BUSMHR3230 Organizational Behavior & HR

Rita, who recently moved to a new city, evaluates several insurance portions from her new employer. Owing to her recent medical issues, she wants to choose health care providers, even if seeing them costs more than seeing the providers in a specific insurance network. Which of the following health care plans is Rita most likely to find suitable for her needs?

A Preferred Provider Organization

Transitional Matrix (Determine Labor Supply)

A chart that lists job categories held in one period and shows proportion of employees in each of those job categories in a future period 1) Where did people in each job category go? 2) Where did people now in each job come from?

Transitional Mix (Forecasting - Labor Supply)

A chart that uses job categories held in one period and shows proportion of employees that stayed or went somewhere else Answers 1) Where did people go? 2) Where did people now in job come from?

Problem

A gap between an actual and desired situation.

Health Maintenance Organization (HMO)

A health care plan that requires patients to receive their medical care from the HMO's health care professionals, who are often paid a flat salary and provides all services on prepaid basis

Organizational Behavior Modification

A plan for managing behavior of employees through a formal system of feedback and reinforcement.

Which style of leadership is resonant (builds a strong sense of followership)

Affiliative

______ Is when you try to build enthusiasm by appealing to others' emotions, ideals, or values

An inspiration appeal

Impression Management

Any attempt to control or manipulate the images related to a person, organization, or idea using: -Speech -Behavior -Appearance

Resonant Leadership Styles

Authoritative/Visionary- sets the course; people move toward a shared vision Affiliate- builds harmony through praise and relationships; positive Democratic- gains consensus; values people's inputs; buy-in and consensus are important Coaching- focus on developing followers; connects what person wants with organizational goals; best used to help an employee improve performance

Personal attributes

Build goodwill and trust, demonstate integrity • Attitudes • Personality • Teamwork • Leadership

Affilitative Style

Builds harmony through praise and relationships, highly positive Best to used to heal teams, strengthen connections, and motivate during stressful times

Contingency Approach

Calls for using OB concepts and tools that best suit the situation, instead of trying to rely on the one best way

____ is commonly associated with referent power

Charisma

Dissonant Leadership Styles

Coercive/ Commanding- Directive; best in crisis (soothes fear) Pacesetting- demanding through aggressive goals; meeting challenging, exciting goals; best to get high quality results from motivated/ competent teams (watch out for turnover and does not create relationships; only causes compliance not commitment)

21st Century Skills

Communication, collaboration, cooperation, management, decision making, problem solving

Contractor

Companies obtain workers for limited assignments by entering into contracts with them

Workforce Utilization Review

Comparison of employees in protected groups with proportion that each group represents in relevant labor market (if underutilization exists then goals and a plan will be established)

The styles of conflict handling are differentiated along two dimensions

Concern for others and concern for self.

What are the 4 behaviors of Relationship-oriented Leaders?

Consideration (Creating mutual respect or trust and focusing on a concern for group members' needs and desires) Empowerment Servant Leadership Ethical Leadership

Trend Analysis (Forecasting- Labor Demand)

Constructing and applying statistical models that predict labor demand for next year given relatively objective statistics from previous year

Trend Analysis (Forecasting labor demand)

Constructing and applying statistical models that predict labor demand for next year, given the relatively objective statistics from previous year

Preferred Provider Organization (PPO)

Contracts with health care professionals to provide services at a reduced fee and gives patients financial incentives to use network providers

Pacesetting Style

Demanding leadership through aggressive goals/ objectives Meets challenging and exciting goals Best used to get high quality results from a motivated and competent team

The dean of Roan College is looking for a new head of admissions. She wants to be sure that Roan College has an admissions program with high standards. As the committee interviews various candidates, the dean tries to point of flaws in each person. She is playing the role of

Devil's Advocate

Knowing-doing gap

Difference between what people know and what they actually do

Coercive/ Demanding Style

Directive approach/ command and control Soothes fear by giving guidance Best used in a crisis

Jonathan, the CEO of Maxofan Inc, finds that the company needs to eliminate a labor surplus to avoid financial difficulties. To deal with this problem, he chooses a strategy that gives him fast resources. However, the amount of suffering caused to employees is high. Jonathan is most likely using the ___ strategy to reduce the labor surplus

Downsizing

Flexible Spending Account

Employee- controlled pretax earnings set aside to pay for certain eligible expenses, such as health care expenses, during the same year

General Duty Cause

Employer has a general duty to furnish each employee a place of employment free from recognized hazards the cause or are likely to cause death or serious physical harm

Which of the following is an advantage of providing benefits instead of cash compensation?

Employers can assemble creative benefits packages that give them a competition advantage

Pete offers his manager some suggestions for a new holiday display. His manager shrugs and tells Peter that the display is all set. Then Sarah approaches the manager with an idea for display, and the manager tells her that it's a great idea. _____ Theory is the model of motivation that explains how Peter is striving for fairness and justice.

Equity

Equity/Justice Theory

Equity theory- model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships • Outputs- what do I perceive that I'm getting out of my job? (Pay, bonuses, medical benefits, challenging assignments, job security, promotions, status, recognition, participation in important discussions) • Inputs- what do I perceive I am putting into my job? (Education, training, skills, creativity, seniority, age, personality traits, effort expanded, experience, and personal appearance) • Comparison- how does my ratio of outputs to inputs compare with those of relevant others? • Organizational justice- reflects the extent to which people perceive they are treated fairly at work • Distributive justice- reflects perceived fairness of the way resources and rewards are distributed or allocated • Procedural justice- perceived fairness of the process and procedures used to make allocation • Interactional justice- quality of the interpersonal treatment people receive when procedures are implemented

How does planning the training program begin?

Establishing objectives (who, what topics, what training, how to evaluate)

The three elements of the expectancy theory are

Expectancy, instrumentality, and valence

What two types of power are consider personal power?

Expert and Referent

___ Power tends to produce ___.

Expert; commitment

_____ Power tends to produce ____

Expert; commitment

Marion will receive a promotion and raise if she completes a difficult assignment. This is an example of

Extrinsic Motivation

Family and Medical Leave Act (FMLA)

Federal law requiring organizations with more than 50 employees to provide up to 12 weeks of unpaid leave after childbirth or adoption; to care for a seriously ill family member or for an employee's own serious illness; or to take care of urgent needs that arise when a spouse, child, or parent in the National Guard or Reserve is called to active duty Employer requirement: Up to 12 weeks unpaid leave for childbirth, adoption, serious illness

Omnibus Budget Reconciliation Act (COBRA), 1985

Federal law that requires employers to permit employees or their dependents to extend their health insurance coverage at group rates for up to 36 months following a qualifying event, such as a layoff

Instructional Feedback

Feedback instructs when it clarifies roles or teaches new behavior

Motivational Feedback

Feedback motivates when it serves as a reward or promises a reward

Extrinsic Rewards

Financial, material, and social rewards; they come from the environment

Coaching Style

Focused on developing followers Connects what a person wants with organizational goals Best used to help employee improve performance

Transactional Leadership

Focuses on clarifying roles and requirements; uses contingent rewards and punishments

Margaret, a production manager at Falcon Inc, needs to measure the performance of 12 of her subordinates. She divides the number of employees into categories like exceptional, above average, average, and below average. She assigns a certain percentage of employees to each category. In the context of methods for measuring performance, Margaret is using the ______ method.

Forced Distribution

Which of the following is the first step in the human resource planning process?

Forecasting

Interpersonal Skills

Foster respectful interactions • Active listening • Positive attitudes • Effective communications

Democratic Style

Gains consensus Values peoples input through participation which leads to commitment Best used for buy-in and consensus as well as getting input from employees

Ethics

Guides behavior by identifying right, wrong, and shades of gray in between

Expert Power

Have valued knowledge or information over those who need the knowledge or information

Health Care

Health care reform law passed in 2010 that includes incentives and penalties for employers providing health insurance as a benefit Employer requirement: For employers with at least 50 employees, payment of a fee to the federal government if the employer does not meet conditions for providing health insurance benefits

HR Planning

Helps meet business objectives and gain a competitive advantage over competitors

Carmella, an HR manager at Crexion, is dealing with labor shortage problems due to a sudden increase in production levels at the company. Among the following options, the fastest way to fix this problem is to ----

Hire temporary employees

Janet, an HR manager at SensNet Inc, hires employees who provide a specific set of knowledge and skills that will give her company advantage over its competitors. In the context of strategic planning, Janet is

Hiring individuals with a core competency

When a leader is trying to instill pride, respect, and trust within employees, he or she is engaging in

Idealized Influence

What causes unethical behavior?

