MGT 357 All Terms

Surveys questions to avoid

double-barreled question. leading question jargon question complicated language

future diamond mine

tracking millions of individual transactions, the it systems that underlie the program had assembled a vast amount of data on customer preferences.

Questionnaire construction

two characteristics: 1. Items designed to elicit information of research interest 2. protocal for recording responses.

In general

don't get overwhelmed by scientific jargon, even authoritative, peer-reviewed journals contain bad articles and vice versa. Focus on research questions, be critical, ask yourself if it makes sense?

Further evidence 4

enriched jobs increase an employee's personal intiative. Enriched jobs have higher performance, higher satisfaction, and less absenteeism.

Why should you employ a combination of simulations?

ensure a candidate doesn't have just some of the qualities needed for success in a given position but possesses the whole package.

Central tendency

estimate of the "center" of a distribution of values. 3 major types of estimates: 1. mean 2. Median 3. Mode

Multiple regression analysis

evaluates and measures the relationship between dependent variable and multiple independent variables

Range

highest value minus the lowest value

variable

a measurable representation of an abstract construct.

Boolean operators

not, and, or

Building self-efficacy

1. enactive mastery 2. use of appropriate models 3. Persuasion by a "significant other" 4. Functional self-talk Works for teams and individuals, effective with any age.

Why it worked

1. Formulated a vision that required the involvement of his employees in decision making, defining terms and setting smart goals 2. Set up performance appraisal system that was behavior-based, employees defined the behavior 3. Ongoing coaching for employees, a combination of vision, goals, voice, and feedback served as motivators. 5. Rewards depended on performance, variable interval system.

hypothesized mean difference is always

0, null hypothesis

Four keys to appraisal

1. Choose the right appraisal tool 2. be fair-minimize your biases 3. Get feedback about an employee from multiple sources 4. Coach, coach, coach (don't just appraise)

three things to be culturally attuned in ways to motivate your workforce

1. Identify the cultural values of the country. 2. Know your own cultural values. 3. Keep in mind the meaning of various managerial practices in cultural terms in the countries where you do business.

Types of simulations

1. In-basket simulation 2. Leaderless group discussion 3. Business games 4. Assessment center- best: assesses a candidate's skills in task prioritization and delegation.

Four levels of measurement

1. Nominal 2. Ordinal 3. Interval 4. Ratio

Tactics used to identify options

1. benchmarking 2. Searching 3. designing to uncover options

Tactics used to set directions

1. generate ideas 2. problem solving 3. setting objectives 4. Intervening in the process

quit rate in the US

25%

Tactics used to set directions: generate ideas

37% used this, establish a direction with ideas. Find a useful idea, make it into a solution. Example: Company approaches air conditioning manufacturers. They try to make a product for them, fail. Idea tactic made the CEO focus on a single solution. Made no effort to find another option. Commitment became a trap that produced failure. Managers became trapped by perceptions of sunk cost, by perceived threats in admitting failure, and by reluctance to start over. This makes managers fear the appearance of failure, admitting that money has been spent without producing anything of value and that it will take longer than antici pated to get results

Outside managers

60 percent will fail, 40 percent within the first 18 months.

* vs **

95% vs 99& confident that you will find the same results in all situations.

Set high but attainable goals

A goal that is too high is likely a warning sign that the person who set it is not truly committed to attaining it. If a goal is perceived as too high by employees, they will at best give it lip service in your presence, but they won't be committed to attaining it.

What is a literature review?

A summary of a subject field that supports the identification of specific research questions. Draws on and evaluates a range of different types of sources (academic and professional journal articles, books, web-based resources. The literature search helps in the identification and location of relevant documents and other sources.. Goal: finding out what has been done before, what works and what does not. Literature is finding scientific evidence.

How do I get started on analyzing the data?

ASAP listen to recordings, take notes, familiar with key points, understand perspectives, Transcribe verbatim.

Evaluating information resources

Academic literature: firmer theoretical basis, more critical treatment of concepts and models. Articles from scholarly and research journals: form the core of the literature review Written by researches, include a literature review, discussions of research methodology, analysis of results, focused statements of conclusions and recommendations. May include review articles with significant bibliography that may be valuable even if it doesn't match the proposed research topic.

purpose of performance apparaisals

Administrative: justify promotion, demotion, etc... developmental and motivational: instilling in employees the desire for continuous improvement, arguably more important one.

six tools for training and development

As an employee use: 1. Functional self-talk 2. Mental practice 3. Self-management As a manager: 1. Show the flag 2. Maintain the org culture 3. Encourage mistakes

Further evidence 6

Back to the issue of money. There is evidence that people who feel they are compensated fairly for their effort are more committed to their organization than those who believe their compensation is unfair.

Align metrics and demonstrate integrity

By displaying integrity- sending signals that are consistent with your team's vision and goals- you will keep employees engaged in pursuing goal attainment because they will see that you value vision and goals. Ensure that the metrics are directly aligned with the SMART goals.

halo effect

Can you see a halo effect? attribute success and failures of firms to the personalities of their leaders. Are comparisons justified if based on success? How much of that success is attributable to chance events such as lucky timing?

Correlations is not...

Causation

What did not count as sucess

Changes in conventional wisdom, awareness, enlightenment, or at tempts to legitimize

What works

Coaching and the right appraisal, good chance of improving performance, ongoing feedback in the workplace.

What is better: a loosely structure map or a more structured?

Depends on the person

Cannot test hypothesis with ____ but you can with _____.

Descriptive, inferential.

affect heuristic

If you already like an idea, you are going to find information that is going to support that. Things you do not like, be biased towards what it refutes that.

Positive attention

If you praise your employees when they execute strategy for goal attainment, you are likely to elicit more of the same behavior. They will know your expectations of them. Being heard, sending good notes, HR knowledge

T-tests and ANOVA

Inferential statistics, examines associations between variables and test hypotheses.

Case Example 1

It company believed technical expertise was most important to MGMT capability. Best manager: considered to leave staff to work independently and intervene when they get stuck. However employees valued: taking time, questions. Led top-performing teams, lowest turnover.

learned helplessness

One severe setback or multiple small ones can create doubt, which can turn into learned helplessness. Learned helplessness is one perceives that effort and persistence were useless. Not genetic, not poor attitude, based on observable data. "I can't do it" cycle

What works

Personal involvement in formulating vision, setting goals, establishing the metrics to ensure employee engagement.

How can I get the interviewee fully engaged in the interview process?

Pick a topic they are interested in or relevant. Make sure questions are open-ended for expressing opinions or experiences, let them talk about themselves. Have prompts under each question to move interview forward. card-based games: simply technique for engaging the interviewee, card contains questions. Place cards in priority, explain why they have sequence. sHort self-tests: prooke reflection Images: association or understanding of interpretation. Be creative.

Limitation of google scholar

Pretty simple. One box. Does not allow restriction to peer reviewed journals.

Quantitative data

Quantitative data deals with numbers and things you can measure objectively. Height, width, length, temperature, humidity, scale.

Distribution

Summary of frequency of individual values or ranges of values for a variable. If a lot of varaibels, then group in a range. Also; frequency distribution, percentages

T-Test/ANOVA vs. Correlation

T-Test and ANOVA look for significant differences between groups, whereas correlation looks for significant relationships between variables.

Choosing between T-Tests, ANOVA, Correlations

T-Tests: Appropriate for examining whether there is a significant difference between two groups. ANOVA: Appropriate for examining whether there is a significant difference between two or more groups. Correlation: Appropriate for examining where there is a significant relationship between TWO variables (only 2)

Separation costs

Tangible Intangible

neo-positivist

The "skilled" interviewer - ask good questions - minimizes "bias" and "research influences" - through taking a "neutral" role - generates "quality" data - produces "valid" findings views knowledge about the social world, and being independent of opinions and views, and being based on "facts", in a similar way to the way in which facts can be established in the physical sciences

Haas school of business study, Douglas Cowherd and David Levine

The Greater gap between top management pay, lowr quality products.

why choose questionnaires?

The big advantage of questionnaires is that it is easier to get responses from a large number of people, and the data gathered may therefore be seen to generate findings that are more generalisable, designing an interview schedule is easier then a questionnaire.

Conclusion

The four steps discussed in this chapter—developing a vision, setting goals, aligning metrics, and staying engaged—offer a complete package for evidence-based managers to inspire their employees to success. Together, they form a road map that will guide you and your employees to solid strategy execution for goal attainment. These steps are shown by research to be effective; as a result, evidence-based managers use these steps to bring about desired results in their own organizations.

Further Evidence 3

The research explaining the benefits of appraising employees on job behavior is described in chapter 6. A bottom-line measure such as revenue generated or costs reduced is often not available for evaluating an individual employee. And even when it is available, it is often affected by factors beyond the person's control.

Degrees of freedom (df)

The total number of samples - groups, the higher number the better.

conclusion

There is a saying that managers cannot motivate their employees; they can only create the conditions that enable people to motivate themselves. This is a half-truth. It is based on the fact that an enriched job environment is more motivating than one characterized by routine, an environment where people lack autonomy, responsibility, task variety, and opportunities to acquire new knowledge and skills. Most employees are highly energized in an enriched environment. It has a positive impact on their job satisfaction. The evidence also shows that managers do directly impact employee motivation. Motivation increases when managers take into account an employee's needs, set specific and high goals, focus on ways to increase job performance rather than job satisfaction, and administer rewards on a continuous schedule for inexperienced employees and on an intermittent schedule for those who are experienced. Motivation decreases when managers fail to take into account factors that affect perceptions of organizational justice. Motivation also decreases when the societal values where the organization is located are ignored.

Societal influences at work

What managers worldwide must remember is that the societal culture in which employees work affects their values, and these values influence the nature of the workplace environment. What values are important in workplace? Collective vs individual mindset. Assertiveness, ambitiousness, competitiveness, material success, quality of life, interpersonal relationships, tpo-down versus two-way communication styles.

Descriptive vs. inferential statistics

With descriptive statistics you are simply describing what is or what the data shows. Quantitative ddescriptions. With inferential statistics, you are trying to reach conclusions that extend beyond the immediate data alone. INFER from the data what the population might think, make judgements, make inferences from ou data.

Equation

Y= a + bX X = independent variable Y= Dependent variable Slope: b y-intercept: constant term, a

Importance of context

an assessment of the situation is critical- there is not necessarily a one size fits all approach Context matters: you should always conduct an analysis of the situation before choosing a course of action. Decisions are made with limited information. Questions made by unclear. Important of appraising the quality of the information gathered. Importance of appraising the source of the information. To make decisions, you have to have as much RELEVANT AND TRUSTWORTHY information as possible.

Longitudinal

an observational study that involves repeated observations (measurements) of the same variable(s) over long periods of time (sometimes years or even decades)

Big data

analytics are becoming a competitive necessity for your organization. Having big data is not enough. Companies need general managers who can partner with "quants" to ensure that their work yields better strategic and tactical decisions.

Patterned behavioral interview

another evidence-based tool that will help you identify and hire high-performing employees. Collect data on how an applicant behaved in past, predict future behavior on the job. Focuses on the past: what did you do? 1. Used as a follow up to the situational interview 2. Develop scoring. 3. Success depends on interview questions and how valid they are.

Pilot testing

before using a questionnaire, pilot test the questionnaire on individuals similar to those who will be asked to complete it as a part of the substantive research. 2 types are desirable: 1. ask individuals to provide interpretation and understanding of each item. identify errors, hard to understand items, increases response rate, reduce missing data. 2. Get a large number of people and see if scores behave as expected. Do scores vary? Assess relationships.

Response style

behavior of inidviduals who complete questionnaires

showing the flag

believe in a training program and people will too, communicate and support training programs, help protect employees from pressure to revert to the way things are done, define what high performers are in your eyes. ONLY show flag if your org training is truly tied to its vision, goals and strategy. If no relationship then kill the program.

High self-efficacy

believe strongly in their ability to successfully perform a task to attain a goal. Will not crumble when facing obstacles if high-self efficacy, excited, challenged, and think they will overcome. This is task specific, not behavioral. Need to increase their self-efficacy whenever they have doubts in tasks.

View turnover analysis through the lens of org context

benchmarking and needs assessment for assessing data. Benchmarking provides standard of comparison for evaluating turnover rates. External: industry comparison low turnover rates = competitive advantage. Internal: org turnover rates over time. Needs assessment: workforce planning and evaluation of turnover in terms of labor demand. ability. External needs assessment considers trends in labor markets that may affect supply and de mand of human capital. Internal needs assessment considers the future strategic direction of the organization and how that influences supply and demand for labor.

a radical price changing

bob is vp of sales, asked to do a total overhaul of company's pricing stucture.

Tools to avoid

bottom line measures, trait bsed scales, and electronic performance monitoring

JT rodgers

chief executive of cypress semiconductor without options he would no longer have employee shareholders, just employees. Little evidence of equity incentives enhance organizational performance. No consistent effect, found by Indiana University Dan R. Dalton

Conducting your search

choose your keywords, search using appropriate boolean phrases Narrow down your initial list: peer reviewed, date of publication, specific journals. Create additional keywords based on your result; use these to refine your search` Review at least two pages of search results (resist short cuts) Use a variety of databases; also remember to check for relevant books using the JMU library catalog.

primary data

collecting myself from students. The data the researcher collects to address the specific probkem at hand-- the research question." Examples of primary data collection methods: 1. Focus groups 2. Interviews 3. Surveys

when psychological contracts are kept

commitment, support for policies.

Developing the ability to diagnoze and adapt turnover analysis to diagnose the extent to which turnover is the problem

conduct analysis to find out three issues: turnover rates, turnover costs, and the functionality of which employees are leaving.

good customer service

delivers recognition and service,

interview content and interview guide

four broad topics of criteria for conducting the effective focus group: 1. interview should address a maximum range of issue relevant to the topic (include issues known and not anticipated as important) 2. Provide data that are specific to the topic (detailed to expereinces) 3. Promote interaction that examines participants' feelings in some depth 4. Take note of the personal context that participants describe when giving responses. develop an interview guide: a useful map that plots the focus groups interview from start to finish, structure depends on interview style (structured or semi). Have more structured questions for a structure interview, and less for semi. Sections that should be included in an interview guide: intro, warm-up, clarification of terms, easy and non-threatening questions, more difficult questions, wrap-up, member check, closing statements.

Training your employees through three different techniques

functional self-talk, mental practice and self-management

Ultimate goal of a literature review

gather credible existing, scientific evidence about our specific focused question. Create a summary of what is known about the topic (concept map). Want to take all of the information to find the big picture. Draw from a lot of literature. any information gathered during the lit review should be scrutinized.

Research design

how you collect the data, the quality of a research design is based on the four vailidities: 1. Internal, external, construct, and statistical conclusion. 2. This is why we focused on these when learning how to "appraise" empirical articles- essentially, we are assessing the quality of the study's research design.

JMU library

http://guides.lib.jmu.edu/MGT357

content domain

identify variables to be measured, carefully define constructs, do not include demohraphics that do not pertain to your research topic, as it diverts attention away from related items and response rates decline as questionnaire length increases.

Interlpolating the median

if two scores in the middle, take the middle value of those.

other casinos

if you build it they will come focused on attracting customers to a fantasyland Last Vegas

Why do you want high self-efficacy

if you get the outcome expectancies correct, and help people understand a given action and the outcome, people with low self-esteem may not take action even then. People with low self-efficacy look for reasons to abandon high goals. High-self efficacy = committing to high goals, setbacks and obstacles generate excitement, not helplessness

Having a voice is improtant

ifnot people do not feel heard, and can feel as though their opinion does not matter. This is a perceived lack of justice, a primary source of stress in the workplace. Lead to agressive retaliation.

Reflextive responses

increase accuracy and understanding: 1. Clarify 2. Paraphrase 3. REflecting feelings 4. Summaraising Clarifying: Ask the speaker to clarify what was said. These type of responses point out that we do not understand what the speaker means. Paraphrasing This is restating what was said. The moderator restates the essence of the speaker's response. This response means making sure you understand what the speaker intended to communicate. Reflecting feelings The moderator mirrors feeling they think were expressed. The feelings are what is important here and not the content of the speaker's response. Summarising Is about summarising the main points, feelings (or both) the speaker expresses. Important for playing back the points the speaker was attempting to make because not all people communicate logically.

X

independent variables, multiple X1, X2, X3

self-talk

inexpensive, straightforward training procedure for instilling a can-do mindset

lack of ability

is not what prevents people from mastering a task

a

intercept, under coefficients

One-way ANOVA

involves only one predictor variable, like just gender.

Items

item wording and arrangement influence whether research participants provide responses.

Get feedback from multiple sourcs

just manager: not comprehensive performance analysis, self appraisal: from employee themselves 360 degree appraisal: gather info on an employee from a range of sources, correlates high with bottom-line performance measures. Can show high or low performing managers. If managers try to improve their own performance, see a decrease in employe turnover and increase in quality.

helplessness

learned from experienecing one severe setback of many lesser ones You can unlearn helplessness, replace it with the positive, can-do mindset needed to bounce back and overcome challenges.

Intervening in the process tactic

least frequent used tactic, most successful. To intervene, a manager demonstrates the imperative to act by comparing current performance to norms that discredited it. This demonstration justifies the new norm by benchmarking the performance levels of respected organizations. Managers compare current performance to the new norm and offer some ways to improve performance. Considerable time is spent networking with key people, explaining where the new norms came from, documenting performance, and calling attention to ideas that could work. These claims for action provide direction for the decision-making effort, indicating what is wanted as an outcome.

Nominal

measurement the numerical values just "name" the attribute uniquely. No ordering of the cases is implied. For example, jersey numbers in basketball are measures at the nominal level. A player with number 30 is not more of anything than a player with number 15, and is certainly not twice whatever number 15 is.

Ratio

measurement there is always an absolute zero that is meaningful. This means that you can construct a meaningful fraction (or ratio) with a ratio variable. Weight is a ratio variable. In applied social research most "count" variables are ratio, for example, the number of clients in past six months. Why? Because you can have zero clients and because it is meaningful to say that "...we had twice as many clients in the past six months as we did in the previous six months."

What is a survey

measuring instruments that ask individuals to answer a set of questions A survey may also be called a questionnaire. Surveys can be developed using existing questions/scales, or questions can be developed for the present needs. Questions should be carefully formed. Can be a type of quantitative or qualitative data collection (depending on questions used) Basic considerations: require careful planning, should not be quickly pulled together. Requires knowledge of topics (in order to choose questions). Can be distributed online, on paper, or face-to-face, each has pros and cons. Can allow for larger-scale data collection. Pilot testing is important. Can use close-ended and/or open-ended questions. Produces both numeric and non-numeric data.

how did they get to the top

mining data on customers, running marketing experiments, and using the results to develop and implement finely tunedmarketing and service-delivery strategies that keep customers coming back

standard deviation

more accurate and detailed estimate of dispersion, because outliers can greatly exaggerate the range. Shows the relationship compared to samples. Find distance between each value and the mean. Take the square root of variances x= each score x-bar= the mean or average n= the nubmer of values Sum= means we sum across the values

Environment

more than the physical space in which people work. Includes: 1. Job characteristics 2. Rewards for perofrmance 3. Influence of societal culture on the workplace.

Lisa Bolton

most people believe that the first company to enter an industry or market will have a big advantage over competitors. Evidence shows amazon was not the first book company, western culture early bird gets the worm. Paul Saffio says: second mouse often gets the cheese.

potential vision statement pitalls

must be compatible with company goals and production, should not conflict with other divisions. Many are hollow rhetoric, often raising expectations for employees only to have them dashed by management that doesn't follow them.

