Micheal Ford UA MGMT 300 Exam 3

What are the categories of needs according to Maslow's hierarchy?

1. physiological- (or basic) human needs that are required for survival: food, shelter, water, sleep, etc. 2. Safety Needs - Security and safety needs include personal security, financial security, and health and well-being. 3.. Love Needs- when individuals have taken care of themselves physically, they can address their need to share and connect with others. Deficiencies at this level, on account of neglect, shunning, ostracism, etc., can impact an individual's ability to form and maintain emotionally significant relationships 4. Esteem Needs - which represents the normal human desire to be valued and validated by others, through, for example, the recognition of success or status. This level also includes self-esteem, which refers to the regard and acceptance one has for oneself. 5. Self Actualization needs - At this stage, people feel that they have reached their full potential and are doing everything they're capable of. Self-actualization is rarely a permanent feeling or state.

What about when followers are inexperienced and the task is difficult?

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Be familiar with the traits identified as important for leadership in the text.

B: dominance, intelligence, self-confidence, high energy, and task-relevant knowledge" B: Intelligence Conscientiousness Open to experience emotional stability Positive affect (p.g. 636) PP: What kind of traits is most important? ◦Not physical ◦Mental abilities- information processing, knowledge ◦Social skills- influence tactics, understanding, political skill ◦Values- what the leader cares about ◦Emotions- these have a trait component (S#11 chapter 14)

How do authentic and ethical leadership differ from other forms of leadership?

B: "Ethical leadership is clearly driven by personal factors related to our beliefs and values. It also has a reciprocal relationship with an organization's culture and climate. In other words, an ethical culture and climate promote ethical leadership, and ethical leadership in turn promotes an ethical culture and climate. Such leadership is positively related to employee job satisfaction, organizational commitment, organizational citizenship behavior, motivation, and task performance. It also is negatively associated with job stress, counterproductive work behavior, and intentions to quit." (P.g. 659)

What is a performance appraisal?

B: A performance appraisal, or performance review, is a management process that consists of (1) assessing employees' performance and (2) providing them with feedback......a performance appraisal is often dictated by a date on the calendar and can sometimes consist of a tense conversation that leaves both parties feeling unsatisfied (p.g. 421) Q: Process that measures the degree to which an employee accomplishes work requirements. O: the performance appraisal can be defined as the process of identifying, evaluating, and developing the work performance of employees to help achieve the goals and objectives of the organization.

How is adverse impact different from disparate treatment of job applicants?

B: Adverse impact occurs when an organization uses an employment practice or procedure that results in unfavorable outcomes to a protected class (such as workers over 40) over another group of people (such as workers under 40). For example, requiring workers to have "four to six years of experience" inadvertently creates adverse impact on older workers, because workers over 40 are likely to have more than six years of experience. B: Disparate treatment results when employees from protected groups (such as disabled individuals) are intentionally treated differently. An example would be making a decision to give all international assignments to people without disabilities because of the assumption that they won't need any special accommodations related to travel. Another example would be deciding to choose a male employee for a promotion over a female employee because of the assumption that the female employee—who happens to be pregnant—is going to give up her career soon anyway. (p

What are other types of tests that are available for personnel selection?

B: Criminal and Financial Background Checks Organizations that conduct criminal and financial background checks generally view negative marks on these records as indicators of low trustworthiness and/or poor character. (p.g. 411) B: "Drug and Alcohol Tests (p.g, 410) O: Job knowledge tests. Integrity tests. ... Cognitive ability tests. ... Personality tests. ... Emotional Intelligence tests. ... Skills assessment tests. ... Physical ability tests.

What are the key characteristics of authentic and ethical leadership?

B: Ethical leadership represents normatively appropriate behavior that focuses on being a moral role model. (p.g. 658) PP: Focuses on a leader's ◦Prosocial motivation ◦Morality, integrity ◦Trustworthiness Authentic leaders strive for the following: ◦Being unbiased ◦Transparency ◦Internalized moral perspective ◦Self-awareness (S#36 chapter 14) O: 10 Authentic Leadership Characteristics -Self-awareness. Lead with heart. ... Focus on long-term results. ... Integrity. ... Lead with vision. ... Listening skills. ... Transparency. ... Consistency.

What is an advantage of internal recruiting, and external recruiting?