Ill intent, cognitive biases, organizational practices, blind managers

______ Leadership theory is based on the idea that people have beliefs about how leaders should behave and what they should do for their followers.

Implicit

_____ are conscious efforts to affect and change specific behavior

Influence tactics

Feedback ____ when it clarifies roles or teaches new behavior.

Instructs

Short Term Disability Insurance

Insurance that pays a percentage of a disabled employee's salary as benefits to the employee for six months or less (50-70% usually of pay)

Identify the correct statement regarding computer-based training

It gives a company the flexibility in scheduling training

Conflict is considered to be dysfunctional when

It hinders organizational performance--

What is the needs assessment?

It is the process of evaluating the organization, individual employees, and employees' tasks to determine what kinds of training are necessary

Structural Empowerment

Job redesign to transfer of power to employees

OSHA

Labor Department agency responsible for inspecting employers, applying safety and health standards, and levying fines for violation

A head chef of a restaurant encourages his subordinates to be creative in the culinary arts. He does not believe in using prescribed recipes while cooking. Rather, he allows them to create unique recipes and use different ingredients to prepare dishes. This implies the head chef established ______ goals

Learning

What three types of power tend to foster commitment?

Legitimate Positive, Expert, and Referent

What three types of power tend to produce compliance (or resistance)?

Legitimate negative, reward, or coercive

Networks

Loose associations of individuals seeking social support for their general self-interests; people oriented

Coercive Power

Make threats of punishment and deliver actual punishment

Which of the following is a characteristic of effective training objectives?

Measurable performance standards

Which of the following types of incentive plans are used to reward individual performance

Merit Pay

Motivation

Motivated people are driven to achieve beyond expectations Passion for the work Desire to raise the bar Commitment and optimism

Feedback _____ when it serves as a reward or promises a reward.

Motivates

Transformational Leadership is the process whereby a person engages with others and creates a connection that raises the level of _____ and ____ in both the leader and the follower

Motivation; morality

Brendan and Angela ar HR managers at Seattle Investments. They are expecting a labor surplus over the next two years resulting in the organization having 23 more employees than required. Typically, two employees leave the organization each month. Which of the following HR strategies should Brendan and Angela consider, taking into account the length of time they have available?

Natural Attrition

Coercive power has a slightly ___ effect

Negative

John runs into heavy traffic everyday while driving to work. Yesterday, he left home earlier than usual and did not run into heavy traffic. His behavior of leaving earlier enabled him to avoid heavy traffic and reach his office on time. Which of the following processes did John engage?

Negative reinforcement

Leading indicators (forecasting labor demand)

Objective measures that accurately predict future labor demand

Leading Indicators (Forecasting)

Objective measures that accurately predict future labor demand (the economy, seasonal work, inventory information)

Reward Power

Obtain compliance by providing or granting rewards

Needs assessment answers three questions. What are they?

Organization - What is the context in which training will occur? Person - Who needs training? Task - What subjects should training cover?

Are intentional acts of influence to enhance or protect the self-interest of individuals or groups that are not endorsed by or aligned with those of the organization

Organizational Politics

_____ are intentional acts of influence to enhance or protect the self-interest of individuals or groups that are not endorsed by or aligned with those of the organization.

Organizational politics

Which of the following statements about conflict is true?

Organizations can suffer from too little conflict.

Which style of leadership is dissonant (doesn't build strong sense of followership)

Pacesetting

Which style of leadership is dissonant (or doesn't build a strong sense of followership)?

Pacesetting

Management By Objectives (MBO)

People at each level of the organization set goals in a process that flows from top to bottom, so that all levels are contributing to the organization's overall goals.

The two basic types of goals are

Performance and learning

Which of the following processes identifies the knowledge, skills, and behaviors that should be emphasized by training?

Person analysis

Expert and Referent power have a generally ___ effect

Positive

Reward and legitimate power have a slightly ___ effect

Positive

What type of power tends to produce commitment?

Positive legitimate, expert, and referent

Organization Analysis

Process for determining appropriateness of training by evaluating characteristics of the organization - Organization's strategy -Resources available -Management's support

A _____ is a career that frequently change based on changes in a person's interests, abilities, values, and in the work environment

Protean career

Myers-Briggs Type Indicator (MBTI)

Psychological inventory that identifies individuals' preferences for source of energy, means of gathering information, way of decision making, and lifestyle, providing information for team building and leadership development

Theresa is a charismatic person who is often able to get other employees to work late on special projects by being very friendly and fun to be around. She is exercising her ____ power

Referent

Soft Skills

Relate to human interactions and include both interpersonal skills and personal attributes

Contributory

Retirement plan funded by contributions from the employer and the employee

Components of Emotional Intelligence

Self Awareness Self Regulation Motivation Empathy Social Skill

Developmental purpose

Serves as a basis for developing knowledge of skills of employees

Authoritative Style/ Visionary Style

Sets the course People move toward shared vision Best used when change or direction is needed

Organizational

Sharon quits her job because she felt that her department's reward system favored men. This would e diagnosed as an ___ level problem.

Which of the following benefit provided by the employer is required by law in the US?

Social Security contributions

Steve, the VP of Oncher Inc, plans to introduce a retirement plan for all employees. George, the operations director, disagrees because the proposed plan would increase the company's costs. Which of the following strengthens Steve's argument?

Some benefits have become so common that today's employees expect them.

Wayan Inc., a health insurance company, pays clerks an incentive base on the average amount of work completed per hour. Wayan pays $10 for processing 20 invoices per hour. An employee who processes 30 invoices would hear $15 per hour. Hence Wayan pays the same rate per invoice no matter how many invoices an employee processes per hour. Which type of incentive plan does this scenario illustrate?

Straight Piecework Plan

An employee at CellWorks who produce 10 components in an hour earns $9 (.90 x 10) per hour, while another employee who produces 15 components earns $13.50 (.90 x 15). This is an example of

Straight piecework plan

Negative reinforcement is

Strengthening a behavior by contingently withdrawing something displeasing

Goal Setting Theory

Successful people tend to have this in common: their lives are goal oriented • Edwin Locke and Gary Latham's Theory of Goal Setting • Goals that are specific and difficult lead to higher performance than general goals Goal specificity- whether or not a goal has been quantified

A pharmaceutical company has initiated a system where high-potential employees are identified and trained for senior positions in the company. Which of the following processes is exemplified in this scenario?

Succession Planning

Unethical behavior

Suzette is a bank manager charged with determining which employees are downsized. Her only guidelines are to keep those employees who contribute the most to the overall organization. When the list of employees downsized is presented, none of her personal friends are on the list. This might be viewed as __

4 Categories of Unique Behaviors Displayed by (Effective) Leaders

Task-oriented Relationship-oriented Passive (Ineffective) Transformational

Hard Skills

Technical expertise and knowledge required to do a particular task or job function

What is Power?

The ability to marshal human, informational, and other resources to get something done (all about influencing others)

Empathy

The ability to read between the lines Skill with group dynamics Easiest to recognize Coaching and mentoring with empathy pay off not just in performance but also in increased satisfaction and decreased turnover.

In accordance with Emotional Intelligence, self-awareness is

The ability to recognize and understand your mood, emotions, and drives, as well as their effects on others

In accordance with Emotional Intelligence, empathy is

The ability to understand the emotional makeup of other people

Social Security

The federal Old Age, Survivors, Disability, and Health Insurance (OASDHI) program, which combines old age (retirement) insurance, survivor's insurance, disability insurance, hospital insurance (Medicare Part A) and supplementary medical insurance (Medicare Part B) for the elderly Employer requirement: Flat payroll tax on employees and employers

Self-Regulation

This means controlling disruptive impulses—and thinking before acting. Thoughtfulness Comfort with ambiguity Integrity Create an atmosphere of fairness and trust Helps leaders roll with changes instead of panicking. Curbs unethical behavior

Self-Awareness

Thoroughly understanding yourself and your effect on others. Realistic self- assessment Self-depreciating sense of humor Confidence

Occupational Safety and Health Act (OSH Act)

US law authorizing the federal government to establish and enforce occupational safety and health standards for all places of employment engaging in interstate commerce

____ may trigger political behaviors

Uncertainty 5 Forms: 1. Unclear objectives 2. Vague performance measures 3. Ill-defined decision processes 4. Strong individual or group competition 5. Any type of change

Which is the following is true of unemployment insurance?