The fair manager

must become aware of your own biases and set them aside. Biases influence ratings, High regard: Leniency and halo errors. A person who is good at one thing assessed as being good aqt everything. Similarities: inflate apprisails when they have extroversion, conscientiousness, and emotional stability. Create a system to eliminate biases, based apprisail on observable behaviors, seek feedback on performance from multiple sources.

Variable schedule

must watch not to miss credit when credit is deserved. Set a sschedule for giving rewards.

Designing options

o develop innovative op tions in response to the need or objective guiding the decision-making effort Managers were reluctant to use design because it seemed quite risky, compared with the bench marking or the searching tactics. The motivations to be pragmatic are stronger than the urges to be innovative

coaching

ongoing performance management

scatter diagram (scatterplot)

only a general graphical overview of the relationships Positive relationship: Increase in one will cause up and over. Cannot fully explore relationships without using correlation analysis.

experimental design

only analytical approach that can potentially demonstrate cause and effect.

writhing the lit review

only can happen after broad structure is made. Use structure, then look at doccuments to make comments referring to section of the literature review. All ofthe content relecant to a specific section can be gathered together, then writinig can commence. Literature reviews should contain: 1. Distillation and understanding of key concepts, quotations for special impact used sparingly, and a distillations of positions, research findings, or theories from authors IN YOUR OWN WORDS (cite!)

Scaling

open-ended response format: respond in own words, useful in small groups early in questionnaire development process, interviews when need complex responses. Close-ended response formats: choose category that most closely applies to them, easy to complete, easy to code, self-reports and observer ratings.

you can set your people up for failure

or success!

ANOVA (3 or more groups comparison)

p-value: Determine if this difference between groups is significant. THIS WILL BE DIFFERENT THEN T-TEST DATA.

incucements

pay, working conditions, relationships, opportunities, rewards Tangible and intangible

Focusing on performance

real heart of motivation is the ability to be productive, not job satisfaction. Job satisfaction RESULTS from being productive. Find ways your employees can be high performers.

Searching for solutions

request for proposal: to find prepackaged solutions from vendors or consult ants Managers who feel that they are aware of standards by which to judge a proposed option carry out a single search. Others conduct a multiple search, such as the manager who searched repeatedly to learn about the financial analysis packages offered by consultants With this knowledge, a new RFP called for a system with features known to be available and needed by the organization. The multiple search tactic was used in three per cent of the cases with no failures. Single search only worked half the time. The multiple search tactic in creases the prospect of finding off-the-shelf ideas that fit your needs.

effective evidence-based management

requires accessible systematic reviews of evidence

evidence=based guidelines for managing turnover

requires that the parties involved have a shared understanding and frame of reference for interpreting what turnover is and how it affects the organization.

What is scientific evidence?

research published in academic journals, findings from empirical studies.

With misconceptions and deterrents managers may approach EBM with...

reservations.

What is the difference between an effective manager and an ineffective manager?

resiliency, ability to bounce back, your ability to simultaneously get the people on your team back on their feet. Break the cycle of "I can't do it!"

briefsearch

retrieves a few documents crudely and quickly. A briefsearch is often a good starting point, for further work.

How do I get the conversation going?

some may be interested, some not. Introduce yourself, introduce your research, explain the research why it is of interest, tell the length, assure that anything is confidential, permission to record, remind them they can refrain from answering. Manage interview by encouraging elaboration if necessary.

citation pearl growing

starts from one or a few documents and uses any suitable terms in those documents to retrieve other documents. This is a relatively easy approach for a newcomer to a topic, or even indeed, research, to use.

"Reject the null hypothesis"

statistically significant.

Cross-sectional

study in which data of a statistically significant sample of a population (managers, CEO's, employees) is gathered at one point in time. It provides a snapshot of the current condition but does not explain cause and effect.

goals

system-wide: decrease turnover by _ Targeted: targeting a specific group multiple systematic and target goals

Choosing which test is appropriate

t-test: Significant diference between two groups ANOVA: significant difference between two or more groups. Correlation: A significant relationship between two variables. Regression: A significant relationship between two variables that can be predicted.

T-tests or ANOVA?

t-tests: use for examining significant difference between two groups. ANOVA: appropriate for examining significant difference between two or more groups.

building blocks

takes the concepts in search statement and extends them by using synonyms and related terms. A thorough, but possibly lengthy search is then conducted seeing all of the terms to create a comprehensive set of documents.

Adjusted rsquare

takes the total degrees of freedom of the mode into account, compensate for the number of independent variables in R-square. More accurate examination of proportions of the total variance in the dependent variable (Y) that is explained or accounted for by the variation in the independent variables (X1, X2, X3) Interpreted same ways

Job characteristics

task variety: Doing different things feedback recognition responsibility opportunities for new skills advancement autonomy: Freedom and responsibility Enriching, must give people knowledge BEFORE autonomy. Give training.

self efficacy

task-specific confidence that effects performance. We want to give our employees self-efficacy to increase performance. Given with functional self-talk, mental practice and self-management.

content validity

the extent to which a selection process assesses a representative sample of what a person must do on the job.Look at what is important by job analysis, whether those skills are assessed. Less then 10 questions is unlikely to work.

Statistical significance:

the likelihood that a given result (using a sample) would also be found in the larger population. Statistical significance is determined using a mathematical formula- it is NOT a judgement call. Use the p-value to determine statistical significance

Bob Ford, a management professor at the University of Central Florida

the moment a service is delivered, that one person, that single server, is the organization for the customer.

b1 , partial regression coefficient/regression coefficient

the net change in Y for the unit change in X, hold x2,3,4... constant.

Enactive mastery

the principle of setting people up to succeed

difference between system on and system two thinking: how each influence our decision making

two modes of thinking: 1. intuitive: thinking and impressions for action flow effortlessly, produces a constant representation of the world around us, not consciously focusing on how to do things, we just do them. Most of the time, this determines our thoughts. As system one makes sense of visual cues, memories and association, it suppresses alternative stories. We have no way of knowing if we have these errors and what they are. But the fact that people are not aware of their own biases does NOT mean they cannot be neutralized at the organizational level. People are infleunced by the collective- we can check others thoughts and improve their judgement. 2. reflective: thinking is slow, effortful, deliberate, learn to drive, when the stakes are high.

Casual benchmarking

unciritical emulation, comparing to others. mimic high performers, the best you can do is imitation. Hazardous to organizational health, when used in its casual form what works is not properly determined.

Warton John Paul McDuffie

understand why some car plants are more effective, lean or flexible production systems build higher-quality cars at a lower cost.

Set Smart goals

use SMARt goals to energize employees, specific, measurable, attainable, relevant, and time-bound. Those given a smart goal show superior performance. SMART goals provide a concrete plan to unite and focus the efforts of your team's employees to attain them. Goals make people think (what researchers refer to as cognition). Allows you to evaluate performance in relation to a goal and make adjustments. Removes ambiguity, S= specific M= measurable A= attainable R= relevant T= time bound

Triangulation

we should be using more than one method to collect data before making a decision, look at more than one source. Involves the attempt to combine multiple methods... to cross-check findings, often on the assumption that the weaknesses of any single such element will be compensated by the strengths of others. Used to cancel out weaknesses of different methods.

Anchoring

weigh one piece of information too heavil in making decisions

anchoring

weigh one piece of information too heavil in making decisions

limitations with correlation in excel

when calculating it in excel, will not get the standard deviation, mean, or statistical significance (AKA No * for p-value)

sunk-cost fallacy

when considering new investments, we should disregard past expenditures that don't affect future costs or revenues.

1,000 business investment study

when people take time to reduce biases, achieved up to 7% points higher in returns.

When is random sampling good

when using employees for focus groups random sampling can be used to select participants from specific employee categories, from a stratified group.

focusing on increasing someone's productivity

will simultaneously motivate that person to improve performance. Productive performer is happier. Job satisfaction increases while absenteeism and turnover decline.

soccer US womens national

won a lot, talented players, most imoportant was team work successful communication, etc...

moderate relation to turnover

work satisfaction, job scope, promotion, opportunities, communication, and participation in the decision making aka job design and the work environment

x

x is the relationship you are looking at, the independent variable (given in question)

Five steps in creating a literature review

1. scanning documents 2. making notes 3. structuring the literature review 4. writing the literature review 5. building the bibliography

Things to remember about correlations

not percentages or proportions Not always a linear relationship Does Not imply causation, can only infer. Significance levels (P-values) are influenced by sample size when you have a larger sample size, you are more likely to find statistically significant relationships.

Reasons unstructured interview fail

not standardized on questions, questions are not job related, interviewers do not agree on what is a good response.

Effective use of Boolean Operators

not, and, or

turnover rate

number of employees leaving / the average number of employees

Misconception 2: People quite because of pay

pay level and pay satisfaction are relatively weak predictors of individual turnover decisions. organizational equilibrium and the turnover process: individuals will continue to participate in the org as long as the inducements offered by the organization are equal to or greater than the contributions erquired by the org; judgments are affected by both the desire to leave and the ease of leaving the organization Orgs can actively maange turnover decisions by managing inducements-contributions balance

self-apprisails

less accurate, weakest argument, lowest ability to predict our own performance, if self-appraisal is in agreement with others you receive, likely to become a high performer, high self-performer Outcome expectancies: your ability to see the effect of your actions on others Use BOS, people will overrated or underrated.

Performance based managers may be

less likely to coach people

t=stat and t critical

lf t Stat < -t Critical two-tail, is significant, reject null hypothesis or t Stat > t Critical two-tail, we reject the null hypothesis (Aka is significant) If t-stat is bigger, then there IS a significant difference. Use t critical one-tail if we already have a hypothesis of lesser or greater, use two-tail if not.

Actions to develop develop resiliency

link actions and outcomes (outcome exptectancy) Build a can-do attitude (self-efficacy)

large capital outlay

lisa is the CFO, VP of manufacturing proposes investment in one manufacturing site, a large investment but with lots of data towards a business that has been losing money for some time.

The unfair workplace

loss of trust deflates motivation faster then anything. Has to do with perceptions of fairness and justice. Help to be perceived as fair, communicate logic behind decision, avoid unintentionally demotivating people. Ask yourself: 1. How will resources—salary, bonuses, office space—be distributed? 2. Do you have agreed-upon processes or systems for determining who gets what (for example, a salary increase, a bigger office) and why? 3. Have you explained to your people the logic of your decisions as to who gets what? 4. Are the agreed-upon processes for making decisions applied consistently? 5. Have you taken your employees' viewpoints into account before you make your decisions?

54% of employed adults are likely to seek new jobs once the economy improves

true

Encouraging dissent aka disagreement.

"To get candor you reward it, you praise it, and you talk about the value of it. Most of all, you demonstrate it." By candor, Welch is referring to encouraging disagreement with you as the manager, and with the vision and the goals. The absence of dissent reflects a decline in trust and the deterioration of your relationship with your people. Show you care about concerns, dissent gets away from groupthink. The absence of complaints is one of the surest signs of a failing relationship. Do not have to act, just listen, act when you think is necessary. May have people upset, vent their concerns, do not let people become dependent on you. It's the listening that counts.

Secondary Data

"Data collected for another purpose" Examples of secondary data: 1. Data from another department at your org. 2. Marketing data

George Box

"all models are wrong, but some are useful" Models intentionally simplify our complex world.

What is Evidence-based management

"making decisions through the conscientious, explicit and judicious use of the beast available evidence from multiple sources..." From the Center of Evidence-Based Management

Henry Mintzberg

'No job is more vital to our society than that of a manager. It is the manager who determines whether our social institutions serve us well or whether they squander our talents and resources.' 2

a

the y-intercept is under coefficients, listed as intercept. the baseline level of the dependent variable when the value of the dependent variable is 0. It is the "a" in the regression equation. The intercept can be interpreted. You can see the p-value in the intercept area, not worrying about whether or not it is statistically significant. Only focus on intercept.

If distribution is truly normal (Bell-shapred)

thent he mean, median, and more should be equal to eachother.

Checking your biases

1. Working in groups of five managers, define an error (for example, similar-to-me bias, halo, leniency, stereotyping). 2. Give an example of where each of you has made this error, or has seen it made by others. Be specific. 3. Brainstorm concrete ways you will avoid these errors in the future. Performance was found to increase significantly more in those years in which managers conducted appraisals than in those years when they skipped doing them.

creating a shared understanding

1. define types of turnover 2. understand the cost and benefits associated with turnover 3. Emphasize the importance of turnover to organizations

This book shows you how to

1. identify performing applicants 2. inspire employees to execute strategy 3. Develop training a top-notch team 4. motivate your people to achieve success Case studies

Problems with Total Gold

1. not differentiated from competitors 2. took free rooms/dinners and gambled elsewhere; no uniformity 3. not given any incentives to consolidate their gaming with Harrah's.

foster links, fit, and sacrifice

Foster links, organizations should design work in teams, provide mentors, encourage employee referrals, and support community involvement. To foster fit, organizations should provide realistic information during recruitment, incorporate organization fit into employee selection, provide clear communication about organization values and culture, recruit locally when feasible, provide relocating employees with extensive information about the community, and build organization ties to the community. foster sacrifice, organizations should tie financial incentives to tenure, provide unique incentives that might be hard to find elsewhere, encourage home ownership through home buying assistance, and develop career paths that do not require relocation.

Misconception #4: There Is Little Managers Can Do to Directly Influence Turnover Decisions

It is true that some instances of turnover are unavoidable; however, there is evidence regarding specific cause-effect relationships and human resource management practices that can help organizations manage turnover. two phases: managing organization entry and the work environmen, which means specific evidence-based practices managers can employ in terms of the recruiment, selection, socialization of new employees. 1. Recruitment: Providing a realistic job preview (RJP) during recruitment improves retention. Employees hired through employee referrals tend to have better retention than those hired through other recruitment sources._ 2. Selection: Biodata (biographical data) and weighted application blanks (WAB) can be used during the selection process to predict who is most likely to quit. Assessing fit with the organization and job during selection improves subsequent retention. 3. Socialization: Involve experienced organization insiders as role models, mentors, or trainers. Provide new hires with positive feedback as they adapt. Structure orientation activities so that groups of new hires experience them together. Provide clear information about the stages of the socialization process. 3. Training and development: Provide clear information about the stages of the socialization process._ Offering training and development opportunities generally decreases the desire to leave; this may be particularly critical in certain jobs that require constant skills updating. Organizations concerned about losing employees by making them more marketable should consider job-specific training and linking developmental opportunities to tenure. 4. Compensation and rewards: ead the market for some types of rewards and some positions in ways that fit with business and HR strategy. Tailor rewards to individual needs and preferences. Promote justice and fairness in pay and reward decisions. Explicitly link rewards to retention. 5. Supervision: xplicitly link rewards to retention. Train supervisors and managers how to lead, how to develop effective relationships with subordinates, and other retention management skills. Evaluate supervisors and managers on retention. Identify and remove abusive supervisors. 6. Engagement: Design jobs to increase meaningf ulness, autonomy, variety, and coworker support. Hire internally where strategically and practically feasible. Provide orientation that communicates how jobs contribute to the organizational mission and helps new hires establish relationships. Offer ongoing skills development. Consider competency-based and pay-for-performance systems. Provide challenging goals. Provide positive feedback and recognition of all types of contributions

Coach your team to success

Must coch team, no substitute for ongoing coaching, not just apprise, appraisal is only a starting point. Good performance coaches: listen, clarify, explain.

Slicing the dic

Needed to change the way customers made decisions about their merchandise. Need to slice and dice the data finely enough to develop effective marketing programs. Wrong: defining marketing strategies apart from the database strategies- company comes up with a grand marketing scheme and then tries to adjust the database to its strategies. Right: Let the data suggest the specific marketing ideas to us.

Appraisal, and coaching tools in practice

Observable behavior: directly linked to execuring the orgs strategy, identified in job analysis, critical incident technique Behavioral observation scales: shows employees what they sohould do, effective diagnostic instrument, focuses your attention on those areas that more your teams strategy to action.

putting it all together

One is to conduct more research on boundary conditions that specify under what conditions turnover theories hold for what subgroups of em ployees. Turn second is to conduct more research involv ing interventions and experimental or quasi-ex perimental designs. Most tur A third is to conduct research more broadly on the effectiveness of evidence-based management in general. Reay

Appraisals- What to use

Some can do harm: Trait scale: Assesses attitudes or personality Should be based on behavioral criteria linked to your orgs strategy provide the best playform. behavioral observation scales (BOS): appraisal tools based on observable behavior, liked by coach and people being coached. Shows what to do to be effective, feedback is factual, objective, and unbiased. Feedback based on observable behavior helps to clarify SMART goals. And BOS appraisals foster behavioral improvements, in part because they help employees identify and resolve their own performance problems.

Liner multiple regression equation

Y = a + b1X1 + b2X2 + b2X3.... Can estimate the value of the dependent variable be taking info about each independent variables into account. Allows us to engage in a process of prediction using multiple predictors

Absenteeism

unplanned absences account for about 9% of payroll. Costs: 1. Direct costs 2. Indirect costs It is important to decide whether "absence" actually occurs in your organization. Absences are more "pivotal" when:

Electronic Performance monitoring

used to continuously monitor employees by audio or video. EPM is used widely in call centers, where employees' every conversation is tracked by software. it allegedly enforces performance standards and tracks tardiness, and because data logging makes sure that appraisals are based on recorded facts. usually results in an increase in job-related stress, which can lead to illness, which in turn leads to absenteeism, job dissatisfaction, and turnover. EPM removes control over the type and scope of information an employee shares with other changes the basic nature of personal relationships in your workplace, which in turn can trigger strong negative reactions among the people on your team.

ciustomer service

wants friendly and helpful attention in addition to fast service. Link employee rewards to customer satisfaction. Chose measures of employee performance on speed and friendliness. Had joint scores to encourage employees to check up on one another. Not dependent on financail performance.

consider the following questions, which can be used to develop an organization's strategy:

• How can we create new and different advantages in the marketplace? • How can we create fundamentally new and valuable customer experiences? • How can we increase levels of credibility and trust? • How can we leverage competencies across corporate entities or divisions Besides being clear about your strategy, you must be equally clear about the behavior required to implement it.

three things in mind when picking which behaviors to assess in the behavioral observation scale:

• The behaviors you assess must be observable. • They must be within an employee's control. • They must be critical to the implementation of your organization's strategy. you make sure to assess the behaviors that matter most to the implementation of that strategy. The behaviors you appraise should be critical to strategy execution.

You, the consumer

consumer of analytics, the producers are the quants whose analyses and models you'll integrate with your experience to make decisions. Producers: gather data, make predictions, but lack knowledge to identify hypotheses and relevant variables. Your job: identify and generate a hypotheses and results. Learn about analytics: look back at college, basics, experiment design, understand process for making decisions, every model is built on assumptions that producers ought to explain and defend, enroll in education. No matter how much you trust your quants, don't stop asking them tough questions.

High performers are not born

anyone can become a higher performer when armed with techniques and empowered

b1, b2, b3

the slopes, under coefficients

Correlation analysis

Examines relationship between two variables: An independent variable (x) and a dependent varaible (y)

Duration of focus group interview

1-2 hours specific- one hour broad- more time 2, 2 hours is the physical and psychological limit for people.

How to use your database to secure customer's loyalty?

