Management: exam 3

The self-fulfilling prophecy,

also known as the Pygmalion ("pig-mail-yun") effect, describes the phenomenon in which people's expectations of themselves or others lead them to behave in ways that make those expectations come true.

Labor unions

are organizations of employees formed to protect and advance their members' interests by bargaining with management over job-related issues.

personality

consists of the stable psychological traits and behavioral attributes that give a person his or her identity

After struggling with the accounting training, Peter is unsure whether he can complete the end-of-year financial reporting with no errors in the time allotted. In this case, Peter is low on the ______ element of expectancy theory.

expectancy

formal aspects:

Goals. Policies. Hierarchy. Structure.

Educational Level

- College graduates may be in jobs which they are overqualified or underemployed—working at jobs that require less education than they have-for - High-school dropouts and others may not have the literacy skills needed for many jobs

which of the following is a practice of a company attempting to offer targeted products with a focus on a faster speed to market

- Spotting new opportunities that emerge in the market - reworking the image of older

Do Personality Tests Work for the Workplace?

- personality tests are not a valid predictor of job performance -

McClelland's Acquired Needs Theory: Achievement, Affiliation, and Power: All high level needs.

-McClelland believes that we are not born with our needs; rather, we learn them from the culture—from our life experience -need for achievement—"I need to excel at tasks" : Enjoy rewards, challenges, and tasks. -Need for affiliation—"I need close relationships.": Social approval, not efficient manager, seek approval from relationships -need for power—"I need to control others and events" enjoy being recognized for responsibility. -ex: coaching others without being asked

What is motivation and how does it work

-Motivation may be defined as the psychological processes that arouse and direct goal-directed behavior. -must be inferred from ones behavior -motivation can also be expressed in a simple model—namely, that people have certain needs that motivate them to perform specific behaviors for which they receive rewards that feed back and satisfy the original need

Five steps in training process

1. Assessment 2.Objectives 3. Selection 4.Implementation 5. Evaluation.

How to raise your EI

1. Develop awareness of your EI 2. Learn about areas needing improvement.

Steps considering promotion

1. Fairness 2. Nondiscrimination 3. other resentments

Kurt Lewin's change model Unfreezing, Changing, and Refreezing

1.) Unfreezing: -Create the motivation to change - employees need to become dissatisfied with the old way of doing things. -Managers also need to reduce the barriers to change during this stage. 2.) Changing: -Learning new ways of doing things. -employees need to be given the tools for change:New information, models, and procedures, -Most important. Managers need to act as role models and mentors and provide bench marking results. 3.) Refreezing: - Support and reinforce the change. -employees need to be helped to integrate the changed attitudes and behavior into their normal ways of doing things

gainsharing

A Scanlon plan is a type of ______ compensation plan.

External Recruiting Advantages/ Disadvantages

Advantages: 1. Applicants may have specialized knowledge and experience 2. Applicants may have fresh viewpoints Disadvantages 1. Process is more expensive and takes longer 2. The risk is higher because persons hired are less well known.

Forced Ranking: Grading on a curve

All employees within a business unit are ranked against one another and grades are distributed along some sort of a bell curve. Top performers are rewarded, worst are given warnings. DISADV: Legal stuff, let go of talented people, create a culture of reduced performance. Method is declining.

360 degree assessment:

Appraisal by everybody

Flat Management

Done away with HR Departments. Letting Regular Line managers handle the tasks.

Resistance change

Employee characteristics Change agent characteristics

Process perspectives are concerned with the thought processes by which people decide how to act

Equity/justice theory Expectancy theory Goal-setting theory

what are two key aspects of turning a problem into an opportunity

Finding better ways to conduct business as a response to the problem - looking for solutions and new business ideas as a response to the problem

Formal and Informal Appraisals:

Formal -Help increase employee performance - conducted at specific times throughout the year - based on performance measures that have been established in advance. Informal INFORMAL -Conduced unscheduled -consists of less rigorous indications of employee performance

Realistic Job Previews

Gives a candidate a picture of both positive and negative features of the job and the organization before he or she is hired. Ex: Having a reducing turnover 30-90 days of employment.

When Attitudes and Reality Collide: Consistency and Cognitive Dissonance

Leon Fe stinger proposed the term cognitive dissonance to describe the psychological discomfort a person experiences between his or her cognitive attitude and incompatible behavior Three factors how people deal with discomfort 1.importance 2.control 3. reward

CHAPTER 1-

ORGANIZATIONAL CHANGE AND INNOVATION

Concept 2:Knowledge Workers. Potential of Employee Knowledge and actions

Occupation is principally concerned with generating or interpreting information, as opposed to manual labor. - Use brains rather than muscle -Most common type of worker

Who should make performance appraisals?

Peers, subordinates, customers and self.

Performance Management

Performance Management: Set of processes and managerial behaviors that involve defining, monitoring, measuring, evaluating, and providing consequences for performance expectations. 4 steps 1. Define Performance: Set goals and communicate performance expectations 2.) Monitor and evaluate performance: Measure and evaluate progress and outcomes 3.) Review performance: Deliver feedback and coaching 4.) Provide Consequences: Administer valued rewards and appropriate punishment.

B.F SKINNER EDWARD L THORDIK

Skinner- Father of operant conditioning. the process of controlling behavior by manipulating its consequences Thordik- law of effect, which says behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear.9

Being dismissed "for cause" means that

an employee is being fired for poor job performance or unacceptable behaviors.

A specialist at UPS who rides with couriers to learn about delivery time measurements and potential service problems is conducting a job

analysis

Arbitration

arbitration is the process in which a neutral third party, an arbitrator, listens to both parties in a dispute and makes a decision that the parties have agreed will be binding on them. Such as the award of damges, must be honored by both labor and management.

enforcement theory AKA behavior modification w

attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated.