Unfavorable experience ratings of employers lead to higher premiums.

Balance Sheet Approach

When compensating expatriates, this approach adjusts manager's compensation so that it gives the manager same standard of living as in the home country plus extra pay for inconvenience of locating overseas 1) Base Salary 2) Tax equalization allowance 3) Benefits 4) Allowances

Horns error

When it involves negative ratings (frustrate, defensive)

Problem solving and critical thinking

___ are soft skills because they are logic and reasoning to develop and evaluate options.

Organizational Behavior

___is the interdisciplinary field dedicated to understanding and managing people.

Cafeteria Style Plan

a benefit plan that offers employees a set of alternatives from which they can choose the types and amounts of benefits they want

Protean Career

a career that frequently changes based on changes in the person's interests, abilities, values, and in the work environment (today's employees)

Readiness for Training

a combination of employee characteristics and positive wok environment that permit training

Balanced Scorecard

a combination of performance measures directed toward the company's long and short term goals and used as the basis for awarding incentive pay

Culture

a community's set of shared assumptions about how the world works and what ideals are worth striving for

Workforce Utilization

a comparison of the proportion of employees in protected groups within the proportion that each group represents in the relevant labor market

Learning Management System (LMS)

a computer application that automates the administration, development, and delivery of training programs

Virtual Reality

a computer based technology that provides an interactive, three dimensional learning expensive

Disparate Impact

a condition in which employment practices are seemingly neutral yet disproportionately exclude a protected group from employment opportunities

Host Country

a country (other than the parent country) in which an organization operates a facility

Third Country

a country that is neither the parent country nor the host country of the employer

Request for Proposal (RFP)

a document outlining the type of service needed, the type and number of references needed, the number of employees to be trained, the date by which the training is to be completed, and the date by which the proposals should be reviewed (also indicates funding and how to determine level of satisfaction)

Unemployment Insurance

a federally mandated program to minimize the hardships of unemployment through payments to unemployed workers, help in finding new jobs, and incentives to stabilize employment Employer requirement: Payroll tax on employers that depend on state requirements and experience rating

Scanlon Plan

a gainsharing program in which employees receive a bonus if the ratio of labor costs to sales value of production is below a set standard

Sabbatical

a leave of absence from an organization to renew or develop skills

Bona Fide Occupational Qualification (BFOQ)

a necessary (not merely preferred) qualification for performing a job

Coach

a peer or manager who works with an employee to motivate the employee, help him or her develop skills, and provide reinforcement and feedback

Specific feedback

a performance measure should specifically tell employees what is expected of them and how they can meet those expectations

Quid pro quo harassment

a person makes a benefit or punishment contingent on an employee's submitting to or rejecting sexual advances

Organizational Behavior Modification (OBM)

a plan for managing the behavior of employees through a formal system of feedback and reinforcement

Person Analysis

a process for determining individual's needs and readiness for training

Organizational Analysis

a process for determining the appropriateness of training by evaluating the characteristics of the organization

Instructional Design

a process of systematically developing training to meet specified needs

Leadership

a process whereby an individual influences a group of individuals to achieve a common goal

Employee Wellness Program (EWP)

a set of communications, activities, and facilities designed to change health-related behaviors in ways that reduce health risks

Core competency

a set of knowledge and skills that make the organization superior to competitors and create value for customers

Performance Management (PM)

a set of processes an managerial behavior that include defining, monitoring, measuring, evaluating, and providing consequences for performance expectations

Management by Objectives (MBO)

a system in which people at each level of the organization set goals in a process that flows from top to bottom, so employees at all levels are contributing to the organization's overall goals

Merit Pay

a system of linking pay increases to ratings on performance appraisals

Adventure Learning

a teamwork and leadership training program based on the use of challenging, structured outdoor activities

Behavioral Observation Scale (BOS)

a variation of a BARS which uses all behaviors necessary for effective performance to rate performance at a task

Apprenticeship

a work-study training method that teaches job skills through a combination of the on the job training and classroom training

Team Adaptive Capacity

ability to make needed changes in response to demands put on the team

Collaboration

act of sharing information and coordinating efforts to achieve a collective outcome

Equal Employment Opportunity Commission (EEOC)

agency of the Department of Justice charged with enforcing Title VII of the Civil Rights Act of 1964 an other anti- discriminatory laws

Contamination

all information that is collected by not relevant to proper performance measures

Relational Nature of Job

alter than quantity or quality of interactions you have with others at work or establish new relationships

Civil Rights Act of 1991

amends the Title VII as well as the Civil Rights Act of 1866, ADA, and Age Discrimination in Employment Act of 1967 Major change- addition of compensatory and punitive damages in cases of discrimination under Title VII and ADA (previously Title VII limited damage claims to equitable relief)

Employee Stock Ownership Program (ESOP)

an arrangement in which the organization distributes the shares of stock to all its employees by placing it in a trust

Leaderless Group Discussion

an assessment center exercise in which a team of 5-7 employees is assigned a problem and must work together to solve it within a certain time

Reasonable Accommodation

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

Mentor

an experienced, productive senior employee who helps develop a less experienced employee (the protégé)

Impression Management Tactics- Self Focused

an image of yourself as a polite and nice person

Standard Hour Plan

an incentive plan that pays workers extra for work done in less than preset time

Coalition

an informal group bound together by the active pursuit of a single issue; issue oriented

Multinational Organizations

an organization that builds facilities in a number of different countries in an effort to minimize production and distribution costs

Global Organization

an organization that chooses to locate a facility based on the ability to effectively, efficiently, and flexibility produce a product/ service, using cultural differences as an advantage

International Organizations

an organization that sets up one or a few facilities in one or a few foreign countries

Affirmative Action

an organization's active effort to find opportunities to hire or promote people in a particular group

Training

an organization's planned efforts to help employees acquire job related knowledge, skills, abilities, and behaviors, with the goal of applying these on the job

Incivility

any form of socially harmful behavior, such as aggression, interpersonal deviance, social undermining, interactional injustice, harassment, abusive supervision, and bullying

Electronic Performance Support System (EPSS)

application that provides access to skills training, information, and expert advice as needed

Influence Tactics

are conscious efforts to affect and change behaviors

Formal Group

assigned by an organization or its managers to accomplish specific goals

Transfer

assignment of an employee to a position in a different area of the company, usually in a lateral move

Downward Moves

assignment of an employee to a position with less responsibility and authority

Promotion

assignment to a position with greater challenges, more responsibility, and more authority than in the previous job usually accompanied by pay increase

Forced-Distribution Method

assigns a certain percentage of employees to each category in a set of categories

Devils Advocacy

assigns someone the role of critic

Self determination theory

assumes that three innate needs influence our behavior and well-being: need for competence, autonomy, and relatedness • Competence- I need to feel efficacious- qualified, knowledgeable, capable • Autonomy- I need to feel independent to influence my environment- freedom, discretion • Relatedness- I want to connect to others- feel part of a group, to belong, to be connected to others

Trait Approach

attempts to identify personality characteristics or interpersonal attributes that differentiate leaders from followers

Behavioral Styles Approach

attempts to identify the unique behaviors displayed by effective leaders

I-Deals (idiosyncratic deals)

attempts to merge two historical perspectives; envisions a job design as a process in which employees and individual managers jointly negotiate the type of tasks employees complete work

Norm

attitude, opinion, feeling, or action - shared by two or more people- that guides behavior

Critical-Incident Method

based on manager's records of specific examples of the employee acting in ways that are either effective or ineffective

Leader-Member Exchange (LMX Theory)

based on the assumption that leaders develop unique one on one relationships (exchanges) with each of the people reporting to them

Content Theories

based on the idea that an employee's needs influence his or her motivation

Contingency theory (Leadership)

based on the premise that a leader's effectiveness is contingent on the extent to which the leader's style matches characteristics of the situation at hand (situational control)

Short Term Incentives

based on year's profits, return on investment, or other metrics relating to organization's goals

Positive Power

because the source of influence is also associated with a particular job or position within an organization

Interactional perspective

behavior is a function of interdependent person and situation factors

Operant Behavior

behavior learned when we operate on the environment to produce desired consequences; some call this view the response-stimulus (R-S)

Global Mindset

belief in one's ability to influence dissimilar others in a global context (cross-cultural awareness); task oriented trait