B: Internal recruiting may be a wise advantage for companies that wish to boost retention by increasing employee commitment and engagement. O: Internal Recruiting Advantages -Better selection (foreknowledge of candidates strengths and weaknesses) -Increases employee morale -Adaptability (Less training and orienation required) -No cost less time consuming -Builds strong relationships with employees O: External Recruiting Advantages -New "blood" brings new perspectives -Maybe bring new industry insights -Increase in selection ratio -Enhancing diversity -Encouraging referrals from current employees. -Larger pool of applicants

Know the 3 negative leadership traits (narcissism, Machiavellianism, psychopathy)

B: Narcissism is defined as "a self-centered perspective, feelings of superiority, and a drive for personal power and glory." Narcissists have inflated views of themselves, seek to attract the admiration of others, and fantasize about being in control of everything. (p.g. 637) B: Machiavellianism displays a cynical view of human nature and condones opportunistic and unethical ways of manipulating people, putting results over principles. This view is manifested in such expressions as "All people lie to get what they want" and "You have to cheat to get ahead." Like narcissism, Machiavellianism is also associated with counterproductive work behaviors, especially as people begin to understand that they are being coldly manipulated (p.g. 637) B: "Psychopathy is characterized by lack of concern for others, impulsive behavior, and a dearth of remorse when the psychopath's actions harm others. Not surprisingly, a person with a psychopathic personality can be a truly toxic influence in the wo

What is the difference between an objective and subjective appraisal?

B: Objective appraisals, also called results appraisals, are based on facts and are often numerical. (p.g. 423) B: subjective appraisals, which are based on a manager's perceptions of an employee's (1) traits or (2) behaviors. (p.g. 423) B: In objective appraisals, you would keep track of such matters as the numbers of products the employee sold in a month, customer complaints filed against an employee, miles of freight hauled, and the like." O: Objective measures work best in situations where each employee can be assessed directly and each employee's performance can be meaningfully compared to another employee. O: Subjective measures are very good at allowing a supervisor to exercise judgment about an employee's performance in complicated systems

What is the difference between reliability and validity?

B: Reliability- represents the degree to which a test produces consistent scores. When a test is reliable, an individual's score will remain about the same over time, assuming the characteristic being measured also remains the same. It would be similar to taking a midterm twice, two days apart. A reliable midterm would result in your scoring very similarly on both occasions. B: Validity reflects the degree to which a test measures what it purports to measure—nothing more and nothing less. If a test is supposed to predict performance, then candidates' actual performance should reflect their scores on the test. Using an invalid selection test can lead to poor selection decisions. It can also create legal problems if the test is ever challenged in a court of law. A valid midterm should measure content covered in the textbook and during lectures, and nothing else. (p.g. 405) O: Validity will tell you how good a test is for a particular situation; reliability will tell you how trustwor

What does a situation or behavioral interview question look like?

B: Situational interviews are structured interviews during which raters ask applicants how they would behave in hypothetical job situations. *Example questions are: "What would you do if you saw two of your people arguing loudly in the work area?" and "How would you respond if your boss asked you to keep a secret from upper management?" The goal of situational interviews is to find out if the applicant can effectively handle various situations that may arise on the job. (p.g. 408) B: Behavioral-description interviews are structured interviews during which raters explore applicants' job-related past behaviors. *Example questions include: "Give me an example of a time when you needed to learn more about competitor organizations. What was the situation and what actions did you take?" and "Tell me about a time when you had to apply your understanding of cultural differences at work. What actions did you take as a result of your understanding? (p.g. 408) PP: Behavioral-description i

What is the difference between a structured and unstructured interview?

B: The structured interview involves asking each applicant the same questions and comparing their responses to a standardized set of answers. Across multiple reviews of employment interview research spanning more than 60 years, one of the most consistent findings has been that structured interviews are far superior to unstructured interviews in their ability to predict applicants' future job performance (p.g. 408) B: Unstructured interviews gather information about job candidates without the use of a fixed set of questions or a systematic scoring procedure. Unstructured interviews unfold like ordinary conversations, and proponents suggest that advantages include a more relaxed atmosphere and the freedom to explore certain topics in more depth. However, decades of research have shown consistently that unstructured interviews have serious drawbacks, including low reliability, low validity, and high susceptibility to legal challenges. (p.g. 408) O: Structured interviews are more formal,

How does strategic HRM differ from more traditional HR administration?

B: While HRM is about managing people, strategic HRM is about generating competitive advantages through people. In other words, strategic HRM views people as valuable strategic assets of any organization.(p.g. 396) O: A strategic HR manager is focused on forming a long-term strategy. For example, when they are looking to hire for a position, they are considering future growth projections and the goals of the company. While traditional HR managers work reactively, strategic HR managers work proactively. PP: HR Administration- •Operational, carrying out specific procedures (processing applications, benefits) •Takes place in the "HR" department Strategic HRM •Focuses on the future of the organization, the role of human capital in value creation and competitive advantage •Concerned with all people-related issues •How different HR areas fit together toward the company's strategic goals •Executed by HR department and by leaders and line managers (and sometimes even front-line

What are the major functions of human resource management?