1. Achiquire a rich repository of customer information 2. Slice and dice data finely to develop marketing strategies 3. Identify core customers by predicting their lifetime value 4. Gather increasingly specific information about customers' preferences- then appeal to those interests. 5. Rewards employees for prioritizing customer service.

6 Steps of Evidence-based management

1. Ask: Translate a practical issue into an answerable question 2. Acquire: Systematically search for and retrieve the evidence 3. Appraise: critically judge the trustworthiness of the evidence. 4. Aggregate: Weigh and pull together the evidence 5. Apply: Incorporate the evidence into the decision-making problem 6. Access: Evaluate the outcome of the decision taken, was that the right decision?

6 source of making evidence-based practices

1. Asking: translating a practical issue or problem into an answerable question 2. Acquiring: systematically searching for and retrieving the evidence 3. Appraising: critically judging the trustworthiness and relevance of the evidence 4. Aggregating: weighing and pulling together the evidence 5. Applying: incorporating the evidence into the decision-making process 6. Assessing: evaluating the outcome of the decision taken to increase the likelihood of a favorable outcome.

Five keys to unlocking employees inner motivation to become high performers

1. Attend to employees' physiological and security needs 2. Make sure your employees have high, specific goals. 3. Focus on job performance 4. Understand and change the work environment if necessary 5. Avoid demotivation

Why do we need evidence-based practice?

1. Benchmarking can demonstrate alternative ways of doing things, but it is not necessarily a good indicator in itself of what would work in a different setting 2. practitioners often prefer to make decisions rooted solely in their personal experience. However, personal judgment alone is not a very reliable source of evidence because it is highly susceptible to systematic errors - cognitive and information-processing limits make us prone to biases that have negative effects on the quality of the decisions we make

Creating a situational interview

1. Conduct a job analysis 2. Create a situational interview questions that contain a dilemma 3. Develop a scoring guide

The procedure for developing and administering the patterned behavioral interview parallels that of the situational interview:

1. Conduct a job analysis. 2. Design interview questions. 3. Develop a scoring guide. Focusing on what trumps emphasizing why: instead of why they did it, ask what was done. Why turns to self=promotion, what focuses on actual behavior.

bivariate analysis

Example of this is a correlation analysis

What is the predictor variable?

The part being compared.What the groups are expected to differ based upon (gender, group, shift, etc...)

How to encourage people to use evidence-based management?

1. Demand evidence: Encourage managers and departments to use data and information to guide their decisions. 2. Examine logic: Carefully consider results from "non-experimental" research, and question the source of the data & results. Do they apply to your organization's context ? 3. Treat the organization as an unfinished prototype: Use trial programs, small experiments, and pilot studies. Pilot study is a study from one department. 4. Embrace the attitude of wisdom: Encourage people to explore what the do not know and ask questions.

Four step process to inspire your team

1. Develop an affective vision statement 2. set SMART goals 3. Align metrics and demonstrate integrity 4. Stay engaged

Satre's two important things he had

1. Didn't depend on building for revenue 2. Long-lasting relationships with customers would leader to greater, more sustainable profit growth. Developed intellectual and tech capabilities to assemble and analyze data about those customers.

Describing a correlation

1. Direction (positive or negative) 2. Strength (ranges from -1 - 1, use absolute value) 3. Statistical significance (use the p-value, or look for the *- use sig. 2-tailed p-value) 4. Practical significance (examine the strength (weak/moderate/strong, perfect) Something can be statistically significant but NOT practically significant. So: The relationship is statistically (Significant/NOT significant), (Strong/weak), (+/-) relationship that suggests ____.

Lessons for establishing direction

1. Direction-setting tactics: The most successful tactics are infrequently used, and the least successful frequently used. Avoiding idea and problem-solving tactics and using objective or intervention tactics will improve the chance of success. 2. Problem solving tactics: fail because search was narrow. Listing problems makes people defensive because they see themselves as potentially accountable. 3. Intervention + setting objectives: effective because encourage learning and development. By opening up the decision process to new possibilities, managers are more apt to recognize the value of new ideas and move away from stereotyped responses and traditional ways of acting.

Barrioers to evidence-based practice

1. Few practitioners have been trained in the skills required to critically evaluate the trustworthiness and relevance of the information they use. 2. important organizational information may be difficult to access and what is available can be of poor quality. 3. practitioners are often not aware of the current scientific evidence available on key issues in the field. most practitioners pay little or no attention to evidence from the scientific literature or from the organization, placing instead too much trust in low-quality evidence, such as personal judgment and experience, 'best practices' and the beliefs of corporate leaders.

What does work

1. Fulfillment of employee's physiological and security needs. Cannot motivate to perform at a high level until met, no motivational techniques will work to deliver high performance on their own until met. 2. Setting high, specific goals. Goal-setting theory, goals need to be specific and attainable, challenging goals will serve as key motivators of performance improvement in the workplace. 3. Focus on job performance NOT job satisfaction. Boosts motivation more than improving satisfaction. Job satisfaction increases when you improve job performance because people enjoy what they can perform well. 4. Understanding and changing the work environment: job characteristics, the schedule for rewards, employee perceptions of organizational justice, and societal values. 5. Avoid demotivation: you can demotivate them, ignoring organizational justice and failing to honor physcholoical contracts will rapidly deflate motivation.

Improving self-efficacy to foster resiliency

1. Guaranteeing success through small wins: asign tasks and sequence them that guarantees people will attain the goal. Enactive mastery: small wins build confidence (works in novices, masters, seniors), sets them up to succeed 2. Learning from role models: a model has to be an individual whom the person you are coaching can identify with. 3. Having significant others who energize: Anyone who can energize you as a result, "You can do this" vs "you either have it or you do not" a. Recognize your effect on your team b. teach people the positive and negative influences of others can have on their ability to do their job well c. Be conscious of who you allow to whisper in your ear, what you are whispering into the ears of your employees

Main referencing systems

1. Insert numbers in the text, then lists reference according to number. 2. Cite author name and date in the text, arrange list of references in order according to the alphabetical sequence of the authors' name.

Half the decisions in organizations fail: 4 Tactics Used to Implement Decision Stages

1. Intervention 2. Participation 3. Persuasion 4. Edicts

Being successful in analytics

1. Learn a little about analytics Example: Jennifer Joy did not know about analytics but was able to implement them into her hospital for cause and effect relationships. 2. Align yourself with the right king of quant: Karl Kempf, says effective decisions are not about the math, but the relationships, quants and consumers get better results with good communication, look for people who are good at communicating. Knox aligns with data analysts by insisting on having her own team, established strong relationships with frequent meetings. 3. Focus on the beginning and the end. AKA REcognize the problem or question and Present and act on results. identify a problem and understanding how others have solve it, most important for consumer of big data, use rigorous methods to test hypothesis. Make sure quants can explain results, ROI? 4. ask lots of questions along the way. Ask smart quants smart questions about models and assumptions, no matter how much trust. ask for sources, credibility, sample size, demographics, assumptions, controls? Friedman, need clarity so they can articulate it to others and defend it. 5. Establish a culture of inquiry, not advocacy. Figures can lie, decieve, do not pressure to: "see if you can find some evidence in the data to support my idea." Goal is to find the truth. Play devil's advocate, Put forth data not opinions.

Lessons for implementing decisions

1. More involved in decision making 2. Do not use edicts and persuasion, use intervention. 3. Involve people affected by a decision. Nevertheless, managers will be more successful if they expand the role of their task forces as much as possible to involve as many of the stakeholders as is feasible, and keep others informed about what is being considered 4. Success depends on anticipating and countering objections to proposed changes. Experts determine what should be done and devise rational arguments to support their views 5. Issuing edicts calls for reward, legitimate, expert, informational, or referent power a. reward power: can offer incentives. b. Legitimate power: Manager's right to take action. c. Expert power: track record of success, credibility, trust. d. Informational power: managers have the trust of other organizational members. e. Referent power: charismatic.

Successful decision making

1. Personally manage your decision-making processes. 2. Search for understanding. s. A deeper understanding of the issues meriting your attention provides better direction as well as a defense for the course of action selected. 3. Establish your direction with an intervention and an objective. An objective that indicates the desired outcome opens up a search to new ideas. An open search pays dividends by reducing the chance of failure. 4. Stress idea creation and implementation. A decision-making process should guide thinking about action and taking action. There is no substitute for clear thinking or for diplomatic action. Both thoughtful idea development and adroit idea promotion are essential. 5. Identify more than one option. The consideration of several competing options improves decision results. 6. Deal with barriers to action. Implementation tactics must address social and political barriers to action to be successful. Intervention is the best way to manage the social and political barriers that can block a decision. Avoid edicts and persuasion, even when a decision seems urgent.

Assessment center

1. Roleplaying 2. Leaderless group discussion: watch to see who emerges as a leader. 3. Business game: assess how well a person works with others under pressure. Typically too complicated to develop, costly to hire people to develop. If appart of a large firm, worth the price, identifies winners. Gets confirmation from several exercises on whether an applicant is truly a high performer.

4 Sources of Evidence

1. Scientific literature - studies 2. Organizations - internal data 3. Practitioners - expertise 4. Stakeholders - values and concerns

Further evidence 5

Research on job enrichment showed that salary is often a source of dissatisfaction. This is likely because people could not see the relationship between what they accomplished and the salary increase they received.

Why are tactics prone to fail used so often?

1. Some tactics with a good track record are commonly known, but un commonly practiced 2. decision makers take short cuts when they feel time pressure. 3. Subtleties: Managers who are drawn to problem solving fail to see that problems prompt blame. Telling subordinates what's wanted liberates them to look for answers. Finding problems alerts subordinates to take defensive action.

Lessons for identifying options

1. The single benchmark provided a solu tion often selected in haste, with little reflection, and then required considerable tailoring later on to get it to work. 2. * Single searches opened up the search process but allowed little opportunity for learning, com pared with the integrated benchmarking and multiple search tactics. 3. Design is contreversial. Risky. you can improve the prospects of success when good design practices are followed that stress creativity. When good practice is followed, the prospect of success improves. 4. every discussion of decision making calls for developing multiple options.

Reading research articles: helpful tips

1. Title 2. abstract 3. introduction 4. Background/review of literature 5. Methodology 6. Results 7. Discussion Wording of sections may vary based on author, journal, etc...

If evidence is so important and useful, why don't managers use it more?/Deterents

1. Want a quick fix problem: Drink coffee and lose weight FAST! Coffee and cookie diets. Relates back to the business world: Lean six sigma, toyota way, getting lean. 2. Management fashion/fad problem: Read something new and put it into place. "If everybody is doing it, the pressure to it too is immense. It makes the job a bit easier to follow these trends, managers everywhere drag themselves trying not to get fired." 3. Perceived lack of knowledge about statistics, numbers. Managers feel they don't have the necessary background to analyze data.

honoring a psychological contract, ask people:

1. What do you consider to be your "sacred cows"—things you hope I don't change? 2. What don't I know about you and this team that you believe I should know? 3. What can I, in my new role with this team, do to be seen as fair?

Reasons for NOT using a focus group

1. When seeking consensus 2. When seeking sensitive information that cannot be discussed in a group 3. When seeking statistical information 4. When the environment is emotionally charged or there is conflict in the group 5. When the locus of control is with participants and not with the moderator 6. When the confidentiality of information discussed cannot be ensured 7. When other methodologies can produce better quality information

Evaluating web pages

1. Who is the intended audience? 2. What is the frequency of update? 3. Which organization is the publisher or web site originator? 4. What is the web resource developer's claim to expertise and authority? 5. Are there links or references to other relevant web, electronic, or print sources? 6. What do reviews or evaluations of the site say? 7. Is a licence or payment necessary for access to the resources?

Decision making process

1. a signal captures someones attention. Identifies inefficiency, loss of legitimacy, a problem is identified that calls questions to organizational processes. 2. gather info: studies, examinations. 3. Concern is gathered when info made the signals seem important. When it draws attention to an unsatisfactory situation, it prompts action. 4. Managers work through process stages, selecting tactics along the way. a. three stages in which tactics have the greatest influence on success: set directions, uncover options, implement plans. The more effective discovery pro cess type establishes directions and identifies options as separate activities 5. Options are developed in response to the directions established. Then there is implementation, solution uncovered. A decision in which implementation concerns are addressed early on is more successful

Harrah's secret

Exceptional service, valets greet them by name, company rewards for choosing Harrah's. Uses porporietary technology to deeply mine its customer database, by sliving information, it gets to know its customers better, continually enhances benefits of choosing its casino over flashier rivals.

Misconceptions about Evidence-Based Management

1. all about numbers and statistics 2. Ignores professional experience 3. Evidence has to be high quality 4. Not enough time 5. Evidence will give you the right answer 6. Every Organization is unique so evidence doesn't apply

What does not work

1. an unstructured interview- least effective. Journal of occupational psychology shows low correlation between unstructured job interview and assessment of job success.

Types of search strategies

1. citation pearl growing 2. briefsearch 3. building blocks 4. successive fractions

typology of search strategies

1. citation pearl growing - starts from one or a few documents and uses any suitable terms in those documents to retrieve other documents. This is a relatively easy approach for a newcomer to a topic, or even indeed, research, to use. 2. briefsearch - retrieves a few documents crudely and quickly. A briefsearch is often a good starting point, for further work. 3. building blocks - takes the concepts in search statement and extends them by using synonyms and related terms. A thorough, but possibly lengthy search is then conducted seeing all of the terms to create a comprehensive set of documents. 4. successive fractions - is an approach that can be used to reduced a large or too large set of documents. Searching within an already retrieved set of documents can be used to eliminate less relevant or useful documents

Developing a strategic evidence-based retention management strategy

1. conduct a turnover analysis to diagnose the extent to turnover problem, wider consideration of turnover costs, rates, and functionality. 2. Inerpret analysis through the lens of a particular org context: slightly increasing is difficult to interpret without considering past, present, and future needs that provide a broader range of possible outcomes that could arise. 3. collect data to diagnose and adapt cause-effect relationships in a particular organizational contex.t

Initial assessment of an article (can also be applied to other sources)

1. currency 2. relevance 3. Authority 4. Accuracy 5. Purpose What are you trying to avoid? CRAAP!

Aspects associated with a literature review

1. evaluating information sources 2. searching and locating information resources 3. developing conceptual frameworks and mind mapping 4. writing the literature review.

Four validities of accuracy (assessing methods and results)

1. external validity: extent to which a study's findings can generalize to other populations and settings. Environment, demographics, are these results generalizable? Bigger sample, acknowledging limitations. 2. Internal validity: Ability of a study to rule out alternative explanations and support a causal claim. Does the study rule out any alternative conclusions, does it use controls? Experiment is considered the gold standard. 3. Construct validity: Quality of the study's measures and manipulations, how well a measure captures the intended theoretical construct. 4. Statistical Validity: Appropriateness of the study's conclusions based on statistical analysis. How big was the effect? is the effect significant?

Interview errors

1. halo: Judge as being excellent in one dimension because of another dimension. Good at team work because highly skilled in technical ability. 2. Similar-to-me: Similar to themselves. 3. Contrast: Better then past candidate, better in comparison rather then by requirements. 4. Stereotype: Mistaken conclusion about people in a given category. 5. First impressions: Making opinions too fast. 6. Positive leniency: Rating everyone too high. 7. Negative leniency: Rating everyone too low.

Locating documents

1. library catalogues - good for locating books held by a library, and journals to which they subscribe; 2. search engines - good for locating web pages with simple keyword based searches; and, 3. on-line databases or abstracting and indexing services, which provide access to journal articles, papers in conference proceedings, reports, dissertations and other documents.

Four reasons accounted for the infrequent use of the integrated benchmarking tactic

1. many of the managers seem unaware of this tactic or its benefits 2. managers seem to know little about systems analysis and other techniques required to create a systems synthesis. 3. Some managers have limited access to relevant practices because high status organizations are locked in fierce competition with the manager's organization 4. perceived time pressure begins to mount as decision-making reaches the idea stage, often creating artificial pressure to adopt the first workable idea that is uncovered

Misconceptions about turnover

1. may believe that turnover is uniformly bad, and it is all bad. In reality, There are different types of turnover, some turnover is functional, turnover costs vary 2. People quit because of pay. In reality, pay level and pay satisfaction are relatively weak predictors of individual turnover decisions. Turnover intentions and job search are among the strongest predictors of turnover decisions. Key attitudes such as job satisfaction and org commitment are relatively strong predictors. Finally, management/supervision, work design, and relationships with others are also consistent predictors. 3. People quit because they are dissatisfied with their jobs. In reality, job dissatisfaction is the driving force in fewer than half of individual turnover decisions. There are multiple paths to turnover decisions. Different paths have different retention implications. Also, it is important to consider why people decide to stay. 4. There is little managers can do to directly influence turnover decisions. In reality, there are evidence-based human resource practices associated with turnover. Recruitment, selection, and socialization practices during organizational entry affect subsequent retention. Managers can influence the work environment and turnover decisions through training, rewards, and supervisory practices. 5. A simple one size fits all retention strategy is most effective. In reality, context-specific based strategies re more effective. Turnover analysis helps diagnose the extent to which turnover is problematic. Organizational context matters for interpreting turnover data. Multiple data collection strategies enable more target and effective retention strategies.

What makes a vision statement affective?

1. memorable: short to recite easily, have enough impact for people to become engaged. I have a dream. Winston Churchill, excite, rally, inspire. 2. tailored to employees, not the wider world: speaks to people who will carry it out, difference between a marketing statement, which inspires customers (just do it), but inspiring employees. Vision statement speaks to employees, not the outside world. 3. Emotionally appealing: Appeal to heart not just the head, personal.

Six substitutes for best evidence

1. obsolete knowledge 2. Experience 3. Specialist skills 4. Hype 5. Dogma 6. mindless mimicry of top performers.

5 steps in creating a literature review:

1. scanning documents 2. making notes 3. structuring the literature review 4. writing the literature review 5. building the bibliography

4 hiring tools

1. situational interviews 2. Patterned behavioral description interviews 3. Job simulations 4. Realistic job previews 1st three tell who will perform at high levels, the 4th enables people who are offered a job to decide if it is right for them.

How to overcome lack of confidence

1. strengthen outcome expectancies 2. Increase a person's self-efficacys

Which type of interview is best

1. structured interviews: interviewee poses questions same across all individuals, stays, increases response rate from questionnaires. 2. Unstructured interviews: based on a limited number of topics or issues or prompts, with the emphasis on encouraging respondent to talk around a theme, adapt to what interviewee says. 3. semi-structured interview: take on a variety of different forms, varying degree of adaptation, have chosen questions mostly in order, but with some flexibility.

What are literature reviews:

1. supporting the identification of a research topic, question or hypothesis 2. identifying the literature to which the research will make a contribution, and contextualising the research within that literature 3. building an understanding of theoretical concepts and terminology 4. facilitating the building of a bibliography or list of the sources that have been consulted 5. suggesting research methods that might be useful 6. analyzing and interpreting results

What makes it hard to be evidence based?

1. too much evidence. too much information. 2. Not enough good evidence Rigby brain consultant survey on management tools and techniques. no information about interventions. 3. The evidence doesn't quite apply. 4. People are trying to mislead you 5. You are trying to mislead you Simon and Garfunkel say "a man hears what he wants to hear and disregards the rest." Self-fulfilling. 6. The side effects outweigh the cure. Should you advance a child to the next grade, even if bad grades? Bill Clinton stated we do them no favor without helping them master. Then problems with student, mad because held back, bullying, etc.. 7. Stories are more persuasive. Einstein "not everything that counts can be counted" Tracy kidder's pulitzer winning soul of a new machine shows how engineers develop products and how managers can enhance or undermine the engineer's success.