Humility

believing something greater than self exists

Stay Interviews

build engagement by allowing your employees' opinions to be heard, acted on, and cared about while they're still your employees

The Dialectic Method

calls for managers to foster a structured dialogue or debate of opposing viewpoints prior to making a decision

Job Rotation

calls for moving employees from one specialized job to another on rotating basis

Multi-rater feedback

can also come from outsiders, like customers or suppliers

Reward Power

can obtain compliance by promising or granting rewards

Dissolving

changing or eliminating the situation

Domination (level of least empowerment)

characterized as authoritarian power wherein they make all the decisions and then hand them down to employees

Psychopathy

characterized by a lack of concern for others, impulsive behavior, and a lack of remorse/ guilty when your actions harm others

Statistical Quality Control

charts to detail causes of problems, measures of performance, or relationships between work related variables

Glass Ceiling

circumstances resembling an indivisible barrier that keep most women and minorities from attaining the top jobs in organizations

Assessment

collecting information and providing feedback to employees about their behavior, communication style, or skills

360-Degree Performance Appraisal

combines information from the employee's managers, peers, subordinates, self, and customers

Functional Conflict

commonly referred to as constructive or cooperative conflict, is characterized by consultative interactions, a focus on the issues, mutual respect, and useful give and take

Paired-Comparison Method

compares each employee with each other employee to establish rankings

Employee Benefits

compensation in forms other than cash (employer paid health insurance, retirement savings plans, paid vacations)

Avatars

computer depictions of trainees, which the trainees manipulate in an online role play

Power Distance

concerns the way culture deals with unequal distribution of power and defines the amount of inequality that is normal

Program Conflict

conflict that raises different opinions regardless of the personal feelings of the managers

The "Big 5" of Leadership

conscientiousness open to experience emotional stability extroversion agreeableness

Test retest reliability

consistency of results over time

Interrater reliability

consistency of results when more than one person measures performance

Individualized Consideration (Transformational Leadership)

consists of behaviors that provide support, encouragement, empowerment, and coaching to employees

Empowerment

consists of efforts to enhance employee performance, well-being, and positive attitude

Intermittent Reinforcement

consists of reinforcement of some but not all instances of a target behavior

Lilly Ledbetter Fair Pay Act of 2009

covers discrimination in pay that is not being paid the same as one's coworkers where difference is due to race, color, religion, sex, national origin, age, or disability

The New Psychological Contract

created the expectation that employees invest in their own career development which requires learning opportunities

Cross-Functional Teams

created with members from different disciplines within an organization, such as finance, operations, and R&D

Managing Diversity

creating an environment that allows all employees to contribute to organizational goals and experience personal growth

Coaching

customized process between two or more people with the intent of enhancing learning and motivating change

Pension Protection Act, 2006

defined contribution plans that hold publicly traded securities must give employees the option to sell stock in the company they work for and give them three alternatives

Outcome Interdependence

degree to which the outcomes of task work are measured, rewarded, and communicated at the group level so as to emphasize collective outputs rather than individual contributions

Team Performance Strategies

deliberate plans that outline what exactly the team is to do, as goal setting and defining particular member roes, tasks, and responsibilities

Process theories of motivation

describe how various person factors and situation factors in the Organizing Framework affect motivation

Uncertainty Avoidance

describes how cultures handle the fact that the future is unpredictable

Team Composition

describes the collection of jobs, personalities, knowledge, skills, abilities, and experience levels of team members

Reliability

describes the consistency of the results that the performance measure will deliver

Team Charters

detail members' mutual expectations about how the team will operate, allocate resources, resolve conflict, and meet its commitment

Disparate Treatment

differing treatment of individuals, where the differences are based on the individual's race, color, religion, sex, national origin, age, or disability status

Readability

difficult level of written materials

Dysfunctional Conflict

disagreements that threaten to diminish an organization's interests

Voice

discretionary or formal express of ideas, opinions, suggestions, or alternative approaches directed to a specific target inside or outside the organization with the intent to change an objectionable state of affairs and to improve the current functioning of the organization

Culture Shock

disillusionment and discomfort that occur during the process of adjusting to a new culture

Independents

distance themselves from the leadership and show less compliance

Contingency Approach to Defining Performance and Setting Goals

do what the situation requires rather than applying a one-size-fits-all approach, relying on personal preferences, or doing something the way it has always been done

Situation factors

elements outside ourselves that influence what we do, the way we do it, and the ultimate results of our actions

Externship

employee development through a full time temporary position at another organization

2 Level of Empowerment- Consultation

employees asked for input o Influence sharing- manager/leader consults followers

Expatriates

employees assigned to work in another country

Bottom Up

employees can change or redesign their own jobs and boost their own motivation and engagement

Personal Days

employees may schedule according to personal needs with supervisor approval

Psychological Empowerment

employees' belief hat they have control over their work; drives intrinsic motivation o Leading for meaningfulness- inspiring their employees and modeling desired behaviors o Leading for self-determination/ choice- managers lead for choice by delegating meaningful assignments and tasks o Leading for competence- supporting and coaching employees o Leading for progress- monitoring and rewarding others

Genetic Information Nondiscrimination Act of 2008 (GINA)

employers may not use genetic information in making decisions related to the terms, conditions, or privileges of employment

Uniformed Service Employment and Reemployment Rights Act of 1994

employers must reemploy workers who left for military for up to five years with same seniority, status, and pay rate; disabled veterans also have up to two years to recover from injuries received during their service or training and employers must make reasonable accommodations for remaining disability

Employment at Will

employment principle that if there is no specific employment contract saying otherwise, the employer or employee may end an employment relationship at any time, regardless of cause

Task Roles

enable the work group to define, clarify, and pursue a common purpose

Total Rewards

encompass not only compensation and benefits, but also personal and professional growth opportunities and a motivating work environment that includes recognition, job design, and work-life balance

Intellectual Stimulation (Transformational Leadership)

encourages employees to question the status quo and to seek innovative and creative solutions to organizational problems

Title VII

ensures employment opportunities are based on character/ ability rather than race

Hard Tactics

exert more overt pressure; exchange, coalition, pressure, legitimating tactics

Michael wants to be president of his division. Everything he does is geared to that objective. He pushes his employees to meet higher quotas, criticizes anyone who doesn't put in 10-12 hour days, and demands results before the due date. He is arrogant and dominant. Michael is_______

exhibiting narcissism

Informal Group

exists when the members' overriding purpose in getting together is friendship or common interest

Validity

extent to which a measurement tool actually measures what it is intended to measure

Pension Benefit Guarantee Corporation

federal agency that insures retirement benefits and guarantees retirees a basic benefit if the employer experiences financial difficulties

Flextime

flexible scheduling, covering either the time when work must be completed (deadlines) or limits of the workday (ex: 10-4)

Transactional Leadership

focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance • Includes: fundamental managerial activities of setting goals, monitoring progress toward goal achievement, rewarding and punishing people for their level of goal accomplishment

Servant-Leadership

focuses on increased service to others rather than to oneself

Apologies

form of trust repair in which we acknowledge an offense and usually offer to make amends

Incentive Pay

forms of pay linked to an employee's performance as an individual, group member, or organization member

Material Safety Data Sheets

forms on which chemical manufacturers and importers identify the hazards of their chemicals

Maintenance Roles

foster supportive and constructive interpersonal relationships

Soft Tactics

friendlier than the last four tactics; include rational persuasion, inspirational appeals, consultation, ingratiation, and personal appeals

Laissez-Faire Leadership (Passive)

general failure to take responsibility for leading

Conflict Handling- Compromising

give and take approach with a moderate concern for both self and others

Negotiation

give and take decision making process between two or more parties with different preferences

Civil Rights Act of 1866

granted all persons the same property rights as white citizens, as well as the right to enter into and enforce contracts (including employment contracts)

Gainsharing

group incentive program that measures improvements in productivity and effectiveness objectives and distributes a portion of each gain to employees

Punctuated Equilibrium

groups establish periods of stable functioning until an event causes a dramatic changes in norms, roles, and or objectives; group then establishes and maintains new norms of functioning, returning to equilibrium

Communities of Practice

groups of employees who work together, learn from each other, and develop a common understanding of how to get work accomplished

Vesting Rights

guarantee that when employees become participants in a pension plan and work a specified number of years, they will receive a pension at retirement age, regardless of whether they remained with the employer

Uniform Guidelines on Employee Selection Procedures

guidelines issued by the EEOC and other agencies to identify how n organization should develop and administer its system for selecting employees so as not to violate antidiscrimination laws

