub-groups' individual tasks.

Performing

Employee monthly salaries

Physiological need

Imogen makes a concerted effort to be completely present and nonjudgmental during an uncomfortable conversation with her superior

Practice being mindful

Yang receives his bonus check when he beats his sales goals by 10 percent.

Provide Consequences

These can be either intrinsic or extrinsic.

Rewards

Ki is careful not to put certain personalities on the same team. For example, Lauryl and Hamad are both extremely solutions-focused and have little tolerance for pleasantries, chit-chat, or other activities that help group members bond. Ki usually doesn't assign them to the same project teams.

Roles: how team members are expected to behave

Company-provided benefits such as health insurance and pension plans

Safety need

Roman is fired from his job because he informed the Securities and Exchange Commission of possible fraud committed by his company's executives.

Sarbanes-Oxley Act

The extent to which a job requires a person to use a wide range of different skills and abilities

Skill variety

The extent to which a job requires a worker to perform all the tasks needed to complete the job from beginning to end

Task identity

The extent to which a job affects the lives of other people, whether inside or outside the organization

Task significance

Javier hires team members that represent the wide array of diversity in his company's customer base.

Team composition

As a team manager, Leia makes a point to avoid speaking unkindly of team members to other team members, and she always sticks up for team members who are being treated unfairly.

Trust

Late-night TV production requires efficient and collaborative processes. Producers source material, writers take the material and script the show, then video, audio, and makeup act to meet taping deadlines. Finally, editors ensure the show meets broadcast standards. Based on what you know about team effectiveness, this sequence of events requires

high team interdependence.

The new, virtual environment of late-night TV production could cause taping delays if one part of the process was delayed due to glitches. For example, if writers had difficulty collaborating online, it could cause a delay in scripting, which would push back taping. What type of conflict could this result in?

intergroup

Assume that one of the production crew members is known for mediating conflict between different individuals or teams. This person would have the ______ role of ______.

maintenance; harmonizer

Behavioral component of attitudes

1. After reviewing a few of his tasks, Luciana tells her new assistant "next time I need something done well I'm going to give it to you!" 2. Even though Frederick and his new employee got off on the wrong foot, he decides that he is going to give her another chance. 3. Lane leaves an uncomfortable job interview and calls her partner to say, "I would not take a job at that company if they offered me double my current salary."

Cognitive component of attitudes

1. After spending only a few minutes on the phone with a customer service agent before his problem was satisfactorily resolved, Khushtar told the agent "your company does a really great job with tech support." 2. Steve believes it's rude for his coworkers to respond to emails during team meetings. 3. After sitting through his annual performance review, Quinton thinks his boss is not doing a very good job of tracking employee performance.

Social awareness

1. Allows you to show others that you care and to understand others' emotions 2. Teri is highly attuned to her employees' feelings and emotions and is able to empathize with what they are struggling with.

A hostile work environment for diverse employees

1. "It's difficult to concentrate on being my best at work and giving the company my all because of the incessant offensive comments, jokes, conversations, and emails that seem to define this place."

A negative diversity climate

1. "Minorities here know that the company doesn't truly care about them. When our workers from underrepresented groups get offers from companies that offer true support to their minority workers, they take those jobs immediately." 2. "This organization doesn't value ethnic diversity. It only cares about creating the false impression that it values ethnic diversity so that outsiders will think more positively about it."

Lack of support for family demands

1. "We technically have a paternity leave policy on the books, but men here know that actually using that leave is frowned upon." 2. "Working mothers in this company have to choose between doing what it takes to get high performance evaluations and attending to their children's needs."

Resistance to diversity program priorities

1. "Why are we wasting time at LGBTQ sensitivity training? We should be attending to our real work." 2. "Employees don't need to be rewarded at annual review time for engaging in diversity efforts. They should be rewarded on objective job performance—plain and simple."

External recruiting

1. A recruiting approach that may rely on partnerships with universities. 2. Often relies on potential applicants' social media presence.

Self-awareness

1. Enables you to read your own emotions and gauge your moods 2. Iresa is very mindful of her feelings. If she experiences something that makes her feel angry, she immediately recognizes the change in her mental state and how it might affect her behaviors and decisions.

Contextual factor

1. Henry's job is extremely high risk and he sometimes has a hard time focusing on his work because he's too busy worrying about his safety. 2. Rachel's boss always goes the extra mile to be sure his employees have what they need to be successful. Her boss' dedication to his employees makes Rachel want to do a great job. 3. Hakeem's engineering job is extremely motivating because it allows him to constantly switch projects and use a variety of his many skills and talents. 4. Viola and her coworkers pretty much all earn the same pay regardless of their performance. This makes it hard for Viola to want to put her heart and soul into her work.