B: employee recruitment, compensation, onboarding, and performance management B: 1. Recruitment and selection 2. Compensation and Benifets 3. Onboarding and L&D 4. Performance Management 5. Employee Relations (figure 9.1) p.g. 395 O: staffing, development, compensation, safety and health, and employee and labor relations.

What is strategic HRM

B: is the process of designing and implementing systems of policies and practices that align an organization's human capital with its strategic objectives (p.g. 396) O: Strategic HRM refers to HR that is coordinated and consistent with the overall business objectives in order to improve business performance. ... Strategic HRM emphasizes the importance of HR - and the people in the business - to the success of an organization.

Be able to recognize examples of training and development methods.

O: Good continuous learning and development initiatives often feature a combination of several different methods that, blended together, produce one effective training program. Orientations. ... Lectures. ... Case Study. ... Role-Playing. ... Simulations. ... Computer-Based Training. ... Self-Instruction. ... Audiovisual Training. Instructor-led training. eLearning. Simulation employee training. Hands-on training. Coaching or mentoring. Lectures. Group discussion and activities. Role-playing.

What are KSAOs and how are they used in selecting employees?

O: Knowledge, skills, abilities, and other characteristics (KSAOs) O: Knowledge- refers to the body of factual or procedural information that can be applied, such as knowledge of foreign languages or computer programming languages. Skills are the capabilities require to perform tasks accurately, such as psychomotor activities like typing speed or driving ability. Abilities are more stable characteristics that can include cognitive, sensory and physical abilities, such as empathy. Other characteristics are traits that do not fit into the other categories, including values, work style, personality and degrees and certifications. O: Examples include knowledge of: -Federal regulations and directives -Operational systems and procedures -Budget and accounting principals -Engineering practices -Environmental compliance law -Administrative practices Examples include skill in: -Keyboard data entry -Motor vehicle operation -Computer software proficiency -Electronic or computer repair -Carp

human capital and Social capital different

O: Social capital and human capital are two types of resources. The key difference between human capital and social capital is that human capital refers to skills, knowledge, experience, etc. possessed by different individuals whereas social capital refers to the resources we gain from being a social network.

How do reliability and validity apply in an employee selection situation?

O: Validity will tell you how good a test is for a particular situation; reliability will tell you how trustworthy a score on that test will be. You cannot draw valid conclusions from a test score unless you are sure that the test is reliable.

What is the difference between the "in-group" and "out-group according to leader-member exchange?

O: When interactions between leader and follower result in high quality, negotiated, reciprocal relationships, where the follower assumes responsibilities beyond the job description, they are known as the "in-group." When the interactions result in a one-way, "by the book," "That's not in my job description" relationship, it is known as the "out-group."

What is a work sample/performance test and how is can it be used for selection?

O: Work sample tests require applicants to perform tasks or work activities that mirror the tasks employees perform on the job. For instance, applicants for an Administrative Assistant position may be asked to transcribe an internal memo using a word processor or to accurately file a stack of paperwork. B: Ability Test measures job candidates' physical abilities, strength and stamina, mechanical ability, mental abilities, and clerical abilities B: Performance tests, or skills tests, measure performance on actual job tasks—so-called job tryouts B: Personality tests measure stable traits such as self-efficacy, self-esteem, locus of control, emotional stability, extroversion, agreeableness, conscientiousness, and openness to experience. B: Integrity tests assess attitudes and experiences related to a person's honesty, dependability, trustworthiness, reliability, and pro-social behavior (p.g. 410 for all B:) PP: Ability tests ◦Enduring physical or mental capabilities ◦Cognitive/

What do contingency/situational theories of leadership emphasize?

O: contingency model focuses on leadership style and the maturity of those being led. Situational leadership theory puts forth the idea that leadership styles hinge on four behaviors: telling, selling, participating and delegating. B: The contingency leadership model determines if a leader's style is (1) task-oriented or (2) relationship-oriented and whether that style is effective for the situation at hand. ?

Why does conscious goal-setting improve performance?

PP: Consciously set goals have motivational value ◦Direct attention and effort ◦Help maintain persistence ◦Facilitate the development of strategies (S#21 chapter 12)

What are the basic components of expectancy theory (expectancy, instrumentality, and valence) and how do they influence motivation? Be able to recognize an example of these.