Executing

execution— discussing hows and whats and of using questioning, analysis, and follow-through to achieve the results promised and ensure accountability. Execution requires organizations to effectively manage people, groups, and organizational processes and systems in the pursuit of innovation.

UNION

first must get each worker to sign an authorization card, which designates a certain union as the workers' bargaining agent. When at least 30% of workers have signed cards, the union may ask the employer for official recognition. Usually the employer refuses, at which point the union can petition the National Labor Relations Board (NLRB) to decide which union should become the bargaining unit that represents the workers, such as the Teamsters Union, United Auto Workers, American Federation of Teachers, or Service Employees International Union, as appropriate.

Compensation 3: Givebacks.

in which the union agrees to give up previous wage or benefit gains in return for something else. Usually the union seeks job security, as in a no-layoff policy.

leading reasons that employees resist change

individual predisposition toward change fear of failure climate of mustrust nonreinforcing reward systems

Teachers Credit Union has decided that tellers must rotate through a new weekend shift on Saturday afternoons because several of its financial competitors have recently begun to offer additional hours to customers. Teachers Credit Union is implementing a(n) ______ change.

innovative

Stress

is the tension people feel when they are facing or enduring extraordinary demands, constraints, or opportunities and are uncertain about their ability to handle them effectively.190 Stress is the feeling of tension and pressure; the source of stress is called a stressor. -the top two sources of stress are money (67%) and work (65%).

Michele had been working as an executive assistant to the president for nearly 25 years, so when she retired, no one had a good idea of all that her job entailed. Before Michele retired, Sharon sat with her for two weeks to observe her duties and ask her to explain all the functions she performs as executive assistant to the president. Sharon was performing a(n)

job analysis

Human resource (HR)

management consists of the activities managers perform to plan for, attract, develop, and retain an effective workforce. Its Strategic Management.

joan, a new manager, must enforce sales report deadlines, but her team is struggling. She creates a new system to streamline the process and helps everyone understand why the deadlines are important. On which of the following internal forces is Joan trying to have an impact?

manager's behavior

Workplace discrimination

occurs when people are hired or promoted—or denied hiring or promotion—for reasons not relevant to the job, Adverse impact: Adverse impact occurs when an organization uses an employment practice or procedure that results in unfavorable outcomes to a protected class (such as Hispanics) over another group of people (such as non-Hispanic whites). Disparate treatment results when employees from protected groups (such as disabled individuals) are intentionally treated differently. Gender inEquality is one too.

Organizational commitment

reflects the extent to which an employee identifies with an organization and is committed to its goals EX: For instance, some managers question whether mothers with children can be fully committed to their jobs, - Higher Commitment, higher satisfaction

Edward Deci and Ryan's Self-Determination Theory: Competence, Autonomy, and Relatedness. All high level needs

self-determination theory assumes that people are driven to try to grow and attain fulfillment, with their behavior and well-being influenced by three innate needs: 1.) competence- -I want to feel a sense of mastery: Feel qualified, capable, knowledgeable. -Managers can provide tangible resources to improve employee competence. -caught doing something right 2.) autonomy- I want to feel independent and influence my environment. - Managers can develop trust with their employees and empower them by delegating tasks to them. 3.) relatedness- I want to feel connected to other people. " All lined up to hug him" Intrinsic Motivation: Motivated through feeling independent rather than money. It is longer lasting

How Unions and Management Negotiate a Contract

-its representatives can then meet with management's representatives to do collective bargaining—to negotiate pay and benefits and other work terms. -When agreement is reached with management, the union representatives take the collective bargaining results back to the members for ratification—they vote to accept or reject the contract negotiated by their leaders.

Issues Union and Management Negotiate About

-key issues that they negotiate are compensation -A key issue is, Who controls hiring policies and work assignments - union security clause, the part of the labor-management agreement that states that employees who receive union benefits must join the union, or at least pay dues to it -Types of unionized and nonunionized workplaces. The four basic kinFds of workplaces are closed shop, union shop, agency shop, and open shop. -ight-to-work laws, statutes that prohibit employees from being required to join a union as a condition of employment.

Big Five

1.) Extroversion: how outgoing, talkative, sociable, and assertive a person is. 2.) Agreeableness-How trusting, good-natured, cooperative, and soft-hearted one is. 3.) Conscientiousness- How dependable, responsible, achievement-oriented, and persistent one is. 4.) Emotional- How relaxed, secure, and unworried one is 5.) Openness to experience-how intellectual, imaginative, curious, and broad-minded one is. Dimensions in the Big Five have been associated with performance, leadership behavior, turnover, creativity, and workplace safety

Forces Originating inside the organization

1.) Human resources concerns -unmet needs - Job dissatisfaction: Jobs can respond by design, reducing employees' role conflicts, and dealing with work overload, to mention a few matter -absenteeism and turnover -productivity -participation/suggestions 2.) Managers Behavior Excessive conflict between managers and employees or between a company and its customers is another indicator that change is needed - conflict -leadership -reward system -structural reorganization

TWO KINDS TO EVALUATE

1.) Objective Appraisals: Result appraisals, based on facts and often numerical. ex: # of products sold by an employee Advantage: They measure results.They are harder to challenge legally. 2.) Subjective Appraisals based on a managers perception of an employees traits or behaviors. A.) Traits: ratings such as attitude, initiative, leadership. Easy to create and use, but validity is questionable. B.) Behavioral measures specific, observable aspects e Ex: BARS- Behaviorally anchored rating scale. rates employee gradation in performance according to scales of specific behaviors.