Novation group survey

200 human resources professionals from companies with more than 2500 employees, forced ranking results in lower productviity

12-question checklist to avoid the cognitive biases of decision making

3 categories: questions the decision makers should ask themselves, use to challenge the people proposing the plan, and questions aimed at evaluating the proposal itself. The person asking these questions should not be one of the people who made the proposal. 1. Is there any reason to suspect motivated errors: errors driven by the self-interest of the recommending team? Devesh should wonder if the team asking this would expect to run the company, and therefore might want to build an empire as their motive. If there is a motivated error, that is okay. The question is: is it significant, if they will gain more, need more quality control. 2. Are they too invested in the proposal: affect heuristic: when evaluating something we like, we tend to minimize its risks and costs and exaggerate its benefits; when we dislike something we do the opposite. 3. Were there dissenting opinions within the team? Were they touched upon, explored? an absence of any conflict should show alarm. 4. Could the diagnoses of the situation be overly influenced by silent analogies? If you are comparing these results to past results, make sure they apply, otherwise leads to faulty inferences. Prompt the team to use a broader set of comparisons. 5. Have credible alternatives been considered? insist they submit alternatives, explain pros and cons. Encourage a genuine admission of uncertainty and a sincere recognition of multiple options. 6. If you had to make this decision again in a year, what information would youw ant and can you get more of it now? Use checklists of the data needed for each kind of decision. 7. Do you know where the numbers came from? Facts vs estimates, where did they come from. the aim is not to arrive at a different number or to copy and paste the practices of benchmarked competitors, but to force the team to consider its assumptions in another light. anchoring bias: 1. classical: best guesses are seen as definite statistics 2. Cannot assume trends will continue 3. Some anchors are deliberate, when a buyer sets a low floor in a price negotiation. A trap. 8. Can you see a halo effect? attribute success and failures of firms to the personalities of their leaders. Are comparisons justified if based on success? How much of that success is attributable to chance events such as lucky timing? 9. Are the people making the recommendation overly attached to past decisions? sunk-cost fallacy: when considering new investments, we should disregard past expenditures that don't affect future costs or revenues. 10. Is the base case overly optomistic? forecasts prone to optimism, overconfidence. Have the team build a case taking an outside view; use war games. Planning fallacy: inside view thinking, focuses on the case at hand, ignores the history of similar projects. Outside view, statistical, mainly uses generalizable aspects of a broad set of problems to make predictions. aniticipate how competitors will respond to a decision. Use war games: put themselves in the shows of their competitors. 11: Is the worst case bad enough? Have the team conduct a pre-mortem: imagine that the worst has happened and develop a story about the causes. Rarely bad enough, how did they get the worst case scenario? Pre-mortem: participants project themselves into the future, imagine what happens, make up a story about how it happened. 12. Is the recommending team overly cautious? Realign incentives to share responsibilities for the risk or to remove risk. Lead to underperformance in the organization. 1. People making recommendations are sbuject to loss aversion: their wish to avoid losses is stronger than their desire for gains. 2. Very few companies make explicit choices about what level of risk they will assume: Makes people more loss averse. Too risky.

Professional journal articles

3 pages, useful in identifying recent developments, topical themes in context, policy, legal frameworks and technological variances. NOT the same as research and scholarly articles.

What really ticks us off?

Shows what employees are sick of and what motivates them to define who they are. Helps them become proactive.

linking actions and outcomes

Expectancy theory, people choose behaviors based on the results of their actions: If they expect a behavior to yield a desired result, they are more likely to engage in it; if not, less likely.

ANOVA Output

Allows us to look at differences between groups, but cannot look at a one-tailed test, two-tailed test by result. If you want a one-tailed test, use a t-test. Looks between and in each group to find variance. P-value will be same as t-test if two groups. F: f-statistic, looking at variation, different distribution. Test statistic based on our numbers. F Crit: t-critical value, come from tables, based on established level of significance and degrees of freedom. Comparing: Want f-statistic to be greater then the f-critical value. MEANS IT IS statistically significant. (Reject null hypothesis) df= degree of freedom. Can be calculated based on each analysis. F= test sta SS= sum of squares, what's used to calculate the variation between and within groups.

The Empathy Box

Allows you to understand and change your employees' outcome expectancies 1. If you understand the outcomes people expect, you will understand their behavior. 2. If you change the outcomes people expect, you will change their behavior. A systematic way to understand employee behavior, "What has to change to get people to commit to the company's goal, to cell 1?" Which can be found in the answers to questions in cells 2, and 3. Reduce negative outcomes of goal commitment, reduce positive outcomes of goal rejection. Should only use punishment as last resot in cell 4. People may try to get back.

Best way to analyse data?

Analyzing qualitative data: one enters with data of text or images and exits with an account or narrative. In between the researcher touches on several facets of analysis and circles around and around. Data analysis is not off-the shelf; rather it is custom-built, revised and "choreographed" Data is a spiral: you may go round more thean once before you reach the center. No universal receipe for success, data is confusing. 1. Find key compoennts of data 2. focus on final components: organizing the data set; getting acquainted with the data; classifying, coding, and interpreting the data; and, presenting and writing up the data Link themes into a narrative, find meaninh. NVivo: useful computer software for data nalysis, annotate the text, code text, search for keywords and organize, manage data. Classifying, coding and interpreting data: figure out if they are emergent from the data or pre-figured from prior theories. Keep themes from 6-8. Vivo codes: theme names to represent them in softwware. Interpretation: reduce bias by inviting other researcher to check.

Peer appraisal

Anonymous peer evaluations are among the best predictors of how well a given employee will perform in a training program and subsequently on the job. This is because peers often have more job-relevant information about someone than any other source, including managers. Peers are among the most reliable and valid sources of information about a person's performance. In fact, many managers spend less than 1 percent of their time observing their subordinates. basis. Making team members responsible for appraising and coaching one another can improve group cohesion and performance, openness of communication, employee motivation, and group satisfaction. They see day to day stuff. using peer appraisal: 1. Have employees evaluate one another anonymously on each behavior. 2. Calculate the average rating. 3. Meet as a group and, focusing on one person and one behavior at a time, ask: "What is [name] doing well in this area? What is the one behavior you'd like to see [name] improve upon?" Focus is on reinforcing behaviors that are effective and what peers think is ineffective. The focus is twofold: on present positive behaviors—the current "well dones"—and on future positive changes needed for improvement. Avoid delving into the past; past behaviors can't be undone. Starting a conversation—or worse, an argument—about the past is likely to put your employee or team on the defensive. set 3-5 goals, meet 3-6 months later, and set new goals. Works with all types of people.

Developing learned optimism

Ask: 1. Does the failure or setback you have experienced apply to everything you have done, or just this one thing? 2. Is this failure or setback an enduring one that will affect you forever, or are its effects only temporary? 3. Is this failure or setback due solely to what you did or did not do, or were there additional factors involved? 1. Allows people to examine the evidence that shows the basis for pessimism is not justified. Does not mean the end. Let them know that this is just one setback, this does not warrant the conclusion that everything this person has done has been ineffective. List things doing well, be specific and concrete. 2. acknowledge the feelings, help shift them back towards feeling in control and give them self-efficacy 3. Help them see what contributed to the setbacks, leads to positive action steps to put the person back into the driver's seat, shift from dysfunctional to functional self-talk

6 Steps of Evidence-based management: Asking the right questions

Asking the right questions to get good information to make better decisions: Situational analysis, creating a focused question. Ask: The first step of the EBM approach. Ask 1st What is your focus? Can be a non-effect of an effect. Effect: Need data, comparison. Does it work? Does it work better than? Will it do more good than harm? Non-effect: What do employees want or need? 1. Needs- What do employees need? 2. Attitude - How do __ feel about this? 3. Experience - What are past experiences? 4. Prevalence 5. Procedure 6. Process 7. Explanation 8. Economics

personality testPersonality tests

Assess an applicant's innate traits and disposition. How people perform on most personality tests vs job is really low from the looks. The following traits are those known as the "Big Five": • Conscientiousness: strive for accomplishment, disciplined, organized, efficient. Autonomy. Emotional stability: good under pressure, high job performance. Agreeableness: cooperative, trusting, affable, interpersonal skills. Extroversion: sociable, dominant, assertiveness, competitive. Openness to experience: creativity, unconventionality, management. Narcissism: defend ego, not high performers. No evidence of one racial group doing better, don't work as well at identifying talent for highly structured jobs (assembly line).

Are you part of the problem?

Assessing knowledge is flawed. Six standards: 1. Stop treating old ideas like new. Newton: if I have seen farther, it is by standing on the shoulders of giants. James March "Most claims or originality are testimonies of hubris." 2. Be suspicious of breakthrough ideas and studies 3. Celebrate and develop collective brilliance 4. Emphasize drawbacks as well as virtues 5. Use success and failure stories to illustrate, but not as research method. Devil's dictionary, "Recollect is as to recall with additions something not previously known" says Ambrose Bierce. 6. Adopt a neutral stance toward ideologies and theories

Examples of regression analysis questions

Assuming a linear relationship between the age of a home and the cost to heat a home in January, how does heating cost vary with the age of a home? In a study of automobile fuel efficiency, assuming a linear relationship between miles per gallon and the weight of a car, how does the fuel efficiency vary relative to the weight of a car?

What to avoid

Avoid bottom-line measures, trait-based scales, and electronic performance management. Do not let them understand what to do, keep doing,or stop doing.

can benchmarking produce evidence

Benchmark Toyota, copy its factory-floor practices. still lag behind productivity in toyota. John Macduffie: US companies fall prey to the same pair of fundamental problems we have seen in so many casual-benchmarking initiatives. Mimic the most visible, obvious, frequent, least important practices. Not technique but philosophy with toyota. Companies have different strategies, culture, environments. Toyota: team players and subordinate their egos for the good of the group. Ask: Does sound logic and evidence indicate that the benchmarking target's success is attributable to the practice we seek to emulate? Herb Kelleher CEO of southwest in 1982 drinks wild turkey bourbon, so should you? Are the conditions similar enough to make the learning useful? Why does a given practice enhance performance? What is the logic that links it to bottom-line results? What are the downsides of implementing the practice even if it is a good idea overall? War for talent: management practices were the cause of firm performance. rank and yank

Conclusion

Both the Woodlands and Tech-M/E case studies show how a manager who relies on evidence-based techniques can transform an organization and inspire employees to commit to executing strategy. How did the region vice president do it at Woodlands? How did the new director do it at the center? • They had a vision. • They sought employee input. • They set specific goals. • They hired high-performing people committed to the vision and goals. • They built trust through integrity, using principles of organizational justice. • They established a system of goal setting and rewards to motivate employees. • They provided ongoing feedback that was timely and relevant. • They then coached their people on an ongoing basis. This is the essence of an evidence-based manager: using proven techniques to inspire, develop, motivate, appraise, and coach a team to the highest performance possible.

instilling resiliency

Bouncing back from dissapointments and inspire the people around you to do the same? Do so by: Linking actions and outcomes (outcome exptectancy), building a can-do-mind-set (self-efficacy)

Case 3 Example Org

Change org structure from region focused to product focused. Board thinks: will improve market presence, greater customer focus. Sales: Strongly disagree with change, harder to build good relationship, harm customer service. How did evidence from org help? Org data revealed customer satisfaction was well above industry average, Further data analysis revealed a strong negative correlation between account managers' monthly travel expenses and the satisfaction rates of their customers, suggesting that sales managers who live close to their customers score higher on customer satisfaction. This evidence convinced the board to retain the regional structure after all

Alternatives to questionnaire construction

Choosing a measure depends on topic of research. 1. is the data available? 2. Are measures available? Secondary data: data collected for some other purpose, meet external and internal requirements of organizations. Low cost, not time-consuming, need to evaluate the measures used to generate the secondary data. Questionnaires developed by others: although data might not be available, others may have already collected available questionnaires, examine research reports, save time and effort, attractive if construct validation research has already been performed.

Developing conceptual frameworks and mind mapping

Concept mapping is a useful way of identifying key concepts in a collection of documents or a research area. a picture of the territory under the study, represents concpets and relationships between them. Concepts: labeled with circles or boxes, relationships are represented by arrows. No correct answer for a concept map, their purely to assist understanding. Maps used to: • identify additional search terms during the literature search • clarify thinking about the structure of the literature review in preparation for writing the review • understand theory, concepts and the relationships between them.

concept map

Concept mapping is a useful way of identifying key concepts in a collection of documents or a research area. a picture of the territory under the study, represents concpets and relationships between them. Concepts: labeled with circles or boxes, relationships are represented by arrows. No correct answer for a concept map, their purely to assist understanding. Maps used to: • identify additional search terms during the literature search • clarify thinking about the structure of the literature review in preparation for writing the review • understand theory, concepts and the relationships between them.

Size of the focus group

Consider amount of tinformation that each participant is able to contribute. Small groups should be used when participants are expected to contribute to a meaningful discussion and interaction with each other. Size also depends on topic, limit the number if more views and in depth Larger groups: restrict efficiency, others from participating. Recruit more than required just in case people cancel, 20% more. May have to ask people to leave.

Further Evidence

Countless studies show the importance of taking into account a person's outcome expectancies and self-efficacy to predict, explain, and influence that person's behavior.

Create situational interview questions

Create situational questions that assess job candidates handle challenges, at least 10 , have a dilemma that forces applications to state intentions. Example: whether to emphasize maximizing the bottom line, keep strong relationship with the suppler, or behaving ethically by adhering to the organization's policy.

The organization

Data, facts and figures gathered from the organization financial data, customer satisfaction and statistics, empoylee retention rates or satisfaction, turnover rates, medical errors, productivity levels. Soft elements: Perceptions of org culture, attitudes towards MGT. Essential to identify the problems that require managers attention. Determine cause, solution, needed to implement.

Qualitative data

Deals with characteristics and descriptors that can't be easily measured, but can be observed subjectively- such as smells, tastes, textures, attractiveness, and color. Specific to business context: Employee's verbal/written explanation of their job satisfaction, supervisor's comments on an employee's performance, employee gender.

Should we adopt forced ranking?

Decision-making process at Oxford, the situation must be framed as an answerable question, making it clear how to compile relevant evidence. They raised a question: should we adopt forced ranking of our employees? General electric calls: forced-curve performance ranking system. Performance plotted on bell curve, fall into groups. General electric has good employees, finnacial syccess. Give bulk rewards to good employees, hype. Mckinsey: war for talent. One company was doing a forced ranking, stacking system, voted the worst culprit for not turning knowledge into action. Evidence-based management could have heped this.

Align metrics and demonstrate integrity

Demonstrate your commitment to vision and goals, through this you demonstrate integrity. Do this by: 1. Sending signals: do not allow behavior that doesn't work with goals, this will damage integrity and belief. If you value cost-saving, but give yourself a lavish bonus, then you are not sticking by your word. 2. Seeking feedback: Are the things that I say or do suggest that I am not committed to our vision and goals? Informal. If you don't ask you will be the last to know, people reluctant to say something to boss, 3. Align metrics: Measure employee performance in ways that align with goals and vision. Shows what you think is important. 4. Make sure metrics support vision and goals : Will motivate employees to execute the strategy, good employee behavior will follow, great results. 5. Stay engaged: Make sure they have the skills they need for goals, show praise to support goals, encourage dissent with the vision and goals aka encourage disagreement

A major acquisition

Devesh, CEO of diversified industrial company. Proposed purchasing a firm whose offerings would complement product line, however deal comes on the heels of several successful but expensive takeovers.

Develop a scoring guide

Do so before you conduct the interview, avoid pitfalls of interview by arguing what is good or bad answers. This minimizes any bias a member has on the panel about demographics and whatnot. 1. 5-point scale for questions. Most to least acceptable. Compare to other employees answers: good vs. bad employees for benchmarking. 2. What is a 5-point answer in one organization may only be a 3-point answer in another. reflects values and culture.

Realistic job preview

Don't show just the good parts. Show downsides. If they still want the job even at its worst, you've found the right person. Happens after selection. Explain what is great, then what is not so great.

Building a vision statement

Expressed in the language of your employees, using words that are memorable and meaningful to them, not necessarily to your board of directors, describes the future that they, the employees, want to create. Ask employees: 1. Why do we exist? 2. Who would miss us if we were gone? 3. What really ticks us off?

Case 5 Stakeholders

Employee satisfaction, company conducted survey. Contained demographic questions and employee satisfaction with their immediate supervisor. Only <5% responded. How did stakeholders help? Focus group conducted to figure out why no response. People concerned demographic data would make them identifiable so no participate. Survey was modified, dropping postcode and replacing date of birth with an age range: survey yielded 67%

Prediction

Estimating the value of a dependent variable by taking info about the independent variable into account.

How do I ensure that the interviewees "understand" my questions?

Examin questions for jargon, cover concepts without using hard terms. Questions should be checked: 1. NOT leading 2. Do not include two questions in one. 3. Do not invite yes/no answers. 4. Are not too vague or general. 5. Are not invasive. Consider order, relevant research questions to topic, conduct a pilot survey.

Test Statistic

F-statistic (in ANOVA), t-stat (in T-test) t-stat: based on normal distribution f-stat: Not even distributed, using different values

Learned helplessness

Feeling of doubt and uncertainty caused by bad perofrmance, which can build into stress and paralyze performance

stregthen outcome exptectancies

Find out how they are doing things, ge tthem to understand what they did well, and what they could improve on. L Use the empathy box to help understand and change your employee's outcome extectancies

What sources of evident should be considered?

Find out what is known by looking for multiple source. Four sources: 1. Scientific literature 2. The organization 3. Practirioners 4. Stakeholders

How do I select and enlist potential interviewees?

Findings depend on interviewee selection, speak to those relevant for your study. "Who is in a position to answer my questions or provide insights?" Purposive sampling: REspondents selected ont he basis of the groups that your research addresses. Accessing interviewees depends on: 1. Willingness and availability 2. Your ability to visit location When approaching them: quality of e-mail/phone call is important: 1. Tell who you are are, capture interest with research explanation, be clear with time it will take, ask permission to record, assure confidentiality, provide details regarding benefits, give contact details, follow-up if your initial contact does not provoke a response. Interviews do not have to be done in person.

Scientific literature

Findings from empirical studies published in academic journals Much research done. new research in a lot of topics produced. Know how to search for studies and judge trustworthiness.

Use of focus groups

Focus groups different from quantitative research by requiring researchers to immerse themselves in people's lives. Can generate hypotheses through mixed-methods approach. Good in early research project, suited to exploratory research. A qualitative approach that can be followed with other qualitative methods for more precise data. the seven uses of focus groups: 1. For collecting general background information on a topic of interest 2. For generating research hypotheses that can be tested through larger quantitative studies 3. For the purposes of stimulating new ideas and creative concepts 4. For identifying potential problems with a new programme or service 5. For generating impressions of services, programmes or products 6. For learning how participants talk about the topic of interest which can assist with the design and construction of other research tools such as questionnaires 7. For assisting with the interpretation of previously obtained quantitative results

Where to search?

Free searches: Scholar.google.com. Public Library of Science, National Bureau of Economic Research, Institutional Repositories, national bureau of economic research.

Mode

Frequently occuring value in the set, MOSt, count number of times you see the data value.

Why focus on the best available evidence?