Consumer Driven Health Plans (CDHP)

health care plans that provide incentives for employees to make decisions to help lower their health care costs

Career Management

helps employees select development activities that prepare them to meet their career goals (development planning)

Conflict Handling- Dominating

high concern for self and low concern for others

Nepotism

hiring of relatives

Path-Goal

holds that leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction

Expectancy Theory

holds that people are motivated to behave in ways that produce desired combinations of expected outcomes • (1) Expectancy- Can I achieve my desired level of performance- an expectancy represents a particular individual's belief that a degree of effort will be followed be a particular level of performance • (2) Instrumentality- What intrinsic and extrinsic rewards will I receive if I achieve my desire level of performance? Instrumentality is the perceived relationship between performance and outcomes • (3) Valence- how much do I value the rewards I receive? Valence describes the positive or negative value people place on outcomes o Outcomes- consequences that are contingent on performance like pay, promotion, recognition, or celebratory events

Spillover Effect

hostilities in one life domain can manifest in other domains

Continuous Reinforcement (CRF)

if every instance of a target behavior is reinforced, then it is CRF

Equal Pay Act of 1963

if men and women in an organization are doing equal work, the employer must pay them equally

Term Life Insurance

if the employee dies during the term of the policy, the employee's beneficiaries receive a payment called the death benefit

Contrast errors

if the rater compares the individual, not against any objective standard, but against other employees

Commissions

incentive pay calculated as a percentage of sales

Profit Sharing

incentive pay in which payments are a percentage of the organization's profits and do not become part of the employee's base salary

Straight Piecework Plan

incentive pay in which the employer pays the same rate per piece, no matter how much the worker produces

Differential Piecework Rates

incentive pay in which the piece rate is higher when a greater amount is produced (rising, falling differentials)

Inspirational Motivation (Transformational Leadership)

includes the use of charisma, relies on an attractive vision of the future, emotional arguments, and demonstrated optimism and enthusiasm

Person Factors

infinite characteristics that give individuals their unique identifies

Feedback

information about individual or collective performance shared with those in a position to improve the situation

Feedback

information employers give employees about their skills and knowledge and where these assets fit into the organization's plan

Organizational Politics

intentional acts in pursuit of self-interests that conflict with organizational interests

Conflict Handling- Integrating (problem solving)

interested parties confront the issue and cooperatively identify it, generate and weight alternatives, and select a solution

Personality Conflicts

interpersonal opposition based on personal dislike or disagreement (often escalate if not addressed)

Job Enlargement

involves adding challenges or new responsibilities to employees' current jobs

Organizational support

involves providing employees with training, necessary resources and tools, and ongoing feedback between the employee and manager, which focuses on accomplishments as well as issues and challenges that influence performance

Impression Management

is any attempt to control or manipulate the images related to a person, organization, or idea

Goal Commitment

is important because employees are more motivated to pursue goals they view as personally relevant, obtainable, and fair

Strategic purpose of effective performance management

is to help the organization achieve its business objectives

Idealized Influence (Transformational Leadership)

is to instill pride, respect, and trust within employees

3rd Level of Empowerment - Participation

is when managers/ employees jointly identify problems and solutions (powered is shared more or less evenly) o Power sharing- manager/leader and followers jointly make decisions

Social Skill

it's friendliness with a purpose. Expertise with teams Persuasiveness Gift for collaboration Idle Schmoozing

Initiating Structure

leader behavior that organizes and defines what group members should be doing to maximize output (organizing team meetings, seeking info from knowledgeable sources)

Graphic rating scale

lists traits and provides a rating scale for each trait; the employer uses the scale to indicate the extent to which an employee displays each trait

Feedback- Problem Solving Approach

managers and employees work together to solve performance problems in an atmosphere of respect and encourage (superior method)

Top Down

managers changed employees' tasks with the intent of increasing motivation and productivity (management

Feedback- Tell and Listen Approach

managers tell employees their ratings and then let the employees explain their side of the story

Feedback- Tell and Sell Approach

managers tell the employees their ratings and then justify those ratings

Legitimate Power

managers who obtain compliance primarily because of their formal authority to make decisions have legitimate power

Conflict Processes

means by which team members work through task and relationship disagreements

Validation

means giving the expatriate recognition for the overseas service when this person returns home; those who receive praise and recognition do better

Productivity

measure of success because getting more done with a smaller amount of resources increases profits

Least preferred coworker (LPC) scale

measures the extent to which an individual takes a task or relationship approach toward leadership

Calibration Meeting

meeting at which managers discuss employee performance ratings and provide evidence supporting their ratings with the goal of eliminating the influence of rating errors

Leadership Prototype

mental representation of the traits and behaviors people believe leaders possess

Simple Ranking

method of performance measurement that requires managers to rank employees in their group from the highest performer to the poorest performer

Technic of Operations Review (TOR)

method of promoting safety by determining which specific element of a job led to a past accident

McGregor's Theory Y

modern and positive set of assumptions about people at work: they are self-engaged, committed, responsible, and creative

Job Enrichment

modifies a job such that an employee has the opportunity to experience achievement, recognition, stimulating work, responsibility, and advancement Vertically Loading

Task Boundaries

more or fewer tasks or by altering the scope of their nature

Resolving

most common; choosing a satisfactory solution and one that works but is less than ideal; unlikely to last

Paid Time Off

most flexible; employer pools personal days, sick days, and vacation days for employees to use as they choose

Motivating factors

motivators- what makes an employee satisfied- including achievement, recognition, characteristics of work, responsibility, and advancement- cause a person to move from no satisfaction to satisfaction

Job Rotation

moving employees through a series of job assignments in one or more functional areas

Free Riders

not only do they produce low quality work, which causes others to work harder to compensate, but also distracts or disrupts the work of other team members (also often expect same rewards)

5 Common Sources of Uncertainty

o (1) Unclear objectives o (2) Vague performance measures o (3) Ill defined decision processes o (4) Strong individual or group competition o (5) Any type of change

Smart Goals

o Specific- precise terms; quantity goals whenever possible o Measurable- quantity, quality, completed (yes or no), and other relevant details; to emphasize, goals should not be set without considering the interplay between quantity and quality of output o Attainable- goals should be realistic, challenging, and attainable o Results oriented- Corporate goals should focus on desired end results that support the organization's vision; action plans o Time bound- specify target dates for goal completion

Conflict

occurs when one party perceive that its interests are being opposed or negatively affected by another party

Work-Family Conflict

occurs when the demands or pressures from work and family domains are mutually incompatible • Work can interfere with family and family can interfere with work

Internship

on the job learning sponsored by an educational institution as a component of an academic program

Transfer of Training

on the job use of knowledge, skills, and behaviors earned in training

Voice Climate

one in which employees are encouraged to freely express their opinions and feelings

Retention Bonuses

one time incentives paid in exchange for remaining with company (top managers, engineers, IT, top performing sales people)

Straight Commission Plan

only earn commission (insurance, real estate, car)

Solving

optimal/ ideal

Lead the market

pay more than the current market wage for a job

Long Term Disability Insurance

pays a percentage of a disabled employee's salary after an initial period and potentially for the rest of the employee's life

Defined Benefit Plan

pension plan that guarantees a specified level of retirement income (calculated on years of service, age, earnings level)

Referral

people who apply for a vacancy because someone in the organization prompted them to do so

Direct Applicants

people who apply for a vacancy without prompting from the organization

McGregor's Theory X

pessimistic view of employees: they dislike work, must be monitored, and can be motivated only with rewards and punishment (carrots and sticks)

Needs

physiological or psychological deficiencies that arouse behavior

Due Process Policies

policies that formally lay out the steps an employee may take to appeal the employer's decision to terminate that employee

Pay for Performance

popular term for monetary incentives that link at least some portion of pay directly to results or accomplishments

Personal Power

possess independent of your position or job • Expert, referent power

Impression Management Tactics- Supervisor Focused

praise and favors for your supervisor

Job Posting

process of communicating information about a job vacancy on company bulletin boards, in employee publications, on corporate intranets, and anywhere else the organization communicates with employees

Positive Reinforcement

process of strengthening a behavior by contingently presenting something pleasing

Punishment

process of weakening behavior through either the contingent presentation of something displeasing or the contingent withdrawal of something positive

Americans with Disabilities Act

prohibits discrimination based on disability in all employment practices, such as job application procedures, hiring, firing, promotions, compensation, and training