Distributive justice

1. How fair is the salary I received this year? 2. Does everyone's paycheck accurately reflect what they deserved to earn this month?

Complainer

1. If you want to know of any potential holes in your idea, just ask Sami. He loves to tell people all the reasons their ideas won't work. 2. Emmanuel is very good at pointing out things that aren't working but doesn't make an effort to offer ideas for how to fix them.

Does not represent a bad attitude

1. Natalia describes her personality as highly agreeable. 2. Yusuf likes to focus on generating solutions to problems instead of dwelling on issues. 3. All of Xuan's subordinates view her as a very approachable manager. 4. Lamar is willing to stand his ground when he feels strongly about an issue.

Self-management

1. Reflected in self-control, adaptability, and honesty 2. Art has an impressive ability to remain cool, calm, and collected under great pressure, conflict, or emotional distress.

Sam has worked for many years for her company. A few more years and she can look forward to collecting her monthly pension check.

Benefits

Walton's company will not allow him to receive an extension of health insurance benefits after his termination.

COBRA

When Hector's students handed in their work late, he knew they had been out partying and this was why they didn't do their work on time.

Causal Attribution

Aileen and her supervisor discuss how the market is looking and how much of an increase in sales she believes is realistic and attainable for this year.

Define Performance

After receiving negative feedback about her work performance, Antonina reminds her boss of similar mistakes he has made in the past.

Does not represent a way to be a better receiver

Rainer decides to hide his anger after receiving negative feedback from his superior and he stops listening to the feedback.

Does not represent a way to be a better receiver

Sophia remembers that even if she is certain that her boss' intentions are simply to undermine her confidence, she should use any and all feedback to develop and improve her work performance.

Does not represent a way to be a better receiver

Xiuying is the head of security. It is important that she keep her cool during very tense situations, otherwise your employees and your company could face serious consequences.

Emotional stability

LaTonya's father has been diagnosed with a terminal disease. She asks her employer for 12 weeks of unpaid leave to care for her father.

Family and Medical Leave Act

Rayah reminds herself that when receiving negative feedback, she has a propensity to blame others for her mistakes.

Identify your tendencies

Zeb met with five potential new assistants over the course of the last week. He couldn't explain why, but he knew he had a great feeling about three of them and didn't care for the other two. One of Zeb's coworker's pointed out that the three he liked shared Zeb's gender and race, and the two he didn't care for did not.

Implicit Bias

Julian works really hard and is a top salesman in his firm. Julian enjoys his regular paycheck every other week, but really looks forward to the healthy commission checks he gets that are based on his sales.

Incentives

Instead of being overly self-critical after receiving some negative feedback during their performance review, Freya maintains their sense of self-worth while asking their supervisor, "Am I correct that you feel that I could be devoting several more hours to my core job responsibilities each week?"

Try self-compassion instead of defensiveness

Mohammed feels angry about the negative feedback he received from his boss. He allows himself to feel his emotion and decides to ask his boss a few clarifying questions to be sure that he understands exactly what is being communicated.

Try self-compassion instead of defensiveness

Work-life balance

1. Chien-Shiung has to miss his daughter's softball game because he is committed to a work meeting. 2. Philip and his spouse just adopted a baby. Philip is taking a month of paternity leave, and because of this he knows he will likely miss out on being assigned to a project that he was looking forward to working on.

Group demands

1. Danilo feels anxiety every morning on his commute to work thinking about the fact that he will be spending the next 8 hours with his coworkers who are neither kind nor helpful to one another. 2. Teri's direct supervisor often ignores subordinates' concerns, manipulates others to get ahead, and engages in unethical behavior.

Helps to prevent sexual harassment

1. Prohibit the display of provocative pictures in the workplace. 2. Have an effective sexual harassment policy and communicate it to all current and new employees. 3. Avoid making obscene gestures or remarks of a sexual nature. 4. Train supervisors in Title VII requirements including procedures to follow when charges occur.

Does not apply

1. Should be avoided in favor of other types of interviews 2. Has been found to be poor for employee morale once an applicant who has been through this type of interview accepts the job

Relationship management

1. The ability to communicate clearly, disarm conflicts, and build personal bonds with others 2. Randal often helps his workers get through their interpersonal issues with one another.

Edie focuses on what she might be able to learn from her boss during her performance review.

Learn how to listen

Alexus knew the man she just interviewed for her department would be a good employee with a good work ethic—he got along well with everyone, the interview went well, plus he went to her alma mater!

Stereotyping

Affective component of attitudes

1. Araceli loves digging into a challenging assignment at work. 2. Hilario is aggravated by his new supervisor's overbearing style. 3. Sasha hates the new office that she's been assigned to.