Gather diffferent sources from many places. But why? decision improves the more we make trustworthy evidence: best available evidence. Works every day. For some decisions, there may be no evidence from the scientific literature or the oranisation at all, thus we may have no option but to make a decision based on the professional experience of colleagues or to pilot test different approaches and see for ourselves what might work best. Given the principles of evidence-based practice, even if we rely on the experience of colleagues, this limited-quality evidence can still lead to a better decision than not using it, as long as we are aware of its limitations when we act on it.

Academic journals- where to find

Hard to locate, less obvious. 1. Start with your library web page; this provides directions to some on-line databases, a portal, or a suitable abstracting and indexing service, such as Emerald for business and management; 2. Conduct a search within the online database, examine the references, and possibly expanded annotations and save or print a list of relevant items. If the library subscribes to the appropriate electronic journal collections there may be a direct link to the full text of the journal articles. Alternatively, you need to move on to the next stage: 3. Use these references, to locate the full text of the article, by revisiting the library web page to examine the catalogue of electronic journals; this should yield some full text copies of articles; 4. Locate other articles through the library serials catalogue, and in print form on the library shelves; 5. Finally, order any articles that you can not access or locate in your library, via inter-library loan.

making notes

Helps break down the key themes and messages of each article, note the source ideas so they can be cited later. Annotate and mark up the document, so key pieces are easily located. Do not use a marker.

Why do we exist

Helps set goals, Disney created epcot for this reason

Why is level of measurement important? `

Helps you decide how to interpret the data from that variable, knowing ht elevel of measurement helps you decide what statistical analysis is appropriate on the values that were assigned.

Encourage errors

Henry ford: "The beauty of failure is that it allows you to start over more intelligently." Thomas Edison: noted, "Of all the lightbulbs that didn't work, every failure to me was something that I was able to incorporate into the next attempt." value of mistakes, take risks, encourage errors, cornerstone of a learning organization. Frame errors as positive. Give explicit instructions regarding their self-talk, encourage statements like I have made an error and I learned something. Guide people to a learning-goal orientation. Emphasize that errors lead to learning successes, not performance failures.

Edicts

Here is the way we are going to do things. Use their power to issue a directive that announces a decision. This is done without consulting with people who have stakes in the changes the decision would bring. Managers know that they must rely on their power to issue an edict, but believe that their prerogatives and the need for timely action make this justifiable. They seem unaware of the high rate of failure of an edict. Failure can be traced to under estimating that amount of power needed because people resist the appearance of being forced to comply. Social credit: People need to respect you, have a good relationship with you, therefore you can make an edict. An edict can work if you have enough social credit. If you are making a big change, need social credit to draw from if you want sustainable following. Problem: Social credits get exhausted and need to be replenished.

Interobserver reliability

Interviewers agree on the scoring of each answer.

Becoming a company of evidence-based managers

Hipprocrates: the famous greek wrote the physicians' oat: life is short, the art long, opportunity fleeting, experiment treacherous, judgment difficult." Provide training, mind-setwillingness, ask evidence for efficacy, check logic, treat like an unfinished prototype, attitude of wisdom. Demand evidence: Thirty: turned around hospital because of evidence-based decision making. Cleaver: Training, No bag just facts says Thirty, commitment to quality care. Joe mello: If a metric is deemed important, but the company currently lacks the ability to collect the relevant measurements, that metric is included in reports anyway, with the notation not available. Examine logic: absorb cultural norm when leaders are spending time to check practices. treat organization as unfinished prototype. Gary Loveman CEO : run trial programs, experiment. Harvard Rajiv Lal: Casino. Give 60$ chip vs. Hotel credit and 30$ chip, more revenue from 60$. Also found out that Harrah could reduce turnover from methods spent with employees. Meg whitman: Try new things if no data, make your own Ebay Yahoo: Unfinished prototype, Fayyad, chief data officer: runs experiments all the time. 7-eleven: Experiment with some stores but not others. Hewlett packard, intel did this as well. Embrace the attitude of wisdom: Centre for evidence based medicine: Identifying and applying effective strategies for lifelong learning are the keys to making this happen for physicians. Encourage inquiry and observations.

Case 4 Practitioners help

Hospital asks nurse to make plans for career. HR points out Maslow's hierarchy of needs as in basic needs need to be met before professional. Nurses were exposed to danger hazards and physical violence. HR recommends excluding nurses until safety hazards reduce. How did Practitioners help: P asked for views. Disagreed, nurses with difficult circumstances tended to be strongly interested in professional development and self-improvement. Scientific evidence showed no correlation with masllow's theory.

Conduct a job analysis

Identifies important situations people will encounter on the job. Vision, goals and strategy. Develop a situational interview using critical-incident technique. analysis focuses on observable behaviors that job incumbents (the subject matter experts) have seen make the difference between a poor employee and an outstanding one.

structure the literature review

Identify key themes in the review, start to organize concepts and documents in accordance with themes. There is no one answer to a perfect structure, depends on the specific research project.

Key ideas

Importance of putting things in terms that will make sense to your audience Managers are data consumers, analysts are producers data consumers generate hypotheses and determine whether results and recommendations make sense in changing business environment The five responsibilities 6 steps of analytical process

importance of reflective listening

Important where the group is evaluating concepts and policies important when it comes to writing a report and it should increase the validity of the references Necessary for evaluation and theory triangulation

Problem Solving tactic

In more than 26 percent of the cases, managers defined a problem and then analyzed its distinctive features with the hope of quickly uncovering clues that would suggest a remedy. Ohio department of claims saw a lot of claims piling up, tried to group claims for mass handling. Failed to focus on the reason for growing numbers of claims. Realized after then that eligibility requirements had a loophole, was closed. The all too frequent result is a hasty problem definition that proves to be misleading. Symptoms are analyzed while more important concerns are ignored.

A can do mind-set

Instilling resiliency by teaching people + fostering self-efficacy, they CAN succeed.

Why choose interviews for research?

Interviews are generally used in conducting qualitative research, in which the researcher is interested in collecting "facts", or gaining insights into or understanding of opinions, attitudes, experiences, processes, behaviours, or predictions. may have potential to generate a range of insights and understandings that might be useful. they provide more details and insights, but also because the key informants are unlikely to take time to fill in questionnaires.

univariate analysis

Involves examination across cases of one variable at a time. 3 characteristics of a SINGLE variable: 1. Distribution 2. Central tendency 3. The Dispersion

Further evidence 2

Job satisfaction increases organizational commitment. Commitment is a powerful source of motivation in that it leads to persistence in a course of action, even in the face of obstacles. People who are committed to their organization continue to set and commit to high goals.

Senior quantitative analyst at a US bank created a model showing why a bank should not allow mortgage loans anymore.

Leader of the mortgage business said he did not understand the model and did not know the analyst well, cost the bank billions.

links, fit, sacrifice

Links are connections with other people, groups, or organizations, such as coworkers, work groups, mentors, friends, and relatives. Fit repre sents the extent to which an employee sees him self as compatible with his job, organization, and community. Sacrifice represents what would be given up by leaving a job, and could include financial rewards based on tenure, a positive work environment, promotional opportunities, and community status. Employees with numerous links to others in their organization and community, who fit better with their organization and com munity, and who would have to sacrifice more by leaving are more embedded= stay

Acquiring evidence: conducting literature reviews

Looking for the scientific literature, is there information that can help us? Search for and retrieve evidence: involves thinking about where and how to get the information you need. Recall the four different sources of information.

Job simulations

Looks at the present: How can you handle this situation? Excellent way to assess ability to handle challenges. Get to see what candidates can actually do. Get to see what they can do, role=play is inexpensive. Scripted job simulation. Develop scoring guide. Rather then responding, see what they might actually do. Create script of actual scenario, same responses for each job candidate.

Observations

Make observations about some object. 1. Leniency error: provide more favorable response than warranted, commonly occur when a not enough information. 2. severity error: provide less favorable responses than warranted, less frequent. 3. Central tendency error: observer clusters responses in middle of a scale instead of more variable. commonly occur when a not enough information. 4. Halo error: evaluates all objects the same, undifferentiated. Like his hair, like everything. forced-choice scales: provide respondents with choices that appear to be equal in social desirability or equal in favorability. behaviorally anchored, yield more accurate results.

Employee needs

Make sure basic needs are met asap. A theoretical framework of needs that must be met before an employee can be motivated to become a high performer: makeup hierarchy of needs by Abraham Maslow. Provides checklist to identify what's wrong when an employee is not pursuing agreed-upon goals.If you want to motivate an employee to high performers, need to meet five basic and high-level needs. 1. Physiological needs. These are the absolute basics required for life—food, water, and shelter. They affect a person's survival and well-being, making them the starting point of motivation. 2. Security. In the work setting, the need for safety goes beyond physical safety to include job protection (for example, tenure, a union contract), as well as the desire for a savings account and for insurance (for example, health, unemployment, disability). 3. Affiliation. This is a desire to get along with the people on the team. 4. Self-esteem. People need to have a high opinion of themselves based on achievement that leads to respect from others. 5. Self-actualization. This is a desire to feel fulfilled, to maximize one's potential, "to be all that one can be." Once basic needs satisfied, move up. Same for security and affiliation but not self-esteem and self-actualization. When these goals are met, a person will set even higher ones. They are inexhaustible.

Bottom-line measures

Management by objective, was a goal reached? Was the quality good? when receiving a "good" appraisal is contingent on attaining certain goals, a smart employee may find ingenious ways to ensure that the goals are easy. bottom-line measures can be affected by factors beyond a person's control (for example, an increase or decrease in the value of the dollar), and as a result an employee may be unfairly penalized or rewarded. poor for assessing factors that are crucial to a team's success yet go beyond concrete numbers yield no information about what a person should start doing, keep doing, or stop doing Appropriate for team as a whole but not individuals

Latham

Management is both an art and a science. It results from using solid...

Setting Objectives Tactics

Managers set an objective to guide decision making to create positive change. Gives people freedom for solution options, open to anything for desired results. One of the better solutions. Objectives are commonly known, but uncommonly practiced because managers often have a bias toward action and fear being seen as indecisive. Problems: Managers are expected to fix a problem the moment a concern emerges. Managers who would prefer to follow such a path are often pressured by higher ups or people in oversight roles to grab the first idea that pops up. Pressure for a quick fix typically wins out. real effects: t. Objectives liberate people to search widely for solutions. This lowers the chance of failure, and therefore of criticism. CEO got threat to reduce reimbursement rates from blue cross. Setting objectives can prompt failure if the objective is too demanding. The chance of success improves when a realistic objective is set.

Participation

Managers who give up control through participation actually get more control. People are more apt to ask for help when they need it and be candid about the decision situation when asked to participate in the decision-making effort. Unilateral action will close off this type of information. 1. Delegated participation also limits the involve ment of stakeholders, but asks the task force to do more, such as offer a solution. 2. Comprehensive partic ipation requires that all stakeholders be involv 3. token participation 4?

Participation

Managers who give up control through participation actually get more control. People are more apt to ask for help when they need it and be candid about the decision situation when asked to participate in the decision-making effort. Unilateral action will close off this type of information. Types of participation: 1. Token participation: Have people participate but in a limited way. May not actual use information from participation- creates frustration. 2. Delegated participation: Assign people to participate. limits the involvement of stakeholders, but asks the task force to do more, such as offer a solution. 3. Complete participation: People come up with solution, give opportunity to fully participate. May not include everyone though. 4. Comprehensive participation: Not only solutions but full participation. People fill fully involved. Requires that all stakeholders be involved

High statistical significance with low practical significance?

May be because of very high data sample size.

The nature of a literature review

Objective: summarize the state of the art in that subject field. Identify areas in which further research would be beneficial.

some common misconceptions of evidence based practices

Misconception: Evidence-based practice ignores the practitioner's professional experience. Actually includes practitioners. 2. All about numbers and statistics. Statistical thinking, and other things are included. 3. Don't have time for evidence-based practices. Some management decisions do need to be taken quickly, but even split-second decisions require trustworthy evidence. For evidence-based practice, time is not normally a deal breaker. 4. Each organization is unique, so the usefulness of evidence from the scientific literature is limited. Often face similar issues. 5. If you do not have high-quality evidence, you cannot do anything. work with the limited evidence at hand and supplement it through learning by doing 6. Good-quality evidence gives you the answer to the problem. evidence comes with a large degree of uncertainty. Evidence-based practitioners therefore make decisions not based on conclusive, solid, up-to-date information, but on probabilities, indications and tentative conclusions. Evidence does not tell you what to decide, but it does help you to make a better-informed decision.

Why do we have to critically appraise evidence?

Misleading, often never perfect. Strong claims based on unreliable information. Ways of doing things never evaluated. All evidence should be critically appraised. Ask: Where and how is the evidence gathered? Is it the best available evidence? Is there enough evidence to reach a conclusion? Are there reasons why the evidence could be biased in a particular direction? Evidence-based practice is about using the best available evidence, and critical appraisal plays an essential role in discerning and identifying such evidence.

Beginning the focus group:

Moderator's welcome participants, provide overview of topic, outlines rules, then ass the questions. Use introductory question for warm-up. time for travelling and traffic: icebreaker, not relevant to topic.

What doesn't work

Money does not work, does not lead to worker motivation. Receiving money for doing what one would have done anyway because of intrinsic appeal reduces motivation and satisfaction, money is seen by the recipient as controlling. Not motivating if NOT tied to performance, if you are paid the same as low performers, both job performance and job satisfaction will be low. applicable to people working in volunteer organizations. Would you take money for doing charity? NO! Pay does enable employee satisfaction, satisfies their needs for security and autonomy. Money is motivating because it leads to the setting and commitment to high goals.

Motivational tools in practice

Motivating your team to high performance requires understanding how your employees' needs, goals, performance, and the work environment interact and influence the desire to execute your team's strategy. This will lead to high performers.

Why is regression important

Move closer towards prediction, now we are "measuring" the relationship between two variables. Identify independent variable and a dependent variable, step closer to inferring causality.

Managers role during training and development

Must show your support, foster high-perming mindsets 1. visibly show your support 2. Maintain your company's culture by teaching core values. 3. Encourage people to make errors, pursuing high goals.

"Do not reject the null hypothesis AKA Accept null hypotehsis"

NOT statistically significant.

Selecting participants

Need people with similar knowledge about a particular topic, making people more willing to express views when they perceive that others are similar to them in some ways. consists of biographical factors, such as age, sex, educational background and knowledge or experience with the topic under investigation. individuals selected to participate in a focus group must be willing and able to contribute the required information it is more important to focus on reducing sample bias rather than achieving generalisability- bias is a problem if ignored. Random sampling is seldom used in selecting participants for focus groups. Two reasons are offered for this. First, the small number of participants involved in focus groups means that it is unlikely that such a sample would be adequate to represent larger populations, regardless of random selection. Second, a random sample is unlikely to have a shared perspective on a topic and may not even be able to contribute in a meaningful way to the discussions

When it All Adds Up

Need to combine science of analytics with the art of intuition. Be manager who knows the geeks, understands the formulas, improve analytic processes, interpret well. Compensation is tied to performance-management measures.

Example of Situational Hiring: Weyerhaeuser Company

Needed staff at a pulp mill. held a focus group with supervisors to describe critical situations that hourly workers deal with in such a mill. We turned these situations into "What would you do?" questions, and we then generated answers that we agreed were highly acceptable, acceptable, or unacceptable. These illustrative answers became our scoring guide. We correlated the scores we gave job applicants' responses to each situational question with the scores the successful applicants received one year later on the job. Eureka! What they said in the interview correlated with what they did on the job.

Three cheers

One manager sends out "Three Cheers notices" to the organization every time he sees a member of his team excel. He provides public recognition for what a specific employee has done. In addition, he has one or more discussions a year with each of his employees on where they want to go in the organization, and how the two of them can make it happen. If an employee likes the way things are and does not want a promotion, he encourages discussion on what that person might like to start doing, stop doing, or be doing differently in the present job so there is continuous learning, and boredom does not creep in from doing the same old things.

building the bibliography

Ongoing process from beginning till end, list all sources you have referred to. Make note of documents and other sources that have been read. Make note of documents read so you can put them in the bibliography. Universities have specific types of citing.

item sequence

Order can influence responses and response rates when items vary in content, but not if items are similar. Order matters depending on TYPE of items included. Start with easy to complete items, ask for demographics last.

Increase a person's self-efficacy

Overcome learned helpessness by increasing self-efficacy. NOT self-esteem.

Picoc Method: situational analysis

P = Population, who is involved and impacted. Who is on the teams? i= Intervention (success factor), What you are proposing as the change. c= comparison, Did that change make a difference? o= outcome/objectives, what is our ultimate goal? (c)= context, where is this taking place?

Will it make a difference?

Patients have better outcomes. Less evidence for business, still peer-reviewed studies exist. University of Missouri: Compared decision making groups that stood up during ten minute to 20 minute meetings to those who sat down. Standing took less time to make decisions, still good quality. chevron: 50,000 employees. Stand up meeting: Save time. Side effect: undermine power and prestige. Netscape: Jame Barksdale: If decision on facts then everyone can make decision, if on opinion then his count a lot more. Facts and evidence are greater levelers of hierarchy. May lose stature.

Organizational decision making

Process stage: what managers worry about as decisions are being made. rational process: all stages considered in an orderly manner Tactic: How managers go about uncovering the things that are called for by a stage: stage: set directions with an objective to indicate what's wanted or copy what others do to get an idea

Example of a correlation matrix

Provide researchers a way to summarize relationships distinctively. M= Means for each variable SD= standard deviations for each variable. Correlations: = *p-value, correlation. Scale reliabilities for each variable= .70 is cut-off considered reasonable/reliable. Diagonal end ones. * p-value: * shows statistically significant. ** p-value: ** shows even more statistical significant. This is correlation itself, NOT p-value, DO NOT PAY ATTENTION TO CUTT-OFF If no star, not statistically significant.

p-value

Provided in t-test or ANOVA output. We compare the p-value to an established significance level, or "cut off", objective, not based on a judgment call, shows statistical significance. Statistical significance: if below the cutoff of .05 then there is a statistically significant difference. Statistically significant less than .05 level means that there are less than 5 chances in 100 of concluding there is a relationship when there is really NOT a relationship. AKA 95% confident that you will find this in another population (or 99% if .01) Other commonly-used statistical significance levels are p<.05, p<.01, p<.001 (where the p stands for the p-value.

Scanning documents

Provides familiarity, helps find similar themes, gives insights into what should be included in literature review.

Coefficient of determination

R square, the proportion of the total variation in the DV that can be explained by (or counted for by) the variation in the IV. How reasonable is this data for making our decision? The r-square is .288, this can be interpreted as follows: 28.8% of the variation in January home heating cost is explained by the age of the home. r square in excel. r2, the proportion of the total variation in the dependent variable (Y) that is explained or accounted for by the variation in the independent variable (X). The square of the coefficient of correlation ranges from 0 to 1. A ____ percent of the variation in ____ explain the ____.

Multiple regressions in excel

Regression Input Y for dependent variable Input X ALL COLUMNS ADJACENT in independent variables

Least squares principle

Regression analysis estimates the values for a (the intercept) and b (the slope) by fitting a "line of best fit" to the data. minimize the sum of squares of the vertical distance between actual Y values and predicted Y values. The line of best fits provides the values for a and b.

"Dummy" variables interpretating for qualitative

Regression coefficients using qualitative ("dummy") variables are interpreted in a manner similar to that used to interpret correlation coefficientsusing such variables. For instance, let's say that we were interested in examining how having a garage(0 = nogarage, 1 = garage)influences January home heating costs. Technically, we wouldinterpret the regression coefficient for garage in the following way: "for every unit increase in garage, holding outside temperature and attic insulation constant, there is an associated increase of $77.43 in January home heating costs." To put this more simply, we could alternatively state:"holding outside temperature and attic insulation constant, having a garage is associated with an increase of $77.43 in January home heating costs."