Job Characteristics Model

promote high intrinsic motivation by designing jobs that possess the five core job characteristics o Skill variety o Task identity- individual performs whole or completes identifiable piece of work o Task significance- affects lives o Autonomy- individual experiences freedom, independence, discretion in both scheduling and determining the procedures o Feedback

Contingency theories

propose that the effectiveness of a particular style of leader behavior depends on the situation

Motivator-Hygeine Theory

proposes that job satisfaction and dissatisfaction arise from two different sets of factors- satisfaction comes from motivating factors and dissatisfaction from hygiene factors

Implicit Leadership Theory

proposes that people have beliefs about how leaders should behave and what they should do for their followers

Contingent (Contingent Consequences)

purposeful if/then link between target behavior and the consequence

Job Enlargement

puts more variety into a worker's job by combining specialized tasks of comparable difficulty Horizontally loading job Does not have significant and lasting positive effect on job performance

Piecework Rates

rate of pay per unit produced (awarded for above average volume)

Strictness

rater favors lower ratings

Behaviorally Anchored Rating Scale (BARS)

rates behavior in terms of a scale showing specific statements of behavior that describe different levels of performance

Core Influence Tactics

rational persuasion, consultation, collaboration, and inspirational appeals (most effective at building commitment)

E-Learning

receiving training via the Internet or the organization's intranet (web-based training modules, distance learning, virtual classrooms)

Administrative purpose of a performance management system

refers to the ways in which organizations use the system to provide information for day to day decisions about salary, benefits, and recognition programs

Summary Plan Description

report that describes pension plan's funding, eligibility requirements, risks, etc

Psychologically Safe Climate

represents a shared belief among the team members that it is safe to engage in risky behaviors, such as questioning current practices without retribution or negative consequences

Job Crafting

represents employees' attempts to proactively shape their work characteristics/ sense of meaning in their jobs

Ethical Leadership

represents normatively appropriate behavior that focuses on being a moral role model

Empowering Leadership (Relationship Oriented Leader Behavior)

represents the leader's ability to create perceptions of psychological empowerment in others

Vietnam Era Veteran's Readjustment Act of 1974

requires federal contractors and subcontractors to take affirmative actions toward employing veterans of Vietnam

Dodd-Frank Wall Street Reform and Consumer Protection Act (2010)

requires that public companies report the ratio of median compensation of all its employees to the CEO's total compensation

Non-Contributory

retirement plan funded entirely by contributions from the employer

Defined Contribution Plan

retirement plan in which the employer sets up an individual account for each employee and specifies the size of the investment into that account

Stock Options

rights to buy a certain number of shares of stock at a specified price (purchasing stock = exercising the option)

Four-Fifths Rule

rule of thumb that provides or shows evidence of potential discrimination if an organization's hiring rates for minority group is less than four-fifths the hiring rate for the majority group

Job Hazard Analysis Technique

safety promotion technique that involves breaking down a job into basic elements, then rating each element for its potential

Law of Effect

says behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear

Narcissism

self-centered perspective, feelings of superiority, and a drive for personal power and glory

Intrinsic Rewards

self-granted; psychic rewards

Cultural Immersion

sending employees directly into communities where they have to interact with persons from different cultures, races, and nationalities

Role

set of expected behaviors for a particular position

Group Role

set of expected behaviors for members of the group as a whole

Conflict States

shared perceptions among team members about the target and intensity of conflict; targets can be tasks (goals or ideas) or relationships

Exporting

shipping domestically produced items to other countries to be sold there

Fit with strategy

should aim at achieving employee behavior and attitudes that support the organization's strategy, goals, and culture

Helpers

show deference to and comply with the leadership

Rebels

show divergence from the leader and are least compliant

Ethical Dilemma

situations with two choices, neither of which resolves the situation in an

Team

small number of people who are committed to a common purpose, performance goals, and approach for which they hold themselves collectively accountable

Right to Know Laws

state laws that require employers to provide employees with information about health risks associated with exposure to substances considered hazardous

Workers' Compensation

state programs that provide benefits to workers who suffer work-related injuries or illnesses, or to their survivors Employer requirement: Provide coverage according to state requirements - premiums depend on experience rating

The Need Hierarchy Theory

states that motivation is a function of five basic needs: physiological, safety, love, esteem, and self-actualization

Long Term Incentives

stock options, stock purchase plans

Negative Reinforcement

strengthens a desired behavior by contingently withdrawing something displeasing

Flex Space

such as telecommuting, occurs when policies enable employees to do their work from different locations besides the office

Conflict Hypothesis

suggests that the more members of different groups interact, the less intergroup conflict they will experience

Short term/ Long Term Orientation

suggests whether the focus of cultural values is on the future (long term) or the past and present (short term)

Problem Solving

systematic process for closing gaps

Impression Management Tactics- Job Focused

tactics that present information about your job performance in a favorable light

Performance Goal

targets a specific end result

Stock Grants

taxed as income at time employee receives it, but stock options are taxed only when employee exercises the option

Cross-Training

team training in which team members understand and practice each other's skills so that they are prepared to step in and take another member's place

Coordination Training

team training that teaches the team how to share information and make decisions to obtain the best team performance

Social Loafing

tendency for individual effort to decline as group size increases

Scientific Management

that kind of management which conducts a business or affairs by standards established by facts or truths gained through systematic observation, experiment, or reasoning

Federal Register

the EEOC has published guidelines providing details about what the agency will consider illegal and legal in the treatment of disabled individuals under the ADA

EEO-1 Report

the EEOC's employer information report, which details the number of women and minorities employed in nine different job categories

Coercive Power

the ability to make threats of punishment and deliver actual punishment produces coercive power

Office of Federal Contract Compliance Programs (OFCCP)

the agency responsible for enforcing the executive orders that cover companies doing business with the federal government

The Office of Federal Contract Compliance Programs (OFCCP)

the agency responsible for enforcing the executive orders that cover companies doing business with the federal government

Forecasting

the attempts to determine the supply and demand for various types of human resources to predict areas within the organization where there will be labor shortages or surpluses

Employee Development

the combination of formal education, job experiences, relationships, and assessment o personality and abilities to help employees prepare for the future of their careers

Job Experiences

the combination of relationships, problems, demands, tasks, and other features of an employee's job

Equal Employment Opportunity

the condition in which all individuals have an equal chance for employment, regardless of their race, color, religion, sex, age, disability, or national origin

Parent Country

the country in which an organization's HQ is located

Task Interdependence

the degree to which team members depend on each other for information, materials, and other resources to complete their job tasks

Power

the discretion and the means to enforce your will over the others

High Return on Investment

the monetary benefit of the investment compared to the amount invested, expressed as a percentage

Experience Rating

the number of employees a company has laid off in the past an the cost of providing them with

Evaluating Performance

the process of comparing performance at some point in time to a previously established expectation or goal

Needs Assessment

the process of evaluating the organization, individual employees, and employees' tasks to determine what kinds of training, if any, are necessary

Task Analysis

the process of identifying the tasks, knowledge, skills, and behaviors that training should emphasize

Repatriation

the process of preparing expatriates to return home from a foreign assignment

Performance management

the process through which managers ensure that employees' activities and outputs contribute to the organization's goals

Zone of Possible Agreement (ZOPA)

the range of possible outcomes you are willing to accept

Work-share program

the state steps in and contributes a % of loss of wages for the workers' continued employment (less than what it would pay for unemployment compensation); common in Europe, new to US

Self-Assessment

the use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies (use psychological tests, provide counselors, identify a development needs)

Social Support

the ways the organization's people encourage training, including giving trainees praise and encouraging words, sharing information about participating in training programs, and expressing positive attitudes toward the organization's training programs

Acquired needs theory

three needs- achievement, affiliation, and power- are key drivers of employee behavior • Needs for achievement- desire to excel, overcome obstacles, solve problems, and rival and surpass others • Need for affiliation- desire to maintain social relationships, be liked, and join groups • Need for power- desire to influence, coach, teach, or encourage others to achieve

Hands-on Methods

trainees are actively involved in trying out skills (on the job training, simulations, role-plays)

Presentation Methods

trainees receive information provided by others (lectures, workbooks, video clips, podcasts, websites)

Diversity Training

training designed to change employee attitudes about diversity and/or develop skills needed to work with a diverse workforce

Orientation

training designed to prepare employees to perform their jobs effectively, learn about their organization, and establish work relationships