Type of work schedules

1.) Part time - less than 40 2.) flextime hours 3. 4/10 work week: four 10 hour days per week 4.) Job sharing- two people split the same job 5.) telecommuting- working at home all or part time

McClelland identifies two forms of the need for power

1.) Personal: - Negative kind -desire to dominate others -manipulates people for ones own gratification 2.) Institutional: -positive -top managers nad leaders - need to solve problems that further org. goals

Four reason someone may transfer:

1.) To solve organizational problems by using skill at another location. 2.) Boraden experience in being assigned in a different position. 3. New challenge 4) solve some employee problems

types of attitudes managers are particularly interested in are

1.) employee engagement: How Connected Are You to Your Work? defined as an individual's involvement, satisfaction, and enthusiasm for work. -Engaged employees tend to be positive or optimistic, proactive, and conscientious and to possess high levels of human and social capital. 2.) job satisfaction is the extent to which you feel positive or negative about various aspects of your work. -their overall satisfaction depends on how they feel about several components, such as work, pay, promotions, coworkers, and supervision DOES MORE SATISFACTION CAUSE BETTER PERFORMANCE? 1/ Job satisfaction and performance are moderately related, meaning that employee job satisfaction is a key work attitude managers should consider when trying to increase performance; but (2) the relationship between satisfaction and performance is complex and it seems that both variables influence each other through a host of individual differences and work-environment characteristics.

Five practical lessons can be drawn from equity and justice theories, as follows.

1.. Employee Perceptions Are What Count 2.. Employees Want a Voice in Decisions That Affect Them 3 Employees Should Be Given an Appeals Process 4. Leader Behavior Matters 5.A Climate for Justice Makes a Difference

there are three major steps to follow when applying the job characteristics model.

1.Diagnose the work environment to see whether a problem exists. 2.Determine whether job redesign is appropriate. 3.Consider how to redesign the job.

Performance Appraisals: Are they worthwhile

Consists of 1.) Assessing an employees performance 2.) Providing him or her with feedback. Not ongoing, interactive process like management, its often dictated by a date on the calendar rather than the need. And it comes down to whether your superior likes you.

Innovation

Define: the activity of creating new ideas and converting them into useful applications—specifically, new goods and services. MYTHS: 1. Happens in a Eureka Moment. 2. Systematized: made a codified and standardized process that can be designed to always yield fruitful results

Strategic Human Resource Process

Establish Mission and Vision Establish the grand strategy Formulate the strategic plans Plan Human Resources needed Recruit and select people Orient, train, and develop -Perform appraisals of people PURPOSE: stimulate better job performance. Get optimal work performance to help realize companies mission and vision.

Maslow's Hierarchy of Needs Theory: Five Levels

First researcher 1-3 are high level needs hierarchy of needs theory, which proposes that people are motivated by five levels of needs: (1) physiological need( food, shelter, clothes) (2) safety, (3) love, (4) esteem, and (5) self-actualization.

organizational behavior (OB) :

Informal Aspect focus of the interdisciplinary field known as organizational behavior (OB), which is dedicated to better understanding and managing people at work. - tries not only to explain workplace but also predict it. TWO AREAS 1. individual behavior. 2. Group behavior.

Systems Model of change

Input " how should we change, and how willing and able are we to change? " a.) mission: the reason for being b.) vision statement: wishes to become c.) strategic plan: Long-term goals D.) analysis of organizations readiness for change as the beliefs, attitudes, and intentions of the organization's staff regarding the extent of the changes needed and how willing and able they are to implement them FOUR COMPONENTS: (1) how strongly the company needs the proposed change, (2) how much the top managers support the change, (3) how capable employees are of handling it, and (4) how pessimistic or optimistic employees are about the consequences of the result. 2) Target elements of change " Which levers can we pull that will produce the change we want" - People: knowledge, ability, attitudes, motivation - Organizational arrangements: Policies procedures, roles, structure, rewards, physical setting -Methods- processes, workflow, job design, technology social factors- organizational culture, group process, interpersonal, interactions. -Change affects entire organization and the people. 3. OUTPUT " What do we want from the change" change may be designed to occur at the level of the organization, group. or individual. Represent what we want for results. 4. Feedback how Is the Change Working and What Alterations Need to Be Made?" 5. Force-Field Analysis: -"Which Forces Facilitate Change and Which Resist It?" -Force-field analysis is a technique to determine which forces could facilitate a proposed change and which forces could act against it. -The first step is to identify the positive forces (called thrusters) and the negative forces (called counter-thrusters). -The second step is to remove the negative forces and then, if necessary, increase the positive forces.

Concept 1: Human Capital: Potential of Employee Knowledge and Actions

Is the economic or productive potential of employee knowledge, experience and actions. * EX: Co. providing career coaching and offering tuition reimbursement and scholarships. -Important to take responsibility for your own and sleep.

Training Methods

On the job training : Coaching, training positions, job rotation, and planned work activities. Off the Job training: classroom programs, workbooks, videos, games. New approach: Microlearning/bite-size learning: enabling a student to master one piece of learning before advancing.

The Four Types of Reinforcement: Positive, Negative, Extinction, and Punishment

POSITIVE - Strengthens behavior and positive consequences Positve reinforcement -Reward only desirable behavior -Give rewards as soon as possible. -Be clear about what behavior is desired -Have different rewards and recognize individual differences Negative: Strengthens behavior by withdrawing something negative Person maintains behavior. Negative reinforcement: Punishment -Punish only undesirable behavior -Give reprimands or disciplinary actions as soon as possible. -Be clear about what behavior is undesirable -Administer punishment in private -Combine punishment and positive reinforcement Extinction: Weakens behavior by ignoring it or making sure it is not reinforced. EX: Not giving out bonuses Punishment: Also Weakens Behavior by presenting something negative or withdrawing something positive.

symptoms of stress

Physiological signs. Lesser physiological signs are sweaty palms, restlessness, backaches, headaches, upset stomach, and nausea. More serious signs are hypertension and heart attacks. Psychological signs. Psychological symptoms include forgetfulness, boredom, irritability, nervousness, anger, anxiety, hostility, and depression. Behavioral signs. Behavioral symptoms include sleeplessness, changes in eating habits, and increased smoking/alcohol/drug abuse. Stress may be revealed through reduced performance and job satisfaction.