What works

Research supported tools for hiring top performers. 1. Situational interview: show people what they will encounter on the job. Effective at determining performance. 2. Patterned behavioral interview: Ask applicants how you behaved in the past, predicts future behavior. 3. Job simulations: Test real time, see what they can actually do. Effective at predicting job performance. Very successful: The assessment center simulation, predicts who would get promotions. 4. Realistic job preview: What are good things to do on the job, and what are not. A realistic preview allows them to decide whether to accept and if it is right for them.

Rewards for performance

Rewards can make work more interesting, motivational tool. Schedule chosen for administering rewards can increase their motivation or dilute it- depending on freuqneyc and experience level. Variable schedule: Random basis is more rewarding, more productive, inexperienced couterparts had higher productivity on the continuous schedule. fixed: not as rewarding for experienced, more so for inexperienced. Rewarding your inexperienced, just-learning staff continuously and consistently with good performance Give recognition and other forms of rewards on a predetermined variable schedule for your experienced people who have mastered the task!

Set right kind of goals

SMARt goals: performance/outcome and learning goals performing: focuses on outcome, good if already have knowledge and skill. Learning: focuses attention on discovery of effective strategies necessary for goal attainment, good if lacking the knowledge or skill.

Eslf-esteem vs self-efficacy

Self-esteem based on your feelings towards yourself, no matter the situation. Self-effcacy is the belief that you are capable of attaining a specific goal, task-specific Someone can have high self-esteem and low self-efficacy.

Setting goals for an uncertain future

Set goals for environmental uncertainty, look attainable. The more uncertain, the harder ti is to set smart goals, so set subgoals that act as steps towards a final goal. when people set subgoals, higher performance, improves error management, commitment.

self-management

Set goals for yourself and trying to achieve it. People try self-observation, compare behavior to goals and to self-administer rewards and punishment. Helps manage own behavior. Being reflective, evaluate yourself.

Your action as a manager

Show flag, focus on org culture, encourage mistakes to show your belief in training programs, values and employees abilities. Show the flag: demonstrate your support for the training, show what is being taught will increase ability to attain goals. participate, drop by. teach org values: give team confidence they need. Talka bout everyday heroes, demonstrate values, take a personal role. Encourage mistakes: learning rather than performance goals, encourage people to learn from mistakes and make them unaffraid to keep trying.

b

Slope is under coefficientsCoefficient and P-value, p-value is important. This is the magnitude at which the independent variable influences the dependent variable ' it is the "b" in the regression equation. We can examine the p-value for the coefficient to see if it is statistically significant. In this example, the p-value indicates that Age is a statistically significant predictor of January home heating costs, as it is less than the cut off of .05. Since the coefficient is statistically significant, it would be interpreted as "For every one additional year in home age, there is an associated 17.01 increase in January Home heating costs."

Dispersion

Spread of the values around the central tendency Measures 1. Range 2. Standard deviation 3. Minimum: The lowest score 4. Maximum: The highest score

Conducting the interview

Start interview with sample questions, not scored, to get them comfortable with approach. One person asks, others take notes. Wait until interview is done, then have interviewers score their answers independently. Should be: rigorously structured, do not use computer for interview so you can interact with them. If on computer, easier to do well, then a follow-up unstructured allows for errors. Interviewers are often prone to hiring people who are similar to themselves.

Excel Correlation Matric

Step 1: Create statistic descriptive analysis Step 2: Correlation analysis Step 3: Create columns for mean and standard deviation Step 4: Paste correlation analysis next to it Step 5: take away the 1, replace with GIVEN reliability scale

Matt Bloom, Notre dom

Studied baseball, showed that players on teams with greater dispeersin had lower winning percentages, gate receipts, and media income.

Half of decisions in organizations fail

Studies of decision making over a 20-year period trace failure to managers who employ poor tactics.

Analyses should be based on a question

The most complex analysis is not always best for addressing the question, know about the variables, make sure you have adequately gathered data prior to observations.

Good dissertation

The most important thing to remember about citations is that there should be sufficient data included to uniquely define a document, and to make it possible to locate it. For example, for books, edition statements and date of publication are important, and with journal articles it is important to include page numbers.

further evidence

The courts dislike trait scales because traits are too vague and subjective. They don't help an employee figure out what to start, stop, or continue doing.3 A series of studies have shown that behavioral observation scales (BOS) correlate with measures of employee productivity. They are defensible in the courtroom because they are based on a systematic job analysis, and because they focus on observable behavior as opposed to personality traits. To be effective as a leader, you not only need to be fair, you must be seen by the people who report to you as fair. A key driver of fairness is perceived justice in the interactions between you and your direct reports. To earn the trust of the people on your team, you must be sincere and you must explain the logic for the actions you take. People don't have to agree with you; they do have to understand the basis of your appraisal of them. It is incumbent on you to get that understanding. Cyclical year-round performance management has been found to increase an organization's performance. A study of over one thousand senior managers found that those who worked with an executive coach in an organization that used 360-degree feedbackset specific, high goals and actively sought feedback on ways to improve their performance. This led to an improvement in the performance ratings they received from their subordinates as well as from their supervisors.

reliability -scale

The degree to which measures yield comparable data over time AKA consistency of measurement. all scores contain measurement error: 1. Deficiency error (something missing) 2. contamination errors (Something not measuring the scale correctly - opinion, experience, etc...) Actual score= true score + error Reliability o fa scale: the degree to which the measure will yield comparable data (coefficient alphas above .70 are considered to have acceptable reliability)

constructionist

The interviewer and interviewee - co-construct data in unstructured and semi-structured interviews - generating situated accountings and possible ways of talking about research topics by the interviewer and interviewee - researcher produces analyses of how the interviewer and interviewee made sense of the research topic and constructed narratives; research provides understanding of possible ways of discussing topics regard knowledge and realities as being socially constructed during the interview process, and accordingly, the "knowledge" or understandings and meanings generated, and they way in which they are expressed through narrative are highly dependent on the context in which they were generated

romantic

The interviewer establishes rapport and empathetic connection with the interviewee - produces intimate conversation between interviewer and interviewee in which the interviewer plays an "active" role - generates interviewee's "self-revelation" and "true confessions" - produces in-depth interpretations of participants' life worlds.

How long should interviews be? And, how many interviews do I need to conduct?

The length and the number of interviews depend on the nature of your research questions and your research strategy. Very sensitive and personal issues may require longer and less structured interviews. consider: Interviewees time they are willing to make on an interview, and willing participants you can identify. Interview a sufficient number of people. Consider YOUR time resource. For new people: 12 interviews of 30 minutes in length, or 6-8 for an hour. Extended studies can have a follow up. Interviews must generate sufficient interesting findings. Be able to adapt to slightly longer/shorter time slots.

Practitioners

The professional experience and judgment of practitioners Different from intuition, opinion or belief, professional experience is accumulated over time through reflection on the outcomes of similar actions taken in similar situations. This type of evidence is sometimes referred to as 'tacit' knowledge. Reflects the specialized knowledge acquired by repeated experience

Interviews are useful when

The research objectives centre on understanding experiences, opinions, attitudes, values, and processes. There is insufficient known about the subject to be able to draft a questionnaire. The potential interviewees might be more receptive to an interview than other data gathering approaches.

Feedback for results

The right kind of feedback can improve your team's performance; the wrong kind can actually hurt performance. Do not avoid it. Here is a five-point checklist for ensuring that the feedback you provide your people will improve their performance: 1. Focus on behavior, not the person. Prevents people from becoming defensive. 2. Give feedback on one or two critical behaviors. Do not give too many at once. 3. Focus on the future, not the past: do not waste time discussing them unless explaining why you are removing the person. 4. Never confuse honesty with hurtfulness: Don't make them feel bad, reduces their effectiveness. Feedback in the absence of goal setting has little or no effect on a person's behavior, must be connected with specific, high goals commitment to attain goals

Hiring high performers

The situational interview and patterned behavior description interview, backed by a simulation and a realistic job preview,

Stakeholders

The values and concerns of people who may be affected by the decision Stakeholders: individuals or groups who may be affected by an organization's decisions and their consequences. Internal stakeholders: employees, managers and board members. Stakeholders outside the organization: suppliers, customers, shareholders, the government and the public at large. Understanding stakeholder values and concerns also provides a frame of reference from which to analyze evidence from other sources.

Persuasion

These manager called on experts to search out options offered by vendors or being used by competitors, or to devise novel options, carefully evaluating the merits of the proposed solution. Low success rates. Managers mistakenly saw persuasion as low risk. If the expert could convince them, they believed they could convince other. Used to convince others. Not getting people to participate, not showing end results.

Persuasion

These managers called on experts to search out options offered by vendors or being used by competitors, or to devise novel options, carefully evaluating the merits of the proposed solution. Low success rates. Managers mistakenly saw persuasion as low risk. If the expert could convince them, they believed they could convince other

Displaying a correlation

Tighter the dots, stronger the correlation, can be perfect correlation Scatter plot/diagram

Level of measurements

To the relationship among the values that are assigned to the attributes for a variable. describes the relationship among these three values.

Further Evidence 1

Training increases ability, high ablity show greater improvement in performance from an increase in motivation than those with lower ability. Train tream to increase their ability, then motivate them to be high performers. Otherwise wsaste of money

Example: How do number of transactions predict account balance?

Transactions = independent variable (IV) Balance= dependent variable (DV)

Performance based managers can learn learning based orientations. True or false?

True

The person on your team who delivers a flawless performance nearly all the time is usually not the person to pair with someone who has low self-efficacy.

True

hen costs are tolerable, but those quits are dys functional, low investment strategies targeted at leavers are appropriate.

True

the cost associated with recruiting, selecting, and training new employees often exceed 100% of the annual salary for the position being filled

True

Pilot test

Try questions on current employees before in situational hiring. Not everyone should get same score, delete question. Assess clearness of questions. It's okay if they ask for clarifications, repeat question, or state their assumptions. Cannot rephrase or give additional information.

Example

Two groups, one given specific instructions and goals, increased in productivity. Goal setting instilled purpose in normally exhausting job. With little instruction, even with promose of praise did not do better. Praise, public recognition and money do NOT motivate people to improve their behavior WITHOUT commitment of a specific, high goal.

conclusion

Undertaking a literature search, locating documents, and understanding the distilling the literature of a subject area is a complex task. This brief article has reviewed a number of aspects of the development of a literature review. The article is intended to assist students with the process of writing a literature review as a component in an undergraduate or Masters project or dissertation.

Implementing quality control over decisions:

When to use the checklist: major capital expenditures, sweet spot for decisions that are both important and recurring, and so justify a formal process. Who should conduct the review: Executives can accidentally make their opinions clear in advance, signal their opinions, and therefore is a 'defactor member' has a bias. This is clear when there is an overlap between decision and action stages. If steps have already been taken to implement it, the executive making the final call has probably communicated a prefernce for the outcome being recommended. enforcing discipline: Be systematic, sensible and unsurprising. Cost and benefits: good investment of effort? avert problems, it is not time or cost, need to build awareness that even highly expereinced people are fallible.

United and southwest

United tried to imitate soutwhest. New service: shuttle, seperate crews and planes (all same model). Casual clothes, not served food to get quick turn-arounds and enhanced productivity. Shuttle increased frequency of flights, less time on the ground. None reproduced the southwest advantage.- it's culture.

ANOVA in excel

Use the "Analysis ToolPak," accessed through the "Data" tab; click "Data Analysis" and then choose "ANOVA: Single Factor." For the Input Range, select all of the data at once (including the labels). NOTE: to conduct an ANOVA in Excel, the data must be organized into columns based on your chosen factor (e.g., similar to the data charts provided on this reference sheet), and the columns must be next to one another.

t-test in excel

Use the "Analysis ToolPak," accessed through the "Data" tab; click "Data Analysis" and then choose "t-Test: Two Sample Assuming Equal Variances." After selecting your data, enter "0" for the Hypothesized Mean Difference. Enter 0.05 as the "Alpha" value.

Jennifer Joy

VP of clinical operations at cigna, nursing degree, does not know a lot about analytical skills, reached out ot their analytics group, specificaly experts on experimental design. Learned: conduct pilot studies to discover which segments of her targeted population benefit the most from her call center's services, studies run simultaneously, gets information about effectiveness of her programs on a rolling basis. Joy and her quant partners learned what the coaching worked for patients, but not for others. Now conducts 20-30 studies per year.

mental practice- visualization

Visualize your situation and how it plays out. teaches people the power of rehearsing specific steps to increase performance. Practice makes perfect. Can feel more confident which can lead to higher performance, or may just have had more training so it leads to increased performance.

supervisors practice communication with the union

Visualizing the different scenarios prior to a disciplinary meeting helped me to anticipate problems with the union and to stay on track. • Visualization was helpful to me in preparing for negotiations with the union. Forest products company in quebec conducted a one-day training program with supervisors and process engineers

Assess

We are trying to figure out if this is successful. If we are going to the trouble to figure out what was addressed and if it worked out. Did it create an outcome we are happy with? Evaluate the outcome of the decision taken. After you applied the information you gathered, appraised, and aggregated to address your question, how did things work out? How can you assess the outcome of a decision?

Why don't people typically do the 'assess' stage?

We do not wanna know if it did not work, nobody wants to know if it was a failure.

Weighted mean

Weighting things differently. Adding weights based on amount of people in each group, for example.

Does team-building work?

What questions would you ask about this? 1. What context? 2. How big are the teams? 3. What is team-building? 4. What kind of teams? 5. What counts as team building? 6. What does work mean? How to find out more about questions: Picoc Method

Questionnaire type

When researching a construct that has not been defined, then construct questionnaires. Self reports vs. observations: Some measures require information be measured with responses provided by research participants. Constructs that address internal mental states of individuals should be measured by asking research participants. Attitudes, opinions, interests, intentions, and preferences. Internal: Self-reports, how did you perform? External: observation, how did they perform? Prefered when constructs can be assessed directly, more consistent observations, less bias. Interviews vs. written questionnaires. Interviews: verbally, more flexible, follow up, record responses not available on questionnaire, refine questions for questtionnaire, more motivational to complete responses, less consistent responses. Questionnaires: written, less expensive, should use this when possible, uniformity.

Analytics-based decision making- sex steps

When using big data, non quants should focus on the first and last steps of this process, analyst typically look at middle, ask lots of questions along the way. 1. recognize the problem or question: 2. Preview previous findings 3. Model the solution and select variables 4. Collect the data 5. Analyze the data 6. Present and act on the results

Effective inspirational tools in practice

Will inspire your employees to execute strategy and to knock themselves out in terms of commitment to attaining specific high goals. Tools to do so: 1. Develop an effective vision statement 2. Build your vision statement 3. stay engaged

Woodlands: a turnaround in the western world

Woodland is a forest products company with a unionized workforce of about, 600 people. Low attitudes, low satisfaction, employee morale was low, No one took responsibility, and blaming each other. Appointed new vice president, Pete, in charge of senior management to get to the root of the problem. e Took interviews to find out the situation. Initiated measurable action steps based on the input of employees 1. Develop a vision statement 2. Conduct a job analysis 3. Select high-performing employees on the basis of job requirements 4. Build behavioral appraisals based on the job analysis 5. Coach employees based on the behavioral appraisals 6. Increase employee motivation through goal setting Determined behaviors that defined personal effectiveness, then used behaviors to create situational interviews for selecting new hires and to develop performance appraisals. Led to a sense of justice to lead to employee motivation. Getting people involved got him employee buy-In: by seeking employee input, he inspired his employees to believe that the new division strategy was worth executing. redefining jobs in terms of SMART goals clarified responsibilities and resolved problems for workers Vision drove behavior, goals were set and behavior identified for attaining based on employee input.

Make sure people have what they need

You need to ensure that your people have the know-how and are given the necessary resources (for example, training and up-to-date equipment) to do the job before you can motivate them to pursue your team's goals.

strategy

a business plan that specifies the time frame for attaining specific goals and the plan for attaining those goals that is different from or better than your competition's.

What counted as success?

a decision was put to use for long-term and still in use after two years.

focus group

a form of group interview aimed to understand social dynamics and interactions between participants through the collection of verbal and observational data. those using a focus group will be interested in not just what people say but in how they say it, the language they use and the intensity of their feelings about the topic area.

What is a focus group?

a form of group interview where the aim is to understand the social dynamic and interaction between the participants through the collection of verbal and observational data. Type of qualitative data collection They are looking to capture the social dynamics involved with reactions and opinions. Often used early in the process of gathering information. Often used early in the collection process, best when there is little info about the topic. requires a skilled moderator. Can be time-consuming. planning is key. Produces non-numeric (qualitative) data do a focus group BEFORE a survey because you can narrow down questions!

a manager who can show the flag, maintain org culture, and encourage mistakes leads to...

a learning orientation

Coefficient of correlation

a measure of the relationship between the two variables. Step after descriptive statistics shows HOW the different variables in the dataset are associated with one another. Correlation strength ranges from -1.00 -> 1.00 Can be negative or positive. Negative: indicates that as the score of on increases, the other decreases. Positive: as score of one increases, the other increases. Can also mean that as the score decreases, other decreases. Statistical significance of a correlation: likelihood that a correlation exists in the population, not a judgment call. P<.05, P<.01, p< .001. .05 is minimum cut off for determining whether a given test statistic (or correlation) is significant, there are less than 5 chances in 100 of this NOT having a relationship when it said it did. Practical significance of a correlation: How useful is this correlation? Shows the absolute value of correlation. 0= no correlation, .25 is weak, .50 moderate, .75 strong, 1.00 perfect correlation.

A literature review

a summary of a subject field that supports the identification of specific research questions. Needs to draw on and evaluate a range of different types of sources including academic and professional journal articles, books, and web-based resources. Helps in the identification and location of relevant documents and other sources. Literature reviews involves: scanning, making notes, structuring the literature review, writing the literature review, and building bibliography. Use this to make a dissertation. Negative: messy nature of knowledge. Found in a wide range of sources.

what is the purpose of a lit review?

a summary of a subject field that supports the identification of specific research questions. Needs to draw on and evaluate a range of different types of sources including academic and professional journal articles, books, and web-based resources. Helps in the identification and location of relevant documents and other sources. Literature reviews involves: scanning, making notes, structuring the literature review, writing the literature review, and building bibliography. Use this to make a dissertation. Negative: messy nature of knowledge. Found in a wide range of sources.

Tech-M/E

a tech development center based in the middle east, face troubles. It was unclear who the center's priority customers were in the public and private sectors, no scheduled projects or actions plans for upgrading the facility. 5 plan of action: 1. Establish a vision 2. Set goals 3. Reinstate org justice 4. Training 5. Motivating employees Vision: Inspire employees to execute strategy if he articulated a vision, involved his employees, set clear goals. Empowered employees. 2. Goals. Set specific, high goals and develop plans to attain them. Ongoing performance monitoring. Specific, challenging, but attainable. Made sure people understood his decisions. Org justice: perceptions were negative, thought system was unfair, change perceptions by applying org justice, allocated resources in a fair manner. training: set up enactive mastery Motivation: Employees hated the word boss, could not offer monetary bonuses, set up sense of ownership

JMU databases

allows restriction to Peer reviewed articles, they are journals. Much more credible and relevant results.