Team Leader Training

training in the skills necessary for effectively leading the organization's teams

Action Learning

training in which teams get an actual problem, work on solving it, commit it to an action plan, and are accountable for carrying it out

Simulations

training method that represents real-life situation with trainees making decisions resulting in outcomes that mirror that would happen on the job; risk-free environment

On the Job Training (OJT)

training methods in which a person with job experience and skill guides trainees in practicing job skills at the workplace

Experiential Programs

training programs in which participants learn concepts and apply them by simulating behaviors involved and analyzing the activity, connecting it with real life situations

Cross-Cultural Preparation

training to prepare employees and their family members for an assignment in a foreign country

Structural Empowerment

transfers authority and responsibilities from management to employees

Transformational Leaders

transform their followers to pursue organizational goals over self-interests

Training Administration

typically the responsibility of the human resources progression to conduct activities before, during, and after training sessions

Disability

under the ADA, a physical or mental impairment that substantially limits one or more life activities, a record of having such an impairment, or being regarded as having such an impairment

Respondent Behavior

unlearned reflexes or stimulus response (S-R)

Sexual Harassment

unwelcome sexual advances as defined as the EEOC

Machiavellianism

use of manipulation, cynical view of human nature, and a moral code that puts results over principles

Alternative Dispute Resolution (ADR)

uses faster, more user friendly methods of dispute resolution, instead of traditional, adversarial approaches, such as unilateral decision making or litigation

Mixed-Standard Scales

uses several statements describing each trait to produce a final score for that trait

Distributive Negotiation

usually concerns a single issue- a fixed pie- in which one person gains at the expense of another • Win-lose

Expert Power

valued knowledge or information gives an individual expert power over those who need such knowledge or information

Moderators

variable that changes the relationship between two other variables o Knowledge and skill o Growth need strength (desire to grow and develop as individual) o Context satisfactions

Alternation ranking

variation of simple ranking; manager works from list of employees

Extinction

weakening a behavior by ignoring it or making sure it is not reinforced

Hygiene Factors

what makes employees dissatisfied- including company policy and administration, technical supervision, salary, interpersonal relationships with supervisors, and working conditions- cause a person to move from no dissatisfaction to dissatisfaction

Halo error

when bias is in favorable direction (makes employees feel they don't have to improve)

Image Advertising

when company leaves generally favorable impression of organization through advertising

Central Tendency Rating

when the rater puts everyone near the middle

Leniency

when the reviewer rates everyone near top

Distributional errors

when they tend to use only one part of a rating scale

Acceptability

whether or not a measure is valid and reliable, it must meet the practical standard of being acceptable to people who use it

Group Mentoring Program

which assigns six protégés to a successful senior employee

Behaviorism

which holds that individuals' feature behavior is determined by their past experiences

Cognitive Abilities

which includes being able to use written and spoken language, solve math problems, and use logic to solve problems

Age Discrimination in Employment Act (ADEA)

which prohibits discrimination against workers who are over the age of 40

Trust

willingness to be vulnerable to another person and the belief that the other person will consider the impact of how his or her intentions and behaviors will affect you

Virtual Teams

working together over time and distance via electronic media to combined effort and achieve common goals

Self-serving bias

you are likely to take credit for positive performance outcomes and attribute poor performance to extrinsic factors

Cognitive Crafting

you perceive or think differently about the existing tasks and relationships associated with your job

Conflict Handling- Obliging

you tend to show low concern for yourself and great concern for others

Fundamental Attribution Bias

your manager attributes your poor performance entirely to you and things you control

Effective Apology Characteristics

• (1) Acknowledgement of wrongdoing • (2) Acceptance of responsibility • (3) Expression of regret • (4) Promise that the offense will not be repeated

Goal Setting Process Steps

• A) Set goals • B) Promote Goal Commitment • C) Provide Support and Feedback • D) Create action plans

3 Desired Outcomes of Conflict

• Agreement- equitable and fair agreements are best • Stronger relationship- build bridges of goodwill and trust for future use • Learning- greater self-awareness and creative problem solving (conflict is not a battle but an opportunity or journey)

Define Goals in Terms of __, __, __

• Behavioral- can be used the most in jobs; most relevant for knowledge work • Objective- best for jobs with clear and readily measured outcomes; measure what matters not just what can be measured • Task/project- Best for jobs that are dynamic, but in which nearer term activities and milestones can be defined; similar to SMART goals

Four skills desired by employers

• Critical thinking: using logic and reasoning to identify strengths and weaknesses of alternate solutions, conclusions, or approaches to problems • Problem solving: identifying complex problems and reviewing related information to develop and evaluate options and implement solutions • Judgment and decision making: considering the relative costs and benefits of potential actions to choose the most appropriate ones • Active listening: Giving full attention to what other people are saying; taking time to understand the points being made; asking questions as appropriate and not interrupting

Why Styles Matter

• Culture- departments and entire organizations can develop the same styles - integrating, dominating, and avoiding • Results- cooperative styles improved new-product development performance between buyers and suppliers across several industries • Reduced turnover- those with emotional intelligence more inclined to use collaborative styles • Contingency approach- no one style is best for every situation

4th Level of Empowerment- Delegation

• Delegation- occurs when managers turn over decision-making authority to employees and remove themselves from the process o Power distribution- followers granted authority to make decisions

Causes of unethical behavior at work

• Ill-conceived goals • Motivated blindness • Indirect blindness • The slippery slope • Overvaluing outcomes

Executive Order 11246

• Issued by Lyndon Johnson • Prohibits federal contractors and subcontractors from discriminating based on race, color, religion, sex or national origin • Employers whose contracts meet minimum requirements must engage in affirmative action ($10,000) • If receiving $50,000, must have written affirmative action plans for each establishment

Executive Order 11478

• Issued by Richard Nixon • Requires the federal government to base all its employment policies on merit and fitness

3 Dimensions of Situational Control

• Leader- member relations- the extent to which the leader has the support, loyalty, and trust of the work group o Most important component of situational control • Task Structure- measures the amount of structure contained within tasks performed by the work group o Second most important • Position power- the leader's formal power to reward, punish, or otherwise obtain compliance from employees • High control = predictable results because the leader has the ability to influence work outcomes

Leaders vs. Managers

• Leaders- creating a vision and strategic plan • Managers- implement vision and plan

Monitoring Performance

• Monitoring performance- means measuring, tracking, or otherwise verifying progress and ultimate outcomes • Timeliness- was work completed on time? • Quality- How well was work done? • Quantity- how much? Sales goals? • Financial metrics- what are the profits, returns, or other relevant accounting/ financial outcomes?

Reasons for unethical behavior at work

• Personal motivation to perform • Pressure from a supervisor to reach unrealistic performance goals with threats of underperforming • Reward systems that honor unethical behavior • Employees' perception of little or no consequences for crossing line

What can I do about unethical behavior?

• Recognize that its business and treat it that way • Gather data • Accept that confronting ethical concerns is part of job • Challenge the rationale • Use lack of seniority or status as an asset • Consider and explain long term consequences • Suggest solutions- not just complaints

Three Primary Reactions to Management

• Resistance- indifferent, passive-aggressive, actively resist, undermine/sabotage • Compliance- do only what is expected • Commitment- believe in the cause and often go above

Tuckman's Five Stage Model of Group Development

• Stage 1: Forming • Ice breaking stage - uncertainty, anxiety in members (unknowns about role, people in charge, group's goals) • Mutual trust is low • Conflict most beneficial here • Stage 2: Storming • Time of testing/ individuals test the leader's policies ad assumptions as they try to decide how they fit into the power structure • Subgroups may form and resist • Ron Johnson (JCPenny) and Marissa Mayer (Yahoo) failed in this stage - many other groups fail here because of way they use power and politics, which may lead to rebellion • Stage 3: Norming • A respected member (other than the leader) challenges the group to resolve its power struggle so work can be accomplished • Questions about authority and power- unemotional, matter of fact group discussions • Group Cohesiveness- "we feeling;" binds members of a group together; principal byproduct of Stage 3 • Stage 4: Performing • Activity focused on solving task problems • Climate of open communication, strong cooperation, lots of help behavior • Conflicts are handled constructively and efficiently • Cohesiveness and personal commitment to group goals • Stage 5: Adjourning • Group work is done • May have rituals here, like parties and award ceremonies