PP: Expectancy -Will my effort increase my performance? Instrumentality - Will performance increase my rewards? Valence - Do the matter of the reward to me? (S#18 chapter 12)

What are the types of power a leader can use? Be able to recognize an example.

PP: (S# 6 chapter 14) ◦Legitimate power- positional ◦Reward power- the ability to give rewards ◦Coercive power- the ability to punish ◦Referent power- personal attraction ◦Expert Power- based on expertise ◦Informational power- based on access to information B: Legitimate power, which all managers have, is power that results from managers' formal positions within the organization Power EXAMPLE: Power that comes from one's organizational role or position. For example, a boss can assign projects, a policeman can arrest a citizen, and a teacher assigns grades. (p.g.632) B: Reward power, which all managers have, is the power that results from managers' authority to reward their subordinates. Rewards can range from praise to pay raises, from recognition to promotions. Reward EXAMPLE: Tallgrass Freight brokerage company rewards its tops sales employees and a plus-one with a trip to Las Vegas for its Club 200 celebration. To be awarded, employees must generate at least $200,000

What is 360 degree feedback

PP: 360 degree feedback ◦Supervisor, peers, customers, subordinates, self (S#41 Chapter 9) Q: a performance appraisal process in which feedback is obtained from the boss, subordinates, peers and coworkers, and the employees themselves O: A 360-degree feedback is a process through which feedback from an employee's subordinates, colleagues, and supervisor, as well as a self-evaluation by the employee themselves, is gathered. B: 360-degree assessment, employees are appraised not only by their managerial superiors but also by peers, subordinates, and sometimes clients, thus providing several perspectives.(p.g. 424)

Be able to recognize a definition or example of needs for: achievement, affiliation, and power

PP: Achievement -Challenges, rewards, balanced feedback Affiliation -Personal relationships, social approval Power -Control over work and others, recognition (S#9 chapter 12) B: "Need for Achievement People motivated by the need for achievement prefer: -Working on challenging, but not impossible, tasks or projects. -Situations in which good performance relies on effort and ability rather than luck. -Being rewarded for their efforts. -Receiving a fair and balanced amount of positive and negative feedback to improve their performance." (p.g. 555) B: "Need for Power People who have a high need for power are more likely to enjoy: -Being in control of people and events and being recognized for this responsibility. -Work that allows them to control or have an effect on people and be publicly recognized for their accomplishments." (p.g. 555) B: "Need for Affiliation Those who tend to seek social approval and satisfying personal relationships may have a high need for affiliation. These

External Fit HR

PP: Alignment of HR practices with the company's desired culture and strategy (S #8 chapter 9) B: External fit exists when the HR system is aligned with the organization's culture and structure in support of firm-level strategy. For example, a firm that competes based on cost reductions and efficiency should reward objective job performance, provide targeted skills training, and define job performance clearly. (p.g. 397) O: External fit is the alignment between the organization and its environment. When the strategies of the organization are aligned to the HR systems of the organization to be in sync the external environment it is called external fit.

According to situational theories, what kind of leadership is best when followers are mature and capable?

PP: Common leadership styles (see "path-goal leadership model") ◦Supportive- show concern for well-being, make work pleasant ◦Directive, clarifying- focus on clarifying expectations, guidance ◦Participative, group-oriented- involve employees in decisions ◦Achievement-oriented- emphasize excellence, set challenging goals ?

Internal Fit HR

PP: Consistency across HR practices. (S #8 chapter 9) B: Internal fit exists when all of the individual policies and practices within the HR system reinforce one another. For example, an organization that hires employees based on their performance potential rather than their previous experience needs to provide extensive opportunities for learning and development and should use a performance management system that rewards growth.(p.g. 397) O: is when the organizational systems, structure and technology are aligned with the Human Resource systems of the organization.

Be able to recognize characteristics of charismatic leadership and charismatic speech.

PP: EXAMPLES OF Charismatic Speech. "This reminds me of the challenge my team and I faced when climbing the Eiger peak a few years ago. We got caught in bad weather, and we could have died up there. But working together, we managed to survive. And we made what at first seemed impossible, possible. Today we are in an economic storm, but by pulling together, we can turn this situation around and succeed." "It seems to me that you're playing too much defense when you need to be playing more offense" "I asked to lead the medical division not because it has the best location but because I believe we can accomplish something great for our company and at the same time help save lives." "We can turn this around with a three-point strategy: First, we need to look back and see what we did right. Next, we need to see where we went wrong. Then, we need to come up with a plan that will convince the board to give us the resources to get it right the next time." PP: characteristics of Charismatic

human capital

PP: Employee individual capabilities, motives B: "is the economic or productive potential of employee knowledge, experience, and actions. Human capital stems from all of the employee competencies that are or could be valuable to the organization." (p.g. 397)

How do you give good feedback to employees? What are the key characteristics of good feedback?