Strategic Human Resource

Planning consists of developing a systematic, comprehensive strategy for A.) Understanding current employee needs and B.) Predicting future employee needs.

Recruiting:

Process of locating and attracting qualified applicants for jobs open in the organization There are two types: 1.) Internal: Making people already employed by the organization aware of job openings. Mostly through Job Posting: Placing information about job vacancies and qualifications on bulletin boards, in newsletters, and on the organizations internet. 2.) External Recruiting: Attracting job applicants from outside the organization. Ex: Postings on social media. Most effective sources are Employee referrals., e recruitment websites.

Onboarding

Programs that help employees to integrate and transition to new jobs by making them familiar with corporate policies, procedures, cultures, and politics by clarifying work-role expectations and responsibilities. .

Reliability and Validity: Are tests worth it?

Reliability: The degree to which a tests measures the same thing consistently. Validity: The test measures what it purports to measure and is free of bias. if a test is supposed to predict performance, then the individual's actual performance should reflect his or her score on the test

Selection: How to choose the best person for the job

Screening of job applicants to hire the best candidate. This becomes an exercise in prediction. How well will the candidate perform the job and how long will he or she stay?

The Job Characteristics Model: Five Job Attributes for Better Work Outcomes

The job characteristics model consists of -The motivating potential score (MPS) is calculated as part of using a) five core job characteristics that affect 1.Skill variety- 2.task Identity - 3.Task Significance- How Many Other People Are Affected by Your Job?" 4.Autonomy-describes the extent to which a job allows an employee to make choices about scheduling different tasks and deciding how to perform them 5.feedback (b) three critical psychological states of an employee that in turn affect - Experienced: Meaningfulness of work, responsibility for work outcomes, knowledge of actual results of the work. (c) work outcomes—the employee's motivation, performance, and satisfaction, low absenteeism and turnover

A) Understanding Current Employee needs

To plan for the future you must understand the present. You first have to do a Job analysis and from that write a job description Job Analysis: Purpose is to determine by observation and analysis, the basic elements of a job. Job Description: Summarizes what the holder of the job does and how and why he or she does it. Job Specification: Describes the minimum qualifications of a person must have to perform the job successfully.

Which of the following training and development methods is most appropriate when people just need to learn facts such as work rules or legal matters?

Videotapes, workbooks, and lectures

Reducing Stressors in the Organization

buffers, or administrative changes, that managers can make to reduce the stressors that lead to employee burnout.228 Examples: Extra staff or equipment at peak periods. Increased freedom to make decisions. Roll out employee assistance programs. Employee assistance programs (EAPs) include a host of programs aimed at helping employees to cope with stress, burnout, substance abuse, health-related problems, family and marital issues, and any general problem that negatively influences job performance. Recommend a holistic wellness approach. A holistic wellness program focuses on self-responsibility, nutritional awareness, relaxation techniques, physical fitness, and environmental awareness. Create a supportive environment -Make jobs interesting. -make career counseling available.

Compensation 2: Cost-of-living adjustment

cost-of-living adjustment (COLA) clause, which during the period of the contract ties future wage increases to increases in the cost of living

In which one of the following situations would OD techniques be the most helpful?

dealing with employee stress that comes from revitalizing an organization or adapting to a merger

Mediation

ediation is the process in which a neutral third party, a mediator, listens to both sides in a dispute, makes suggestions, and encourages them to agree on a solution.

When workers perceive they are being treated fairly on the job, they are most likely to

support organizational change

diversity represents all the ways people are unlike and alike—the differences and similarities in age, gender, race, religion, ethnicity, sexual orientation, capabilities, and socioeconomic background

"diversity wheel" consisting of four layers of diversity: (1) personality, 2) Internal dimensions - human differences that exert a powerful, sustained effect throughout every stage of our lives: AGE:Older People are in the Workforce GENDER:More Women Working.More women own business there are still pay discrepancies. Glass ceiling—the metaphor for an invisible barrier preventing women and minorities from being promoted to top executive jobs. ETHNICITY: RACE: SEXUAL ORIENTATION - Primary dimensions: Not in our control. -visible and salient in people -transgender is an umbrella term for people whose sense of their gender differs from what is expected based on the sex characteristics with which they are born (3) external dimensions: - include an element of choice; they consist of the personal characteristics that people acquire, discard, or modify throughout their lives - Americans with Disabilities Act (ADA), which prohibits discrimination against the disable Ex: educational background, marital status, parental status, religion, income, geographic location, work experience -Secondary dimension because we have influence or control (4) organizational dimensions: management status, union affiliation, work location, seniority, work content, and division or department. Personality is at the middle of the wheel

five practical ways to reduce turnover:

(1) Base hiring decisions on the extent to which an applicant's values fit the organization's values. (2) Provide post-hiring support, which is referred to as onboarding, programs help employees to integrate and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics by clarifying work-role expectations and responsibilities. (3) Focus on enhancing employee engagement. (4) Incorporate realistic job previews (5) Offer employees benefits, such as flexible work hours

Types of behavior

(1) performance and productivity: -Evaluating Behavior When Employees Are Working ex: How many sales should he or she close? (2) absenteeism and turnover: Evaluating Behavior When Employees Are Not Working -EX: Calling Sick leads to dissatisfaction (3) organizational citizenship behaviors: -Evaluating Behavior That Exceeds Work Roles: (4) counterproductive work behaviors. -Evaluating Behavior That Harms the Organization: -types of behavior that harm employees and the organization as a whole.EX: Absenteeism and tardiness drug abuse. -Can be screened through the hiring process