ANOVA (Analysis of Variance)

allows us to comapre data from two OR MORE groups to see if there is a significance different between the groups. Shows the variance between the differenct groups. If only examining two groups, ANOVA p-value will be the same as T-test P-value. Summary: shows the data we analyzed. In ANOVA, we look at two important things. SS: "Between groups" sum of squares, tells us how much variation there is between groups. P-value: Shows if this difference is statistically significant.

t-test

allows us to compare data from two groups to see if there is a significant difference between the groups. we use a t-test to come to a more objective, data-based decision on the meaning of the outcomes, instead of basing it on best judgement. Can do so by looking at the p=value

Construct

an abstract concept that is specifically chosen or created to explain a given phenomenon. ranges from simple and unidimensional (weight) to complex and multidimensional (employee satisfaction).

trait-based scales

are used to assess attitude and personality variables such as commitment, creativity, loyalty, and initiative. they provide little insight to the person being coached. Unless the traits are defined behaviorally, they are too vague, subjective, and ambiguous to be useful. Without workable definitions to define commitment and other apparently desirable traits, this appraisal tool reflects little more than the caprice of the appraiser. "An employer has no business with a man's personality. Management and manager development should concern themselves with changes in behavior likely to make a man more effective."

Self-report questionnaires

asks for info about the individual respondents Information obtained: Biographical information, attitudes, opinions, knowledge. Can be obtained through a questionnaire or through an interview

Pessimism

attribute of helplessness when felt on a long-term basis "Can't do mind set"

Mean

average, most commonly used, add up all values and divide by the number of values.

search engines have two levels of search options

basic: using keywords, can go along way, most effective with precise terms or a name, generates a list of references to web sources ranked on frequency and location of occurance of the words. Basic will not work for vague keywords, too broad, or too specific. adanced: offers a range of other search devices to assist in the formulation of a more precise search. Allows you to be more specific about the combination of words in the search statement by using the boolean operators.

improve decision making

broaden decision frames in three ways: 1. consider multiple objectives and issues 2. Evaluate alternative expected outcomes that could arise 3. Consider multiple alternatives, not just the first ot arise

High goals

does not lead to exhaustion, but well-being increases when high. Higher goal-attainment lead to higher sense of well-being in goal attainment.

self-management

can do mindset, teaches people to discover root of their problem and to set goals to resolve it, reward success and punish failure, monitor their own behavior. 6 steps of program: 1. List the reasons for this problem 2. Set a specific goal. 3. Monitor personal success. 4. Provide a personal reward or punishment, depending on progress toward the goal. 5. Create a personal contract. 6. Prevent relapse. In the fifth step, the employee summarizes planning for the first four steps by putting in writing the goal to be attained, the time frame for attaining it, along with the self-administered rewards for attaining the goal and the punishment that awaits failure. The self-written contract should also specify the behaviors that will enable an employee to attain the goal. Step 6 is about warding off a return to former behavior. become high performers with a strong can-do mindset

The people we list to closely

can influence the way we see the world

case example 2

canadian firm: plan for a merger from smaller firm. Plan: Integrate IT finance and facility of the two firms 'back offices' to create economies of scale. Front and legal practices remain seperate. Cultures differ widely, create problem? Asked people who had experienced it and said it would cause serious problems and clashes. How did scientific literature help? online database: The metaanalysis confirmed the partners' judgment that there was a negative association between cultural differences and the effectiveness of the post-merger integration. But this only involved high integration, not low. In mergers that required a low level of integration, cultural differences were found to be positively associated with integration benefits. In case of the two law firms, the planned integration concerned only back office functions, making the likelihood of a positive outcome higher

Case example- Merger and cultural differences

canadian firm: plan for a merger from smaller firm. Plan: Integrate IT finance and facility of the two firms 'back offices' to create economies of scale. Front and legal practices remain seperate. Cultures differ widely, create problem? Asked people who had experienced it and said it would cause serious problems and clashes. How did scientific literature help? online database: The metaanalysis confirmed the partners' judgment that there was a negative association between cultural differences and the effectiveness of the post-merger integration. But this only involved high integration, not low. In mergers that required a low level of integration, cultural differences were found to be positively associated with integration benefits. In case of the two law firms, the planned integration concerned only back office functions, making the likelihood of a positive outcome higher __________ Will cultural differences impact a successful merger? p= What kind of population are we talking about? O= What kind of outcome are we aiming for? P/C= How is the assumed cultural differences assessed? Is it personal views or valid? P= What is the population? The back offices of the 2 orgs I= What is the intervention? Merging, changing, integration of back office. C= What is the comparison? does merging create economy of scale or not? o= What is the outcome? Economy of scale c= What is the context? Canadian health care organization and smaller, different organizations, both in healthcare, different cultures. Focused question: Does a difference in organizational culture affect a successful integration of back-office functions during a merger between two healthcare organizations of unequal size?

Benchmarking

copied the practices of others because it seemed pragmatic and would cut costs. A single-benchmark tactic: Managers using this tactic copy the practices of a single organization or work unit thought to have high prestige, and then tailor these practices to fit their need. Failures stemmed from difficulties that arose as the transported idea was modified to fit the needs of its new user. The structure that evolved to fit this situation offers no guidance in forming a governance structure for the University of Minnesota, with its more competitive environment. integrated benchmarking examined the practices of several organizations or work groups, identifying the best features from each. An amalgamation of these practices produced the solution.

Understanding turnover costs

costs time and money= 90 to 200% of annual salary from turnover. two primary types of costs associated with voluntary turnover: 1. seperation costs: 2. replacement costs:

Collect data to diagnoe and adapt cause-effect to a particular contex t

data to help organizations determine an appropriate strategy can come from several sources, including the retention research summarized earlier on the strength of relationships with turnover and on specific human resource practices, best practices drawn from the experi ences of other organizations, and benchmarking surveys. oyees (e.g., highly important or pivotal ones). The data to help organizations determine an appropriate strategy can come from several sources, including exit interviews, post-exit sur veys, current-employee focus groups, linkage re search, predictive survey studies, and in-depth qualitative studies.

operational definition

defines a construct in terms of how it will be empirically measured

Y

dependent variable (outcome) we are trying to predict

Descriptive statistics

describe features of the data in study, simply summaries of sample and the measures. Formt he basis of virtually every quantitative analysis of data.

Frequency distribution

describes a single variable, a table or graph of frequency. Looking at quantitative data, divided into mutually exclusive and collectively exhaustive classes showing the number of observations in each class. AKA histograms or bar charts.

relevance

determine how applicable the information is for your purpose

currency

determine if the date of publication of the information is suitable

Authority

determine if the source author, creator, or publisher of the information is knowledgeable.

purpose

determine the reason why the information exists

Accuracy

determine the reliability, truthfulness and correctness of the content

Constructionist, romantic, neopositivist, what are they?

different views on the nature of knowledge and how it is generated.

One-tailed test (P(t<=t)

directionality is implied; the hypothesis is that one group will be larger/smaller/greater/lesser than the other. One-tailed because you expect one group to do ____ than the other.

performance apprisail

discourages rather than motivates employees Given by someone who doesn't want to give it to someone who doesn't want to get it. Poorly implemented increases employee burnout

Problems with management

disregarding sound evidence and relying on personal experience or the popular ideas of management gurus is daily practice. Although all management practitioners use evidence in their decisions, many pay little attention to the quality of that evidence. The result is bad decisions based on unfounded beliefs, fads and ideas popularised by management gurus. The bottom line is bad decisions, poor outcomes, and limited understanding of why things go wrong.

violating an unspoken contract can lead to

distrust, resentment, and indignation. violating a psychological contract can kill motivation because it is seen as unjust. Ultimately, such a violation will result in your employees' wanting to leave the company.

self-efficacy

does fall within managers domain

system two thinking

eflective: thinking is slow, effortful, deliberate, learn to drive, when the stakes are high.

groupthink

employees agreeing with that which they know is wrong so as to be seen by you as team players.

the winning hand

everything done is based on player's decisions to visit, or not visit. Other companies tried this but also focused on facilities, while they have competitive advantage by using human capital and tech systems to get to know their customers better.

show how to managers applied the idea in this book to achieve remarkable results at very different companies. This provides

evidence of how an inspired managers can use the tools to bring about significant change under differing circumstances `

Satre's vision

expanding the corporation's gaming business outside Nevada and Atlantic city, seeing geogrpahic diversitifcation as an opportunity to introduce Harrah's brand to new customers and to insulate the company from regional economic vagaries. Does not think that building grandoise things would return capital.

outcome exptectancies

expectations for the outcome of a given behavior People will not do what is needed to succeed unless they believed that there is a link to those actions and a desired outcome. Help people develop accurate outcome expectancies, arms them with resiliency to recover quickly from setbacks

Regression analysis

extension of correlation analysis, examine relationship between variables BUT measures the relationship between two QUANTITATIVE variables with a linear equation. Use data to estimate values of slope and t-intercept, values of a dependent variable by aking information about independent variable into account. We can say there is a relationship AND estimate the value of a dependent variable. Allows us to make predictions, rather than just report relationships. "As this increases, this is HOW MUCH the other one increases"

interviews

face-to-face verbal exchanges, one person attempts to achiqueire info from and gain understanding of another person. inter-change of views between two persons conversing about a theme of mutual interest (

What is an interview

face-to-face, verbal exchanges in which one person, the interviewer, attempts to acquire information from and gain an understanding of another person, the interviewee. An Interview may focus on attitudes, beliefs, behaviors or experiences. Produces non-numeric (qualitative) data. Time-consuming, not guaranteed to get the info you seek, response rate may be better, allows for follow-up questions, may offer more insight/detail. Type of qualitative data collection.

Why use empathy box

find out why employees aren't committed to your goals, why they are resisting, and let's you get clues for how to gain their commitment. Understand the outcomes they expect, and your understand their behavior. Take action to change people's expected outcomes, andin turn will change their behavior.

How should I write up the interview data in my findings section?

findings found under heading reflecting the main themes that have guided the analysis. If findings do not align with research question, adjust questions. Sub-themes under main themes, using quotes, match text. the divergence of opinions is in itself significant, and should be reported. presentation of findings can be significantly enhanced by appropriate use of tables (including text, not numbers), diagrams, and other devices that summarise and analyse the data

descriptive statistics

first analysis performed with a dataset, sjhows what the data looks like. Correlation analysis is the step afterwards

Develop an affective vision stategement

first must identify with their group, see where they are going, develop a vision that appels to affect. Vision statement: unite people under a common goal, develop a strategy to attain that goal. Shows why goals are worth pursuing

Focus group interview vs. focused interview

focused interview: limited to several people being brought together to discuss their views on a topic, may be asked about their reasons for a view. focus group interview: confined to a specific topic area where the emphasis is on interaction within the group. study ways through which members of the group collectively make sense of a topic and construct meanings around it. allows people the opportunity to probe each other's reasons for holding a certain view, can modify answers and debate depending on others views, which is not possible in the focused interview.

retention management focuses on...

focuses on voluntary turnover, often individuals the organization would prefer to retain focuses on dysfunctional turnover focuses on avoidable turnover

Private organizations

for-profit firms that offer products and services paid for by consumers

Strategic planning group

formed that draws its members from the organization's board and its top manage ment, and is expected to create a plan

Three concrete steps to coach your team to success: GROW

forur aspects of an effective coach: 1. Goal setting: short and long term, how, SMART? 2. Reality checking: explore the current situation 3. Options: course and actions 4. What is to be done and when represent a path to action

Effective training and development tools in practice

functional self-talk: internal dialogues, functional positive dialogue can help succeed, dysfunctional not so much. Teach them functional self-talk using: 1. Develop awareness (increase awareness of negative thoughts and how they effect behavior) 2. Recognize alternatives (transition statements, counter with realistic positive statements) 3. Replace negative thoughts with positive ones (talk yourself up, verbalize action) 4. Prevent relapse (generate ways they can fail and coping responses,

data-driven marketing

gather more and more specific information about customer preferences, run experiments and aalyses ont he new data, and determine ways of appealing to player's interests. Information in database + decision-science tools = predict individuals customers value, marketing interventions that profitably addressed player's uniqueness. the more they appeal, the more money spent.

Setting employee goals for high performance

goals can be used for motivation, must be challenging to attain and specific in nature. Diffculty and job performance = direct relationship. High goals inspire to put in more effort and persistance than moderately difficult or easy goals. Specific goals lead to higher performance. Difficult and specific allows to judge employees effectiveness, seeing if they are successful. Success does not depend on the absolute level of employee's performance, it depends on their perofrmance in relation to established goals. The greater their success in attaining high goals, the more employees experience job satisfaction and happiness. Attain high goal, feel satisfied and like task more- satisfaction in job well done. Validates persons effectiveness, competency, job satisfaction. Experiencing success depends on performance IN RELATION TO ESBALISHED GOALS.

Participatively set goals

goals set following discussion with employees led to higher performance than goals assigned by a manager. Participatively set goals higher than goals assigned. Commitment was the same.

Satre's goal

good service to them, encourage loyalty to the company's brand.

What is evidence-based practice?

good-quality decisions should be based on a combination of critical thinking and the best available evidence. Seeks to improve the way decisions are made, approach to decision making and day to day work practice to critically evaluate how much they can trust evidence. Evidence-based practice is about making decisions through the conscientious, explicit and judicious use of the best available evidence from multiple sources by 1. asking 2. Acquiring 3. Appraising 4. Aggregating 5. Applying 6. Assessing

Harrah's

has most devoted clientele in casino industry, 16 straight records of same-store revenue growth, 4 billion in revenue, 235 million in net income in 2002. Increases customer loyalty: 1. Use database marketing and decision science based analytical tools to widen the gap between us and casino operators who base their customer incentives on intution then evidence. 2. deliver the great service that consumers demand.

Search engines

used to search web resources and bibliographic databases

Learning for role models

help imrpove self-efficacy identify role models, best person on your team, not often best choice to model, find a model with whom your employee can identify with. Mastered or in the process. If you compare to someone outstanding, efficacy can get lower, did not see in same league as the benchmark org, need to reroute, "If they can do it, so can we"

Why is correlation important?

help us see how two variables are related, initial understanding of potential patterns in the data, building block for more sophisticated forms of analysis. Highest value you can have is 1.00

a positive internal dialogue can

help you succeed

key employees

high performers and employees with high-demand or difficult-to-replace skill sets

retention management

high unemployment rates have littl eimpact on the turnover of high-performing employees, or those with in-demand skill sets. Aggressive recruitment and retention rates are the same.

Self-talk aka internal dialogue

hold key to performance, when we actively infleunce our thoughts to think positively, we can expect positive outcoes, and the opposite is true. Think negative, ensure negative outcome. The four-step process for self-talk enable them to turn dysfunctional thinking to function that engenders high performance

Example of a question

how does age of a home, mean outside temperature, and level of attic insulation influence home heating costs?

Feeling of helplessness is not

innature or unchangeable

Cognitive ability

intelligence tests, assess verbal and quantitative skills. Although predict performance, controversial. Different racial groups perform differently. American Psychologist shows that these tests are excellent for predicting a wide range of short-term and long-term academic and job performance, and that these tests do not underpredict the performance of minority group members. Basing hiring on this affects diversity, which has strong advantages. Diversity is imperative to effectiveness and competitiveness.

Intervention

intervention the most successful, and the least frequently used, approach to implementation. middle managers can dramatically increase their prospects of success by using intervention. After a solution was found, these managers intervened again to facilitate implementation by showing how performance could be improved. Using information to show that this had an impact, hoping that the implemented decision will continue because people see the value. Yet only used 7%.

Intervention

intervention the most successful, and the least frequently used, approach to implementation. middle managers can dramatically increase their prospects of success by using intervention. After a solution was found, these managers intervened again to facilitate implementation by showing how performance could be improved. Using information to show that this had an impact, hoping that the implemented decision will continue because people see the value. Yet only used 7%. Cons: More effort, need data to compare and do not always have that

4 Tactics Used to Implement Decision Stages

intervention, participation, persuasion, and edict.

positicist model of reality

interview process is assumed to give direct access to knowledge that already exists in the mind of the interviewee. But in reality, see an interview as a professional conversation in which knowledge is constrcuted in the ineraction.

system one thinking

intuitive: thinking and impressions for action flow effortlessly, produces a constant representation of the world around us, not consciously focusing on how to do things, we just do them. Most of the time, this determines our thoughts. As system one makes sense of visual cues, memories and association, it suppresses alternative stories. We have no way of knowing if we have these errors and what they are. But the fact that people are not aware of their own biases does NOT mean they cannot be neutralized at the organizational level. People are infleunced by the collective- we can check others thoughts and improve their judgement.

Misconception #5: A simple one-size-fits-all retention strategy is most effective

investing significant resources in retention initiatives without understanding the nature of turnover in a particular context is unlikely to maximize the return on these investments. Effective evidence-based management requires integrating multiple sources of data within a particular context ate gic, evidence-based approach to addressing turn over requires the ability to diagnose the extent to which turnover is a problem and adapt an under standing of underlying retention principles to a org context retention management: ongoing diagnosis two primary types of retention strategies: systematic strategies (based on general principles of retention management are intended to help reduce turnover rates across the board, and target strategies O(more specifically on organization-specific turnover drivers and are intended to address organization-specific issues and often to influence turnover among certain populations of employees. Not mutually exclusive, need general retention and data collection. Focus on data collection though.

People quit because they are dissatisfied with their job

is a predictor of turnover. Job dissatisfaction might be the driving force in fewer than half of individual turnover decisions. 1. Alternative paths to turnover: Unfolding model of turnover identifies four primary paths to turnover, ese paths to turnover are often initiated by a shock: an event that leads someone to consider quitting his or her job. Shocks are expected or unexpected (certification or mistreatment), job related (pass over a promotion) or non-job related (spouse not doing well), positive (receiving a job offer), neutral ( a merger announcements) or negative (receiving a negative performance evaluoation) PAth 1: leaving an unsatisfying job. Look at workplace conditions, attitudes, and managing common causes of dissatisfaction. Path 2: leaving for a more attractive alternative, focus on competitive in terms of rewards Path 3; have plans in mind that consider quitting, like quitting after you finish something. link rewards to tenure. Path 4: quite despite relatively satisfied, without a script in place, without an alternative. Impulsive from negative shocks. Investigate type of shocks, realistic job previews, clear communication, support mechanisms. 2: Job embeddedness: Why they stay, the multiple ways employees become embedded in their jobs and their communities over time. over time, people develop connection and relationships, leaving would be harder. Three types of connections: links, fit, and sactifice.

successive fractions

is an approach that can be used to reduced a large or too large set of documents. Searching within an already retrieved set of documents can be used to eliminate less relevant or useful documents

Database information

loyalty strategy based on same-store sales growth the goal is to get a customer to visit your store regularly, give reasons to be loyal, developing a friendly relationship. Discovered 26% of there gamblers who visited Harrah's generated 82% of revenues. They were not high rollers, they were actually locals with normal jobs. They responded better to free chips than meals or compd rooms. Get "customer worth" the amount we could expect the customer to spend not just during one evening but over the long term. Focus over time, happier spent more time gambling per year.

Variable-interval reward schedule

lucky bonus day, predetermined variable schedule. Give people ab onus for coming to work every twenty-two days. Sometimes happen back to back. Slot machine approach. be sure that behavior you reward is behavior you want to see.

Public organizations

made up of governmental agencies funded by tax dollars.

typical executives

math and statistics background amounts to a college class or two, might know spreadsheets, but may not understand or know much about analytics. AKA a non-quant.