Personality

1. Yoshiko is outgoing and fun-loving. Her coworkers like to be around her because she always looks on the bright side of life and brings levity to her work situation. 2. Santino is very quiet and shy. He doesn't speak up much at meetings and prefers to keep to himself.

Russell distributes fliers and coupons for a local restaurant. Although the minimum wage is $7.25 per hour, Russell's boss only pays him $5.75 per hour. Russell distributes fliers and coupons for a local restaurant. Although the minimum wage is $7.25 per hour, Russell's boss only pays him $5.75 per hour.

Fair Minimum Wage Act

Ivy knew she would like her blind date as soon as she saw him, because of the way he dressed.

Halo Effect

During his performance review, Neale remembers that while he normally wants to disagree with any negative information about himself, he should consider owning his mistakes.

Identify your tendencies

Duncan doesn't like his supervisor's choice of words in telling him he's doing a poor job on a project, but he agrees that the core of his supervisor's message—that he's not doing a great job—is accurate.

Learn how to listen

The last time Takeshi talked with this vendor he felt the vendor was trying to take advantage of him. This time the meeting went very well, and Takeshi is thinking about giving him some business.

Recency Effect

One of Janelle's employees filed a complaint against her with senior leadership regarding a particular exchange between the employee and Janelle. The executive team asks Janelle to attend an informal deposition where they ask her to provide her recollection of what happened in the exchange between her and the employee on the day in question.

Retrieving from memory to make judgments and decisions

While Vonda's sales are strong, they do not appear to be in line with what she and her supervisor anticipated, so they are meeting to discuss how she can boost her sales in time to meet her goals.

Review Performance

Sebastian was never aware of any racial discrimination happening in his workplace. However, a few months ago Sebastian felt strongly that he was the victim of racial discrimination at work, and now he notices it happening to others in the office as well.

Selective attention

Oswaldo receives several proposals from learning and development content delivery companies and considers each.

Step 3: Selection

Stereotypes and prejudices

1. "If we hire people from that culture, the quality of their work won't be up to the standards we adhere to in our culture because they just don't tend to be as ambitious." 2. "This job requires an employee who can finesse deals with groups of predominantly Japanese men. Anyone other than a Japanese male won't have the right background to be able to win the trust of potential clients." 3. "There's ageism at this job everywhere I turn. From the twenty-somethings taking over the boardroom to the constant joking about how anyone over fifty is a dinosaur in the digital age, a person who isn't young is never allowed to forget it here."

Situational interview

1. Asks candidates questions that focus on hypothetical situations 2. An example question would be "How would you respond if two employees came to you asking for a raise, and you knew you could only give a raise to one of them?" 3. Attempts to figure out how applicants would respond if they were to encounter a given situation on the job

Behavioral-description interview

1. Attempts to learn how employees have dealt with workplace situations in the past 2. An example question would be "Tell me about a time that you had to say 'no' to an employee's request in the past. How did you handle it, and what would you do differently if you could go back in time?" 3. Asks candidates questions that focus on things they have done in previous jobs

Does not help in preventing sexual harassment

1. Avoid establishing a formal complaint procedure for charges of sexual harassment. 2. Laugh at others' sex-based joking at work, as long as you are not making the jokes yourself. 3. Allow your company's managers to offer their subordinates promotions in return for sexual favors. 4. Discipline all those accused of harassment immediately—before claims have been substantiated.

Demands created by individual differences

1. Cedrick tends to worry about things in his life, regardless of what's going on in his job or whether he is facing anything objectively stressful. 2. Farrah is always on the go. She keeps a to-do list for everything, speed walks between meetings, and often feels impatient.

Debater

1. Isabel has been described by coworkers as antagonistic because she finds a way to turn any discussion into a dispute. 2. People generally don't like having Dean in department meetings because he seems to disagree in discussions purely for the sake of disagreeing.

Does not describe either type of appraisal

1. It is virtually impossible for employees to challenge this type of appraisal on legal grounds. 2. This type of appraisal is extremely difficult to create and therefore, is almost never used in today's organizations.

Personal factor

1. Ivan has a Type A personality—he always likes to be busy accomplishing something. Because of this, he tends to be a good performer at work. 2. Camila has a natural gift for math and numbers, and her work performance at her accounting firm is top notch. 3. Nudara is driven to excel in her leadership role because she has a high need for power. 4. Keenan cares quite a bit about accuracy and will thus stay at work for as long as it takes to be sure all of his reports are precise before he submits them.

Organizational dimensions

1. Keisha is a top manager at BlueCross BlueShield and, as an employee for more than 30 years, she has seniority over most of the other members of her department. 2. Farid's area of expertise includes the technological design and implementation of new products. He is an assistant manager in his department.