PP: Focus on behaviors, not traits ◦Not how good or bad the employee is, but what it is they are doing well, or could do better PP: Give resources to improve ◦Training, free up time, mentoring PP: Get employee's input to identify causes of performance problems Don't wait for the end of the year to give feedback (S#43 chapter9 for all PP:) B: Take a problem-solving approach, avoid criticism, and treat employees with respect. B: Be specific and direct in describing the employee's current performance and in identifying the improvement you desire -Get the employee's input -Follow up (p.g. 427 for all B:)

What are examples of internal and external recruiting?

PP: Internal ◦Job postings ◦Can be open or targeted/closed External ◦Walk-ins ◦Referrals ◦Educational institutions ◦Employment agencies ◦Ads (S #11 chapter 9) B: Internal Recruiting - means making people already employed by the organization aware of job openings. (p.g. 401) B: External Recruiting means attracting job applicants from outside the organization (p.g. 401)

Reliability and Validity Part 2

PP: Reliability- Consistency in scores ◦If the same person took the assessment twice, would they get the same score? Applies to all types of assessments ◦Interviews, tests Low reliability constrains the ability to predict performance Can be affected by: ◦Fatigue, test-taking anxiety, poor physical conditions ◦Momentary lapses of memory or attention ◦Bad, irrelevant questions ◦Assessment is too short ◦Subjectivity in scoring ◦Unstandardized assessment procedures (S#25 chapter 9) PP: Vadility Accuracy and job relevance of the assessment of applicants Are applicants assessed on traits that are ◦relevant for the job? ◦And does it do so accurately? How is this demonstrated: ◦A clear logical link between the applicant assessments and the job's requirements ◦A statistical relationship between the assessment and performance ◦Do applicants who perform well in the job application process actually perform better on the job? Reliability and validity are importan

How can leadership be shared across team members?

PP: Shared leadership ◦Distribution of leadership across team members PP: How do we build shared leadership capacity in teams? •Shared understanding -"being on the same page" •Empowerment •. People must believe they can influence others •People must also be willing to accept and rely on leadership from several people (S#32 chapter 14)

What are the three major categories of leader behavior?

PP: Three types of leader behavior: ◦Task-oriented behavior ◦Relations-oriented behavior ◦Strategic, change-oriented (S#8 chapter 14) PP: Task-oriented behavior = -Planning and organizing -Clarifying roles and objectives -Monitoring PP: Relations-oriented behavior -Supporting -Developing and mentoring -Consulting -Recognizing and rewarding -Delegating and empowering PP: Strategic, change-oriented -Vision and vision communication -Taking risks for change -Intellectually stimulating followers -Monitoring the external environment (S#9 chapter 14) HW: In terms of leadership behaviors, someone who focuses on doing a very good job of planning work tasks, setting performance standards, and monitoring results would be described as _______________. Task Orientated Behavior

What is the difference between transformational and transactional leadership?

PP: Transactional ◦Give & take ◦Contingent rewards PP: Transformational ◦Idealized influence- role modeling ◦Inspirational motivation- vision, meaning ◦Intellectual stimulation- question assumptions ◦Individualized consideration- coaching, mentoring (S# 23 chapter 14) B: transactional leadership, focusing on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance. B: Transformational leadership transforms employees to pursue organizational goals over self-interests. (p.g. 649)

social capital

PP: relationships among employees B: "is the economic or productive potential of strong, trusting, and cooperative relationships. Social capital stems from the reciprocity, knowledge, and capabilities that are embedded in both informal connections and close personal relationships. (p.g. 397)

What is training and development?

Q: All attempts to improve productivity by increasing an employee's ability to perform. O: Training and development refer to educational activities within a company created to enhance the knowledge and skills of employees while providing information and instruction on how to better perform specific tasks. O: Training and development involves improving the effectiveness of organizations and the individuals and teams within them PP: Training methods ◦On-the job training ◦Off-the-job presentation methods ◦Off-the-job hands-on ALL CORRELATES TO...... Focused on specific job requirements PP: Development ◦Onboarding Orient employees to the job and/or organization ◦Mentoring ◦Job rotation ◦Reverse mentoring ◦Developmental work experiences ALL CORRELATES TO..... Focused on employees' ongoing and future growth and adjustment (S#34 chapter 9 for all PP:)

How do men and women differ in their perceived leadership styles? Performance?

◦Men more task-oriented on average ◦Women more relations-oriented on average