Ordinal

measurement the attributes can be rank-ordered. For example, on a survey you might code Educational Attainment as 0=less than high school; 1=some high school.; 2=high school degree; 3=some college; 4=college degree; 5=post college. In this measure, higher numbers mean more education. But is distance from 0 to 1 same as 3 to 4? Of course not. The interval between values is not interpretable in an ordinal measure.

Interval

measurement the distance between attributes does have meaning. 0 is not meaningful

questionnaires

measuring instruments that ask individuals to answer a set of questions. Wide variety of applications in org research. Questionnaire construction is invariably an imperfect research activity. Time-consuming and challenging. Challenging when abstract constructs measured. Should consider alternatives. Ask: 1. Should you use written or interview? 2. If designed to obtain info about individuals, should it include outside observers or just individuals reporting on themselves?

Medical field

medical care should b based on latest + best knowledge of what works. David Sackett: the conscientious, explicit and judicious use fo current best evidence in making decisions about the care of individual patients. Apply research, it is out there, only 15% of decisions are based on evidence for physicians, as with medicine management is and will liekly always be a craft that can be learned only through practice and experience- can practice more effectively if guided by logic and evidence. Always seeking knowledge. Practitioners trust their own experience then research, experiences feel more real then words, doctors have suppliers who downplay risks, but good drugs may not be advertised well.

turnover predictors

meta-analysis: a technique used to summarize the results of numerous individual studies into a single, useful estimate of the strength of a relationship. Meta-analyses of relationships with turnover 1. positive, as the predictor increases turnover increases. negative, predictor increases, turnover decreases. predictors of turnover: 1. withdrawal process, turnover intentions and job search 2. Org commitment and job satisfaction. 3. Relationships with employees/supervisor/manager 4. Role clarity and role conflict 5. Job design and the work environment matter Pay may NOT matter, pay increases may not always be the most efficient way to address turnover issues. Educational, marital status, sex and race only are weakly related to turnover

Questions: Durign the focus group

moderator asks important questions, sensitive left to end, listening equally. Non-reflective listening: non-judgmental approach requiring minimum physical and psychological repsponses to other, encourage them to talk. NOT "Mhhmm or nodding head" Reflective listening: way of getting shy participants to talk, non-judgmental, attempts to clarify what has been said. "So do you mean this? "

Factors that ifleunce success of focus group

moderator's style of questioning, personal appearance, time given to participant's response, moderator's body and non-verbal language, eye contact and general warmth towards the group

third-sector organizations

private, not-for-profit or ganizations, such as the bulk of U.S. hospitals, charities, symphony orchestras, and professional societies.

Authors

professional roots in the library and information management, extensive experience in the delivery of research methods courses, dissertation supervision at undergraduate, master and doctoral level.

The role of hte moderator

moderator: job is to carry out interview, important key to collecting rich and valid insights from group participants. The task of the moderator is to listen actively, pick up on cues from what participants say or seem to want to say, and be sensitive to what participants consider important. A moderator should talk as little as possible but since a major function of the focus group is to encourage interaction, a moderator will use prompts to encourage a view that is tentatively advanced and will probe participants to more fully express their views. Do not have to ask all questions but main points

Set 3-7 goals

need to be few in number. If you have too many, stressed and frantic, lose focus on goals, cheery-pick easy ones, procrastinate the hard ones.

watch for biases

need to recognize how your apprisail ratings can be affected by unimportant factors: Watch for: Biased based on accepted social norms: mainstream social norms, do not rate lower because they smoke. Bias based on gener: Men typically evaluated more effective than women, women often devalued when appriaiser is male. If more men, lower perfromance score for women. Yet, there were no performance differences between men and women on any objective measure. Bias against top performers: hestitating to give people what they deserve, afraid they will become lazy, but this is not true. They will continue to work hard to ensure this level of excellence, hopefully.

Stay engaged

need to remain engaged in the process of strategy execution, show attention, support, try to get away from group think.

performance management

needs to start off with the right kind of appraisal with committed, ongoing coaching

What counts as evidence?

nformation, facts or data supporting (or contradicting) a claim, assumption or hypothesis. Scientific research, company observations, professional experience. Legal terms: eyewitness testimonies and witness statements to forensic evidence and security-camera images Regardless of its source, all evidence may be included if it is judged to be trustworthy and relevant.

Cornell Job Description Index JDI

nine items to measure satisfaction with pay, can indicate yes, no, or cannot decide.

Two-tailed test (T<=t)

no directionality is implied; the hypothesis is simply that the groups are different from one another.

Moral obligation

no matter where you work we have a moral obligation to use the best available evidence when making a decision. We can do this by learning how to distinguish science from folklore, data from assertions, and evidence from beliefs, anecdotes or personal opinions.

plentiful opportunities become an especially difficult issue for tention

not only do employees have high ease of movement, but they may also be more difficult to keep satisfied

confirmation bias

people ignore evidence that contradicts their proconceived notions

goals and goal orientations come in two types

performance and learning performance goal orientation: focus too much on performance, lack a high-performing mindset, look good in the eyes of others. Actively avoid taking risk of seeming incompetent. Seek assignments they can perform effectively. Learning goal orientation: seek to master new skills and knowledge. Enjoy challenging, difficult projects, seek constructive criticism, willing to explore the unknown, seek feedback People with a learning goal seek to master new skills and knowledge. best. Managers with a learning goal orientation believe that employees are capable of continuous improvement.

What fails

performance appraisals 1. bottom line 2. trait-based measures does not deliver productivity

Who would miss us if we were gone?

pinpoint the customers and what behaviors are needed to retain and grow an organization's customer base. Paper company found they were the news source for local, but not for global this way.

Identify cultural values of the country

projecting your values on people from other cultures damage motivation, interpersonal communication, and the overall performance of your workplace. High-context cultures: Reading between the lines, understanding what is said. Low-context cultures: explicitly delineated- what you said is what you mean. Don't do signals.

goals

provide a road map to unite and focus the efforts of your team, helps personal effectiveness, leads to higher performance if SMART. If committed, better. 1. Set high but attainable goals 2. Set three to seven goals 3. Set the right kind of goals 4. Set goals for an uncertain future

books

provide a summary of current ideas, discplines such as business and management and Inofrmation systems, regularly updated. Have references and a bibliography. A good book is: • relevant to the research topic; • written by an authoritative author; the biographical details given in the book will summarize the authors experience in the field; • up-to-date, as signaled by the publication date; • published by a reputable publisher in the discipline; • one that includes extensive reference to other associated literature; and is • clearly structured and well presented, and easy to read.

Breaching the unspoken agreement on expectations

psychological contract: Implicit agreement between you, set of unwritten expectations between an employee and an employer. Promise of reciprocity in exchange for action. Allows for cooperation and trust under conditions of uncertainty. 1. Employees expect to be treated with: dignity, worth, expectation you will provide opportunities. 2. Employers expect: Commitment, productivty, etc...

R-square, coefficient of multiple determination

r^2, proportion of total variation in the dependent variable (Y) that is explained or accounted for by the variation in the independent variables (X1, X2... X4). ____ pecent of the variation in (Y) is explained by (X1,X2, X3...). Each independent variable added makes R2 value larger, which can be a problem.

Ten-step guide to changing employee behavior

real change requires ongoing coaching. `. Explain behavior, be straightforward, not hostile, you don't want them to get defensive. 2. Explain why a change in behavior is necessary. If they see your reasons, more trust. 3. Ask employee for explanation about what has happened. Are there other reasons? If so, stop here. 4. Focus on one behavioral issue at a time, stick to the issue. 5. ask your employee for solutions on how to change the behavior. Offer ideas. 6. Offer your own solutions, may have different insights. 7. Summarize the commitment you hear from your employees. Make sure you understand and they understand. 8. Set a follow-up meeting, need commitment and accountability. 9. Document coaching conversation if it does not go well. If leading to disciplinary action, you should document it. Gave employee a chance, keep impartial and factual, free of personal opinion. 10. Praise employee's changed behavior, I appreciate your hard work, you believe they can change, do not carry a grudge, able to move one, show your are an evidence-based manager.

Item wording

recommendations are hard to make because of uniqueness of studies. Recommendations: 1. Keep respondent in mind: most important, do not overestimate knowledge and interest, do not ask for info that they will not/can not provide. 2. Make it simple: Easy to understand, simple words, do not use technical words and jargon if avoidable. 3. Be specific: Clarify who, what, when, where and how for reference. 4. Be honest: Easy to manipulate results because of sensitive item wording. Examin for biases and leading questions.

addressing the growing importance of turnover

reducing turnover rate is linked to performance growth, orgs and maanger who have a shared understanding of turnover effects and trends may achieve a competitive advantage

Planning and organising focus groups

reflect on purpose of study, organize thoughts, ask questions: 1. Why is study important? 2. Consequences of not conducting study? 3. What types of info will study provide? 4. How will info be used? careful preparation will be required so as to ensure the interview runs to plan. To field a focus group requires that the researcher give careful time and attention to how they will prepare for the session. Planning can be deceptive. It may appear simple but can be the most complicated stage of the focus group process. helps to keep the study on course and allows the researcher to complete the study within the time schedule.

Excel output

regression coefficient: P-value .05 cutt off for statistical significance. Multiple R (Correlation coefficient): Scale method of telling strength of relationship. .25 weak, .5 moderation, .75 strong Usign values from excel we can complete our equation

After the main focus group topic

reiterate purpose of focus group, summarise what was said, ask a final question, ask if anything left out, thank you and closes.

Peter Drucker

repetitions of familiar problems cloaked in the guise of uniqueness.

Correlation table/matric

report correlations on statistical signifiance, mean, standard deviation and reliability level.

new system: total Rewards

reward customers for spending in ways that added to their value, all customers aspire to higher levels of achievement and reward. Three tiers: Gold, Platinum, and Diamond Cardholders based on their value. Platinum and Diamond= greater levels of service, inspirational element, they want quick service with 3 different lines at the reception desk, visible differentiation in customer service. Drives customers to earn a higher-level card. Set up triggers in the database and analyzed customer response to those triggers. strategy depended on the ability to combine data from all of the properties, so customers could use their reward cards in multiple locations. database told them exactly what the patterns of play were in casinos, could tell the appeal of each machine.

Limits of descriptive statistics

run the risk of distorting the original data or losing important detail, but still provides a pwoerful summary to make comparisons

Median

score found at the exact middle of the set. Put in numerical order.

Response styles

scores are critical for validity, value is determined by quality of scores and is most important over items and scaling formats. so what effects scores? characteristics of individual and environment completing questionnaire. 2 tendencies that infleunce self-reporting responses: 1. social desirabilotu: present yourself in a publicly favorable light, expressing approval on what they believe others approve of. 2. response acquiescence/yea-saying: to agree with a statement, reagrdless of content,

construct validity

scores obtained from measures, not the measures themselves.

Effective leaders

seen as fair, giving people a voice.

Types of participants

segmentation: Structuring group to match carefully selected categories of participants. Linked to homogeneity in make-up of focus groups. Permits free-flowing discussions among participants. ensure every member of group is able to contribute, comfortable, homogeneity in background NOT homogeneity in attitudes. In some instances: heterogeneous group may be appropriate if for exploratory purposes. Use diverse group, consider sex, age, race, and social class. Strangers are NOT preffered, social scientists suggest acquaintances can work as well.

values

serve as a guiding principle in the life of a person same is true for org culture, affects guiding principles for what an employee should do.

There is little you can do as a manager to deal with people who have

severe self-esteem issues

web resources

simple, wide rang of information. BUT each org has their own message to communicate, reason for making the information available. Hard to evaluate. for gathering data, NOT for input to a literature review. May show statistics or company information for research.

Real challenge in motivating staff

smaller daily successes

coach team to success

team needs year-round cyclical coaching for high performance. Coaching and training increases employee motivation by 88 percent. Managers challenged their employees daily, instilled confidence, expand their talents to attain desired goals.

Situational hiring

the moment a service is delivered, that one person, that single server, is the organization for the customer. Relationship between intentions and behavior at work. Focuses on future: What would you do? Candidates answer same questions, a behavioral scoring guide is made to assess answers. Situational hiring allows managers to get good job-related info from candidates and a reliable assessment measure. 1. Each question shows a dilemma, state what they believe they would do on the job instead of what they want to hear. 2. Conducted by 2 + people, someone from HR and the manager. The dilemma in each question forces applicants to state what they would actually do on the job.

How do I decide the questions to ask?

the origin of the research questions influences the choice of interview questions. Decide what question to ask based off of inductive or deductive research. Research that is informed by previous theory and research is described as inductive. You INDUCE results from OTHERS findings. Deductive research is where the researcher deduces theory from the data that they have gathered PERSONALLY; interview questions are likely to be generated based on experience or practice. Purely deductive research is difficult to conduct, analyse, and write up and new researchers should take this into account I choosing their approach many studies are inductive/deductive, being informed by both theory and practice.

Avoiding demotivation

the risk of demotivation lies in employee perceptions of unfairness in the workplace

Conceptual frameworks

useful tool in developing an understanding of subject area

What is the evidence for evidence-based practice? Is it the best approach to decision-making?

there is plenty of scientific research that suggests that taking an evidence-based approach to decisions is more likely to be effective. Humans make errors. We know: 1. Average forecasts are more accurate then personal experience 2. Professional judgment on hard data are more accurate then individual experience 3. knowledge derived from scientific research more accurate than opinions of experts 4. A decision based on the combination of critically appraised evidence from multiple sources is better then a single source of evidence. 5. Evaluating outcome improves org learning and performance, especially in novel and non-routine situations.

mental practice aka visualization

thinking about a task before taking action, help master both physical and mental activities. Visualizes themselves taking concrete steps to attain their goal, mentally rehearse HOW they will attain each goal. It increases self-efficacy, belief they can improve their own job performance. The greater the tasks cognitive/mental component, the greater the benefit three elements to teach mental practice: 1. step-by-step procedures for acquiring a specific skill 2. Instructions for people to visualize themselves putting those steps into action 3. Ways for people to use one or more of their five senses as they imagine themselves performing the task.

Define turnover

three dimensions: 1. Voluntary vs. Involuntary: initiated by the employee or initiated by the organizationbecause of poor performance. 2. Dysfunctional and function turnover: harmful to the organization because high performer, or not harmful because easy to replace. 3. Avoidable vs unavoidable: occurs for reasons that the org may be able to influence vs. occurs for reasons that the org has little control over (health,moving, etc..)

Named scaling formates

thurstone scale: attitude scale, favorable and unfavorable, twenty items. behavioral anchored oversation or rating scale: measures behavior and rating performance. likert scale: measures attitudes, agree or disagree. Semantic differential scale: good-bad, strong-weak, and active-passive, esbalishes meaning, attitude towards the object.

Develop a vision statement

to craft a vision statement with your employees that has an emotional appeal and conveys a sense of altruism in a way that is concise and memorable, and one that is in their words. Appeal to the heart to make the vision a reality. Affective vision statements do not appeal to intellect

Add a + b

to get answer per ___. In this case, overall January monthly bill.

Loss aversion

too cautious

loss aversion

too cautious

Method to enhance customer loyalty

total gold, a player program card. Incentives, rearded for playing.

there is no single appropriate formula to determine turnover cost, what is important is that an internal conensus within the org and that the metrics used are appropriate

true

The challenge of avoiding biases: why it is hard to recognize your own biases.

two modes of thinking: 1. intuitive: thinking and impressions for action flow effortlessly, produces a constant representation of the world around us, not consciously focusing on how to do things, we just do them. Most of the time, this determines our thoughts. As system one makes sense of visual cues, memories and association, it suppresses alternative stories. We have no way of knowing if we have these errors and what they are. But the fact that people are not aware of their own biases does NOT mean they cannot be neutralized at the organizational level. People are infleunced by the collective- we can check others thoughts and improve their judgement. 2. reflective: thinking is slow, effortful, deliberate, learn to drive, when the stakes are high. Add a systematic review of recommendation, a process, one aimed at identifying the biases that may influence the people putting forth proposals.

Information from a range of sources

type and who provides appraisail matters. Appraisail: multiple sources, key to a complete, relatively accurate picture of an employee's performance. people do not act the same with everyone. How employees interact with you is not necessarily how they behave with colleagues. For that reason, perceptions of an employee's performance often vary among subordinates, peers, and supervisors, and so multi-source feedback can provide an integrated, holistic view of an employee, offsetting the biases of an appraisal from any single vantage point. The picture that 30-degree appraisals provide is both more complete and more accurate than relying on just your perspective. Nevertheless, each perspective in an appraisal has pros and cons that you need to be aware of.

Which is best of the 3?

use all 3

observers

use questionnaires to record descriptions and evaluations of organizational and individual variables. They look at patterns and describe relationships.

Edict

use their power to issue a directive that announces a decision. This is done without consulting with people who have stakes in the changes the decision would bring. Managers know that they must rely on their power to issue an edict, but believe that their prerogatives and the need for timely action make this justifiable. They seem unaware of the high rate of failure of an edict. Failure can be traced to under estimating that amount of power needed because people resist the appearance of being forced to comply

sixe evidenced-based techniques

use to train your tema to accomplish goals, inexpensive, straitforward, powerful and proven to work.

Maintaining company culture

value and behaviors that are reinforced and that differentiate from other orgs. Sell org values to people as aggressively as products, understand so employees can make appropriate decisions, tell about your org heroes to increase confidence. Sell your org values to people. What companies do: 1. Actively teach company values: disney stresses to its employees the importance of four vompany values: safety, courtesy, show and efficiency. 2. Share stories of org heroes: American express tell stories about great performers. 3. Take a personal role in maintaining their organization's culture.

Subordinate appraisail

you must be responsive to your employees' needs, doing so generates better performance. It's also a way to attract talented people. upward feedback, Collect anonymous feedback on each of your employees from their subordinates. subordinate appraisal is shown to lead to a significant improvement in a manager's behavior. For managers, I recommend categorizing feedback from subordinates into four piles and then sharing the data with the raters: Pile #1: Positive Feedback. For this pile say, "Thank you. I appreciate your recognition and support." If there are instances where you want clarification, ask for it: "You rated me higher on behavioral item #8 than I rated myself. Tell me what I am doing well so I will continue to do so." Pile #2: No Action. It is unlikely that you will take action on everything that is asked of you. However, you must explain to your people why. For example, middle and senior managers who are paying top dollar to be enrolled in our executive MBA program often argue that I should dispense with the final exam. "No way," I reply. "The moment the street decides that the E in your EMBA degree stands for 'easy' rather than 'executive,' your degree becomes worthless. The exam is on Friday." The managers quickly understand this logic. Pile #3: Done Deal. This is the feedback you will act on immediately. For example, if I get feedback suggesting that I should show up for an EMBA class fifteen or twenty minutes early so the managers can talk to me, that's a done deal. I'll be there. Pile #4: Help Needed. Some feedback requires me to ask for help: "I agree with the feedback, but I need your help in making the change." If my students ask me to give them more discussion time in class, but also to cover additional subject matter, I'll need their help since that appears to be a conflict for the same limited resource. A word of caution. Don't seek the input of your subordinates unless you intend to take their feedback seriously. Failing to do so will worsen your relationship with them.

Results you want as a manager

you must turn your vision into their reality. Set specific goals, hold accountable, clarify critical steps, align performance metrics with goals, send a clear signal about the importance, remain engaged. Which gets measured gets done.

What works? Need to understand the outcomes your people expect

you will understand why they do what they do