3 Step Approach

• Step 1: Define the problem • Most people define problems reactively • Define problems in terms of desired outcomes - then test each one by asking, "Why Is This a Problem?" • Step 2: Identify potential causes using OB concepts and theories • Ex: contingency perspective and ethics • Test your causes by asking, "Why or How Does This Cause the Problem?" • Ask why multiple times • Step 3: Make recommendations and (if appropriate) take action • Map recommendations onto causes - when you remedy the causes, then you solve or at least ease the underlying problem

5 Characteristics to Conflict Escalation

• Tactics change- light tactics (persuasive arguments, promises, and efforts to please the other side) to heavy tactics (threats, power plays, and even violence) • Number of issues grows • Issues move from specific to general (general dislike of the other party) • Number of parties grows (more people are drawn into the conflict) • Goals change

Groups

(1) two or more freely interacting individuals, (2) share norms, (3) goals, (4) have a common identity o Size of a group is limited to mutual interaction and mutual awareness (not a crowd or organization)

Empathy

- Ability to read in between the lines -Skill with group dynamics

Factors affecting an HRM system

- Culture (shared assumptions), which then affects laws, customs/languages/religions, what people value/economic systems/education -Education and Skill Levels (higher economic developer usually tied to higher education levels) -Economic System (in developed countries with wealth, labor costs are high) -Political/ Legal System

Ways to avoid an overage of people

- Downsize - Pay reduction - Demotions - Transfers (right size organization) - Work Sharing - Hiring Freeze - Natural attrition - Early retirement (can be very negative) - Retraining (Emphasizes why forecasting is important)

Intellectual Stimulation

- Encourage creativity, innovation, and problem solving

Social Skill

- Expertise with teams - Persuasiveness - Gift for collaboration - Sometimes idle schmoozing is actually relationship building - A leader cannot do everything

What are the three dimensions of control in Fiedler's Contingency Model?

- Leader-member relations - Task structure - Position Power

Ways to avoid shortage

- Overtime - Temporary employees - Outsourcing - Retrained - Turnover reductions - New external hires - Tech innovation

Individualized Consideration

- Pay special attention to the needs of followers - Find ways for people to develop and grow - Supportive climate that focuses on the needs of individual followers

Social Awareness

- Realistic Self- Assessment - Self deprecating sense of humor - Confidence - Leader who sees himself clearly, sees the company clearly

Idealized Influence

- Sacrificing for the good of the group - Being a role model with high ethical standards

Self- regulation

- Thoughtfulness - Integrity - Comfort with ambiguity - Eliminating impulsive actions because as a leader you want to be predictable

Inspirational Motivation

- Use of charisma - Attractive vision of future - Influencing others through buy-in to high expectations and a shared vision

Integrative Negotiation

- a host of interests are considered, resulting in an agreement that is usually satisfactory for both parties • More collaborative, problem-solving approach, win-win

Recruitment

- any activity carried on by the organization with the primary purpose of identifying and attracting potential employees

DiSC

- brand of assessment tool that identifies individuals' behavioral patterns in terms of dominance, influence, steadiness, and conscientiousness

Referent Power

- comes into play when our personal characteristics and social relationships are the reason for others' compliance

Individual/ Collectivism

- describes strength of relation between an individual and other individuals in society

Vocational Rehabilitation Act

- enhance employment opportunity for individuals with disabilities

Charisma

- form of interpersonal attraction that inspires acceptance, devotion, and enthusiasm

Performance Appraisal

- formal process for measuring employees performance is a major component of performance management

Civil Rights Act of 1971

- granted all citizens the right to sue in federal court if they feel they have been deprived of some civil right; allow plaintiff to recover compensatory and punitive damages

Self-Managed Teams

- groups of workers who have administrative oversight over their work domains

Pregnancy Discrimination Act

- if an employee is temporarily unable to perform her job due to pregnancy, the employer must treat her in the same way as any other temporarily disabled employee (modified tasks, alternative assignments, disability leave, leave without pay)

What conditions need to be considered during task analysis?

- job equipment and environment -time constraints -safety considerations -performance standards These observations form the basis for a description of work activities, or the tasks required by the person's job.

Consideration (Relationship Oriented Leader Behavior)

- leader behavior that creates mutual respect or trust and prioritizes group members' needs and desires

Psychological Empowerment

- occurs when we feel a sense of • Meaning- belief that are work values and goals align with those of our manager, team, or employer • Competence- our personal evaluation of our ability to do our job • Self-determination- sense that we have control over our work and its outcomes • Impact at work- feeling that our efforts make a

Onboarding

- ongoing process that aims to prepare new employees for full participation in the organization

Conflict Handling- Avoiding

- passive withdrawal from the problem and active suppression of the issue are common

Learning Goal

- promotes enhancing your knowledge or skill • When skills are lacking, it is helpful to set learning goals first

Individual Level of Political Action

- pursuit of general self-interests

Job Design

- referred to as job redesign/ work design; refers to any set of activities that alter jobs to improve the quality of employee experience and level of productivity

Communication

- refers to the expatriate receiving information and recognizing changes while abroad

Masculinity/ Femininity

- the emphasis a culture places on practices or qualities that have traditionally been considered masculine or feminine

Situational Constraints

- the limits on training's effectiveness that arise from the situation or the conditions within the organization

Downsizing

- the planned elimination of large numbers of personnel with the goal of enhancing the organization's competitiveness

Succession Planning

- the process of identifying and tracking high potential employees who will be able to fill top management positions when they become vacant

Distance Learning

- trainees at different locations attend programs online, using their computers to view lectures, participate in discussions and share documents; video-conferencing, e-mail, IMing, document-sharing, software, web cameras

Grouping Building Methods

- trainees share ideas and experiences, build group identities, learn about interpersonal relationships (group discussions, experiential programs, team training)

Transnational HRM System

- type of HRM system that makes decisions from a global perspective, includes managers from many countries, and is based on ideas contributed by people representing a variety of cultures

Assessment Center

- wide variety of specific selection programs that use multiple selection methods to rate applicants or job incumbents on their management potential

Characteristics of Apologies

1) Acknowledgement of wrongdoing 2) Acceptance of responsibility 3) Expression of regret 4) Promise that the offense will not be repeated

Improving Emotional Intelligence

1) Define who I want to be 2) Define who I am now 3) Identify how I get from here to there 4) Identify how to make change 5) Identify who can help me

What questions are answered during Person Analysis?

1) Do performance deficiencies result from lack of knowledge, skill, or ability? 2) Who needs training? 3) Are these employees ready for training?

Options for avoiding a surplus

1) Downsizing 2) Pay reductions 3) Demotions 4) Transfers 5) Work sharing 6) Hiring Freeze 7) Natural Attrition 8) Early retirement 9) Retraining

Forecasting Steps

1) Forecast labor demand 2) Forecast labor supply 3) Determine labor surplus or shortage

What are the three steps of HR Planning?

1) Forecasting 2) Goal Setting and Strategic Planning 3) Program Implementation and Evaluation

Kouzes and Posner Model

1) Model the way 2) Inspired shared vision 3) Challenge the process - challenge the status quo 4) Enable others to act - build trust, collaboration 5) Encourage the heart- offer support and recognition to reward accomplishments

Readiness for training involved two main concepts, which are:

1) Necessary employee characteristics (ability to learn, favorable attitudes, motivation) 2) Positive work environment (encourages learning and avoids interfering with training)

Options for avoiding a shortage

1) Overtime 2) Temporary employees 3) Outsourcing 4) Retrained transfers 5) Turnover reduction 6) New external hires 7) Technological innovation

Four Goals of Downsizing

1) Reduce costs 2) Replace labor with technology 3) Mergers and acquisitions 4) Move to more economical location

Criteria for selection of employees for foreign assignments

1) competency in area of expertise 2) ability to communicate (verbally and non) 3) Flexibility 4) Motivation to succeed/ enjoy challenges 5) Willingness to learn (culture, language, customs) 6) Support from family members

Four Components of Organizational Behavior Modification (OBM)

1. Define a set of key behaviors necessary for job performance. 2. Use a measurement system to assess whether the employee exhibits the key behaviors. 3. Inform employees of the key behaviors, perhaps in terms of goals for how often to exhibit the behaviors. 4. Provide feedback and reinforcement based on employees' behavior.

Three components of Management by Objectives (MBO)

1. Goals are specific, difficult, and objective. 2.Managers and their employees work together to set the goals. 3. The manager gives objective feedback through the rating period to monitor progress toward the goals. MBO can have a very positive effect on an organization's performance