Job design

(1) the division of an organization's work among its employees (2) the application of motivational theories to jobs to increase satisfaction and performance Two approaches 1. Fitting people to jobs is based on the assumption that people will gradually adapt to any work situation."How can we make the worker most compatible with the work? Technique: scientific management, the process of reducing the number of tasks a worker performs. When a job is stripped down to its simplest elements, it enables a worker to focus on doing more of the same task, thus increasing employee efficiency and productivity 2. Fitting jobs to people based on the assumption that people are underutilized at work and that they want more variety, challenges, and responsibility. -outgrowth of Herzberg's theory - Techniques 1.) job enlargement: putting More Variety into a Job. It is different than scientific management (2) job enrichment:Putting More Responsibility and Other Motivating Factors into a Job

1.) EquityTheory:

- How Fairly Do You Think You're Being Treated in Relation to Others? - Perception of fairness is a big issue -is a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships -by J. Stacey Adams - based on cognitive dissonance: motivates them to take action to maintain consistency between their beliefs and their behavior The Elements of Equity Theory: Comparing Your Inputs ( putting in the job" Outputs ( rewards) with Those of Others ( comparison both with others )

Grievance Procedures

-A grievance is a complaint by an employee that management has violated the terms of the labor-management agreement. - Example: An employee may feel he or she is being asked to work too much overtime, is not getting his or her fair share of overtime, or is being unfairly passed over for promotion. -grievance procedures are often handled initially by the union's shop steward, an official elected by the union membership

Expectancy Theory: Motivation to be high, you must be high on all three elements

-Introduced by Victor Vroom, expectancy theory suggests that people are motivated by two things: (1) how much they want something and (2) how likely they think they are to get it. -relationship between your effort, your performance, and the desirability of the outcomes (such as pay or recognition) of your performance -How Much Do You Want and How Likely Are You to Get It? Three elements: 1. Expectancy: -is the belief that a particular level of effort will lead to a particular level of performance -will I Be Able to Perform at the Desired Level on a Task?" 2 . Instrumentality - is the expectation that successful performance of the task will lead to the outcome desired. This is called the performance-to-reward expectancy. 3. Valence-the importance a worker assigns to the possible outcome or reward. How Much Do I Want the Outcome?" The theory under which people make the choice that promises them the greatest reward if they think they can get it is Motivate Employee Questions to ask yourself 1.What rewards do your employees value? 2.What are the job objectives and the performance level you desire 3. Are the rewards linked to performance

Walmart's implementation of RFID, a type of technology that allows it to improve inventory tracking, is an example of a(n) ______ change because Walmart already had a very effective technology tracking system in place before it implemented RFID.

-Proactive

Cautions about Using Personality Tests in the Workplace

-Use professionals -Don't hire on the basis of personality test results alone. -Be alert for gender, racial, and ethnic bias -Graphology tests don't work, but integrity tests do

Affirmative action

-focuses on achieving equality of opportunity within an organization. -it tries to make up for past discrimination in employment by actively finding, hiring, and developing the talents of people from groups traditionally discriminated against.

The Elements of Justice Theory: Distributive, Procedural, and Interactional

-organizational justice, which is concerned with the extent to which people perceive they are treated fairly at work. Three different components of organizational justice have been identified: distributive, procedural, and interactional. a.Distributive justice—"How fairly are rewards being given out?" b.Procedural justice—"How fair is the process for handing out rewards?" c.How fairly am I being treated when rewards are given out?" Interactional justice relates to the "quality of the interpersonal treatment people receive when procedures are implemented

Popular Incentive Compensation Plans

-pay for performance aka merit pay ex: piece rate, in which employees are paid according to how much output they produce and sales commission bonuses, profit sharing, gain sharing, stock options, and pay for knowledge.

The systems approach to change.

-promoting someone from one group to another, for instance, may change the employee interactions in both (as from cordial to argumentative, or the reverse) -Adopting a team-based structure may require changing the compensation system to pay bonuses based on team rather individual performance -systems approach to change presupposes that any change, no matter how small, has a rippling effect throughout an organization. - system, you'll recall from Chapter 2, is a set of interrelated parts that operate together to achieve a common purpose.

proactive personality

-someone who is more apt to take initiative and persevere to influence the environment. -satisfied with their job and committed to their employer, as well as produce more work, than non proactive individuals

Goal-Setting Theory: Objectives Should Be Specific and Challenging but Achievable

-suggests that employees can be motivated by goals that are specific and challenging but achievable. -help workers understand and accept the goals. Motivation Mechanisms It Directs Your Attention 2. It Regulates the Effort Expended 3 It Increases Your Persistence 4. t Fosters Use of Strategies and Action Plans

Herzberg's Two-Factor Theory: From Dissatisfying Factors to Satisfying Factors

-which proposed that work satisfaction and dissatisfaction arise from two different factors—work satisfaction from motivating factors and work dissatisfaction from hygiene factors. -Hygiene factors are lower level needs" Why are my people dissatisfied? Ex: Pay, security, working conditions, supervisors, interpersonal relationships, policy -Motivating factor are the higher level needs. " What will make me feel satisfied?" ex: Achievement, recognition, work, responsibility, advancement and growth.

Self-serving bias

. In the self-serving bias, people tend to take more personal responsibility for success than for failure.