External dimensions

1. Logan is newly married and expecting a baby. He likes to work out and eat healthy foods and he prefers to live in Florida. 2. Perla graduated with a master's degree in business administration from Harvard University. When she's not working, Perla likes to windsurf and skydive.

Individual task demands

1. Lourdes works as a barista at a very busy campus Starbucks location. 2. Ang manages the front desk at a New York City hotel and has to pretend that he is happy and cheerful all day long, even when customers are rude to him or his employees.

Internal recruiting

1. May increase employee engagement and commitment. 2. Locates potential applicants through company-wide announcements, employee profiles, and/or informal nominations from managers.

Unstructured interview

1. May provide a more accurate assessment of an applicant's job-related personality traits than other types of interviews 2. Each applicant's conversation with the interviewer is different; can feel more like an ordinary, informal conversation than a job interview 3. Might become overly subjective and interviewers' biases are likely to influence their perceptions of candidates' responses. 4. Vulnerable to legal action from candidates because questions can easily veer into non-job-related territory such as disability, family status, or diversity

Individual role demands

1. Norman works a full-time 8 to 5 job but also does consulting work on the side. He is stressed trying to decide whether he should take two days off from his full-time job, thus putting himself behind on tasks, in order to take advantage of a lucrative consulting opportunity. 2. Devisha's manager tends to assign projects without giving much explanation for how employees' performance will be evaluated. Devisha is experiencing work stress because she has no idea whether she is performing well or not and won't be sure until her annual evaluation.

Does not apply

1. The belief that you can perform well across a variety of situations 2. Represents how dependable, responsible, achievement-oriented, and persistent you are

Subjective performance appraisal

1. This appraisal may focus on employee attributes such as "leadership ability" or "positive attitude." 2. The validity of this appraisal is questionable because managers' personal biases can influence ratings. 3. This appraisal may focus on specific, observable performance aspects such as conveying positive attitudes toward customers or staying late to finish projects. 4. One type of this appraisal is the behaviorally anchored rating scale (BARS), designed to assess specific behaviors. For example, a 5-point scale that ranges from 1 - "employee rarely takes any initiative" to 5 - "employee often solves problems independently without being told." Subjective performance appraisal

Objective performance appraisal

1. This type of appraisal focuses on results and is often numerical. 2. This type of appraisal is based on facts that managers keep track of. 3. In this type of appraisal, managers would track employee results such as number of cars sold in a quarter, total miles driven, or monthly sales totals. 4. This type of appraisal is less subject to being tainted by managers' personal biases.

Organizational demands

1. Violeta's office feels overly stimulating to her. There are too many people crammed into the space, the overhead fluorescent lighting causes her daily headaches, and there are no walls to provide any quiet or privacy for employees. 2. Ahmed's company expects its employees to be available 24 hours a day. Last week he spent the weekend hiking with friends but was on his phone responding to emails half the time. He knew that if he ignored the emails his boss would reprimand him on Monday.

Entangler

1. When Caleb wants to express discontent about something at work, he goes around having conversations with coworkers and tries to manipulate them into saying things that he can then use to support his position. 2. Alejandra will grumble about something she's unhappy with at work for as long as it takes to get people to acknowledge her.

Contributes to employee engagement

1. Willis is well connected in the organization's social environment. 2. Keiko makes it a point to give her employees regular feedback about their performance. 3. Jeremy's manager at work is very supportive of his ideas. 4. Karin possesses a high amount of positive psychological capital. 5. Abdul encourages his employees to take time for self-care, including meditation, exercise, and sleep. 6. Kalisha has started an informal Friday afternoon gathering to give her employees a chance to socialize and have fun together.

Sal has been an employee of a large company for over 10 years and recently celebrated his 60th birthday. His boss tells him that he is not going to be interviewed for a promotion because he doesn't have enough "good years" left in him to warrant the investment in training.

ADEA

Jamir asks his supervisor if she could tell him one thing that she thinks he is doing exceptionally well in his current job.

Ask for feedback

Pria gets a large paycheck compared to her colleagues because of the dangers associated with her particular job.

Base pay

Spencer practices silently meditating for 15 minutes each day before he goes to work.

Practice being mindful

Melba is charged with deciding whether to have learning and development classes conducted during the workday or to have learning and development outside of work.

Step 4: Implementation

Jere reviews customer satisfaction data to determine if her employees are doing better in that area.

Step 5: Evaluation

Connor doesn't normally remember the details of each meeting in his department, but he won't likely forget last week's meeting because of a very heated exchange he had with a coworker.

Storing in memory