Characteristics of the Best Incentive Compensation Plans (

1) Rewards must be linked to performance and be measurable. (2) The rewards must satisfy individual needs. (3) The rewards must be agreed on by manager and employees. (4) The rewards must be believable and achievable by employees.

informal aspects

1) Values- abstract ideals that guide one's thinking and behavior across all situations -Global beliefs. Directed towards all objects,people or events. -ideals such as concern for others, self-enhancement, independence, and security are common values in the workplace 2.) Attitudes- beliefs and feelings that are directed toward specific objects, people, or events. More formally, an attitude is defined as a learned predisposition toward a given object - Directly influence your behavior - three components— a.) affective: "I feel." The affective component of an attitude consists of the feelings or emotions one has about a situation b.)cognitive: "I believe." The cognitive component of an attitude consists of the beliefs and knowledge one has about a situation c.) behavioral:"I intend." The behavioral component of an attitude, also known as the intentional component, is how one intends or expects to behave toward a situation. EX: "I hate being given the runaround." [affective component—your feelings] "That company doesn't know how to take care of customers." [cognitive component—your perceptions] "I'll never call them again." [behavioral component—your intentions] 3.Personalities. Perceptions. Conflicts. Culture

Four perspectives on motivation

1) content: need-based perspectives, are theories that emphasize the needs that motivate people Needs are defined as physiological or psychological deficiencies that arouse behavior (2) process (3) job design (4) reinforcement

Five Distortions in Perception

1) stereotyping- is the tendency to attribute to an individual the characteristics one believes are typical of the group to which that individual belong ex: Sex Role. Age, Race (2) implicit bias- Implicit bias is the attitudes or beliefs that affect our understanding, actions, and decisions in an unconscious manner (3) the halo effect- which we form an impression of an individual based on a single trait. (4) the recency effect- is the tendency to remember recent information better than earlier information, (5) causal attribution- the activity of inferring causes for observed behavior. Explanations with our own and others behaviors. How: 1.) fundamental attribution bias, people attribute another person's behavior to his or her personal characteristics rather than to situational factors. 2.) Self-serving bias. In the self-serving bias, people tend to take more personal responsibility for success than for failure.

Nonmonetary Ways of Motivating Employees

1) the need for work-life balance ex: benefits, flexibility, vacation time (2) the need to expand their skills ex: studying coworkers, tuition reimbursement, training (3) the need for a positive work environment ex: well being: impact of five elements—positive emotions, engagement, relationships, meaning, and achievement (PERMA), flourishing (4) the need to matter—to find meaning in their work " belonging" identify activities you love doing, build natural strengths, go out and help someone

sexual harassment consists of unwanted sexual attention that creates an adverse work environment

1. the quid pro quo harassment type, the person to whom the unwanted sexual attention is directed is put in the position of jeopardizing being hired for a job or obtaining job benefits or opportunities unless he or she implicitly or explicitly acquiesces. 2. More typical is the hostile environment type, in which the person being sexually harassed doesn't risk economic harm but experiences an offensive or intimidating work environment.

Three types of selection tools

1. Background Info. - Resume, Reference Checks, and Applicant forms, citizenship, education, work history, certifications. Problems: Too many resumes or people lying on them. Employers are honest with references. 2.) Interviewing: a. Unstructured Interview: Involves asking probing questions to find out what the applicant is like. And ordinary conversation. ADV: More accurate assessment of personality traits. DIS: overly subjective, bias, non related matters b. Structured Interview Type 1: - Asking each applicant the same questions and comparing their responses to a standardized set of answers. Situational Interview: Interview focuses on hypothetical situations. Type 2: Behavioral description interview: Interviewer explores what applicants have actually done in the past. 3. Employment Tests: Ability, personality, performance, integrity, and others. Legally considered to consist of any procedure used in the employment selection decision process, even application forms, interviews and educational requirements. a.) Ability Test: Measure Physical abilities, strength, mental and clerical abilities. b.) Performance Tests/ Skills test: Measures performance on actual job tasks. Some companies have assessment center, in which management candidates participate in activities for a few days while being assessed by evaluators. c.) Personality Tests: Measure Energy, sociability, independence, need for achievement. D.) Integrity Tests: asses attitudes and experiences related to a persons honesty, dependability, trustworthiness, reliability and pro social behavior. E.) Other tests suchs as drug tests.

Four basic kinds of workplace labor agreements

1. Closed shop- Employers may hire only workers for a job who are already in the union. 2. Union Shop- Workers must join the union within a specific time after being hired. 3. Agency Shop: Workers must pay equivalent of union dues, but are not required to join the union 4. open shop- workers may choose to join or not to join union.

The Sources of Job-Related Stress

1. Demands Created by Individual Differences: The Stress Created by Genetic or Personality Characteristics -tpe A behavior pattern, meaning they are involved in a chronic, determined struggle to accomplish more in less time. 2.Individual Task Demands: The Stress Created by the Job Itself 3. Individual Role Demands: The Stress Created by Others' Expectations of You 4. Group Demands: The Stress Created by Coworkers and Managers 5. Organizational Demands: The Stress Created by the Environment and Culture 6. Nonwork Demands: The Stresses Created by Forces outside the Organization

Forces originating outside the organization : Monitoring forces for organization outside of organization.

1. Demographic characteristics Ex: Age, education, skill level, gender, immigration 2. Technological adv.:is not just computer technology; it is any machine or process that enables an organization to gain a competitive advantage in changing materials used to produce a finished product. EX: - manufacturing automation - info. technology 3. Shareholder, customer and market changes. -B corporation, or benefit corporation, in which the company is legally required to adhere to socially beneficial practices, -changing customer preferences - domestic and international competition -mergers and acquisitions. -customers are also becoming more demanding, being more inclined to take their business elsewhere if they do not get what they want from a given company. 4. Social and Political events can create Pressures ex: soda tax

Organizational Development Process

1. Diagnosis - what is the problem 2. Intervention- what shall we do about it. Is the attempt to correct the diagnosed problem 3. Evaluation- How well has the intervention worked 4. Feedback- How can the diagnosis be further refined

Internal Recruiting Advantages/ Disadvantages

1. Greater effort and loyalty because they get opportunities 2. Advertising is cheaper 3. Few Risks Disadvantages 1. Restricts competition and limited pool 2. Make employees think longevity and seniority will result in promotion 3. When job is filled, creates a vacancy somewhere else.

Seeds of innovation: The starting point for organizational innovation:

1. Hard work in a specific direction. Innovation come from dedicated people. 2. Hard work with specific change: Closes doors while opens others. 3. Curiosity: 4. Wealth and money. When individual wants to make money. 5. Necessity: 6. Combination of seeds.

Legal System

1. LABOR RELATIONS -1935 (the Wagner Act) enforces procedures whereby employees may vote to have a union and for collective bargaining. -Collective bargaining consists of negotiations between management and employees about disputes over compensation, benefits, working conditions, and job security. 2.Compensation and Benefits: Fair Labor Standards Act of 1938 established minimum living standards for workers engaged in interstate commerce, including provision of a federal minimum wage (currently $7.25 an hour; 29 states have higher minimums, 5 states do not have minimums) and a maximum workweek (now 40 hours, after which overtime must be paid), along with banning products from child labor. Salaried executive, administrative, and professional employees are exempt from overtime rules. 3. Health and Safety: - requires employees with more than 50 employees to provide health insurance. -Occupational Safety and Health Act (OSHA) of 1970, a body of law has grown that requires organizations to provide employees with nonhazardous working condition 4. Equal Employment opportunity: whose job is to enforce antidiscrimination and other employment-related laws.

What Can OD Be Used For?

1. Managing Conflict can help advise on how to improve relationships within the organization. 2.Revitalizing Organizations: all organizations these days are placed in the position of having to adopt new behaviors in order to resist decline. OD can help by opening communication, fostering innovation, and dealing with stress. 3. Adapting To Mergers/acquisition OD experts are often called upon in such situations to help integrate two firms with varying cultures, products, and procedures.

The effectiveness of Organizational Development

1. Multiple Interventions ex: Goal setting, feedback, recognition and rewards, training, participation 2. Management Support ex: Using employee feedback during the change process is one way to demonstrate this support 3. Goals Geared to Both Short- and Long-Term -Results more successful when they are oriented toward achieving both short-term and long-term results OD Is Affected by Culture

Three Onboarding ways

1. Orientation: Helping newcomer fit smoothly into the job and the organization. " Learn the ropes" a.) Helping new employees get comfortable: The first 6 months. b.) The desirable characteristics of orientation. Following orientation the employee should emerge with 1. The job routine 2. Organizations mission and operations 3. The organizations work rules and employee benefits. 2. Training and Development: Helping People perform better. Growth is three times greater. a.)Training: Upgrading skills of technical and operational employees. Educating technical and operational employees in how to better do their current jobs. b.) Development: Educating professionals and managers in the skills they need to do their jobs in the future.

Types of innovations. Four types

1. Product innovation - change in appearance -creation of a new one -improves performance -speeds products 2. Process innovation - change in the way a product or service is conceived, manufactured or disseminated. today is about reinventing rather than making new products .3. CORE Innovations . - optimizing of products or services for existing customers ex: Liquid detergent to powder detergent 4. Transformational -invention breakthrough products or services that dont exist yet and that are aimed at creating brand new markets and customers.

Traits of Emotional Intelligence

1. Self-awareness. The most essential trait. This is the ability to read your own emotions and gauge your moods accurately, so you know how you're affecting others. 2. Self-management. This is the ability to control your emotions and act with honesty and integrity in reliable and adaptable ways. You can leave occasional bad moods outside the office. 3. Social awareness. This includes empathy, allowing you to show others that you care, and organizational intuition, so you keenly understand how your emotions and actions affect others. 4. Relationship management. This is the ability to communicate clearly and convincingly, disarm conflicts, and build strong personal bonds.

Barriers to Diversity

1. Stereotypes and Prejudices Ethnocentrism is the belief that one's native country, culture, language, abilities, or behavior is superior to those of another culture. 2 Fear of Discrimination against Majority Group Members 3.3 Resistance to Diversity Program Priorities 4. A Negative Diversity Climate; is a sub component of an organization's overall climate and is defined as the employees' aggregate "perceptions about the organization's diversity-related formal structure characteristics and informal values -It also enhances psychological safety. Psychological safety reflects the extent to which people feel free to express their ideas and beliefs without fear of negative consequences. 5. Lack of Support for Family Demands 6. A Hostile Work Environment for Diverse Employees Hostile work environments are characterized by sexual, racial, and age harassment and can be in violation of Equal Employment Opportunity law, such as Title VII of the Civil Rights Ac

Compensation 3 parts

1. Wages or Salaries: Base Pay consists of the basic wage or salary paid employees in exchange for doing their jobs. 2. Incentives: To attract high- performing employees and to be more productive, many organizations offer incentives, such as commissions, bonuses, profit-sharing plans, and stock options. 3. Benefits/ fringe benefits: Additional non monetary forms of compensation designed to enrich the lives of all employees in the organization.

What you want to motivate people to as a manager

1. join your organization 2. stay with your organization 3. show up 4. be engaged 5. Do extra for your organization

A simple model of motivation

1. unfulfilled need: Desire more money 2. motivation : Impel to work more hours 3. behaviors : working more hours 4. rewards: receive more money 5. loop: working more hours wil fulfill your need

TWO TYPES OF CHANGE: 1.)REACTIVE Reactive Change: Responding to unanticipated problems and opportunities 2) PROACTIVE Managing Anticipated Problems and Opportunities

1.) -When managers talk about "putting out fires," they are talking about reactive change, making changes in response to problems or opportunities as they arise. 2.) planned change, involves making carefully thought-out changes in anticipation of possible or expected problems or opportunities.40

THREE SUPERTRENDS FOR SHAPING THE FUTURE OF BUSINESS 1. The Marketplace is becoming more segmented and moving toward more Niche Products 2. competitors offering specialized solutions require we get our products to market faster 3.) Some traditional companies may not survive disruptive innovation 4.)offshore suppliers are changing the way we work; ( china, India ,mexico 5) Knowledge, NOT Information, Is Becoming the New Competitive Advantage

1.) - Declassification -future of business is selling less of more -Specialized groups responding to more narrowly targeted commercial messages. -culture and economy are shifting away from a focus on small number of its to a huge number of niches. 2.)Companies that take too long to commercialize their products may fail to capitalize on a narrow window of opportunity before competitors swoop in and pass them by 3.) disruptive innovation, a process by which a product or service takes root initially in simple applications at the bottom of a market and then relentlessly moves up market, eventually displacing established competitors. -successful companies are confronted with a giant technological leap that transforms their markets, all choices are bad ones. 4) -countries possess workers and even professionals willing to work twice as hard for half the pay, giving American businesses substantial labor savings. -United States added roughly as many jobs due to foreign investment and American companies returning from offshore as it lost to offshoring -Overseas firms also now look to the United States for talented workers in technology, finance, and research 5.) , knowledge work is analytic and involves problem solving and abstract reasoning—exactly the kind of thing required of skillful managers, professionals, salespeople, and financial analysts. The rise of knowledge workers is accelerating despite the threat of automation, and indeed the number of people in knowledge-work jobs—non routine cognitive occupations—has more than doubled in the last 30 years, and shows no sign of slowing down.29

Three kinds of change

1.) Adaptive change - reintroduction of a familiar practice " we've seen this before" -low in complexity, cost and uncertainty. -least threatening 2.) Innovative change " This is something new for this company" -moderate complexity, cost, and uncertainty ex: deciding to say open for longer hours, workers being more flexible 3. Radically innovative change " this is a brand new thing in our industry -most complex, costly, and uncertain

B.) Predicting Future Employee Needs

1.) Become knowledgeable about the staffing the organization might need and the likely sources for that staffing. Staffing might need: If you assume your org. wont change much it would be fairly easy to predict the jobs will periodically become unoccupied,and that you'll need to pay the same salaries and meet the same criteria about minority hiring to fill them. If you assume it will change, you need to understand the vision and strategic plan so the proper people can be hired to meet the furutre strategies and work. The likely sources for staffing Recruit employees inside or outside org. INSIDE: Employees that are motivated, trainable, and promotable Human Resource Inventory, is a a report listing your organizations employees by name, education, training, languages and other important information. OUTSIDE: -consider availability of talent in your industry's and geographical areas labor pool. -Training of people graduating - what kind of people moving into your area.

Two types of rewards

1.) Extrinsic rewards—satisfaction in the payoff from others. An extrinsic reward is the payoff, such as money, a person receives from others for performing a particular task. External, coming from others. 2.) Intrinsic rewards—satisfaction in performing the task itself. An intrinsic reward is the satisfaction, such as a feeling of accomplishment, a person receives from performing the particular task itself. An intrinsic reward is an internal reward; the payoff comes from pleasing yourself.

Core self-

evaluation represents a broad personality trait comprising four positive individual traits: (1) self-efficacy-belief in one's personal ability to do a task.learned helplessness, the debilitating lack of faith in one's ability to control one's environment. -Boring, tedious jobs generally reduce people's perceptions of this (2) self-esteem (3) locus of control: indicates how much people believe they control their fate through their own efforts. Internal: -you believe you control your own destiny. exhibit less anxiety, greater work motivation, and stronger expectations that effort leads to performance -respond more productively to incentives such as merit pay or sales commissions. -will probably resist close managerial supervision and should probably be placed in jobs requiring high initiative and lower compliance. External: -do better in highly structured jobs requiring greater compliance. - (4) emotional stability extent to which people feel secure and unworried and how likely they are to experience negative emotions under pressure. -low levels of emotional stability= anxiety and tend to view the world negatively, whereas people with high levels tend to show better job performance.

How ready an organization is for change depend in part of which of the following

how capable employees are of handling the change how much managers support the change how employees see the consequences of the change.

How companies can foster innovation: Seven components

innovation system: coherent set of interdependent processes and structures that dictates how the company searches for novel problems and solutions, synthesizes ideas into a business concept and product designs, and selects which projects get funded. 1.Create an Innovation Strategy integrates its innovation activities into its business strategies. This effort will encourage top managers to invest resources in innovation and employees to commit to it 2.Get Commitment from Top Managers 3.. Foster an Innovative Culture and Climate is defined as the set of shared, taken-for-granted, implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments. -culture that doesn't just allow but celebrates failure is vital in fostering innovation. 4.. Establish the Required Structure and Processes promote innovation if they foster collaboration, cross-functional communication, and agility. 5. Obtain the necessary human capital Some employee characteristics that help organizations innovate are creativity, creative-thinking skills, intrinsic motivation, and international work experience, as well as the quality of the relationship between managers and employees 6. Institute Necessary Human Resource Policies, Practices, and Procedures -Companies that are able to make human resource policies, practices, and procedures consistent with, and reinforcing of, the other five components we just described are more likely to be innovative and to have higher financial performance EX: Bringing people together from different disciplines to train and to brainstorm ideas can foster the collaboration needed for innovation 7. Obtain the Appropriate Resources

A nondisparagement agreement

is a contract between two parties that prohibits one party from criticizing the other; it is often used in severance agreements to prohibit former employees from criticizing their former employers

Organizational development (OD) Define

is a set of techniques for implementing planned change to make people and organizations more effective. OD focuses specifically on people in the change process. -put into practice by a person known as a change agent, a consultant with a background in behavioral sciences who can be a catalyst in helping organizations deal with old problems in new ways.

Emotional Intelligence

is the ability to monitor your and others' feelings and to use this information to guide your thinking and actions. better social relations, well-being, and satisfaction across all ages and contexts, (2) higher creativity, (3) better emotional control, (4) conscientiousness and self-efficacy, (5) self-rated performance.

Concept 3: Social Capital: Potential of Strong and Cooperative Relationships

is the economic or productive potential of strong, trusting, and cooperative relationships. Ex: Employee Referrals -beneficial when developing trusting relationships with others -Makes a rich network of good relationship possible

Perception process or perceptual process

is the process of interpreting and understanding one's environment. Four Steps 1. Selective attention " Did I notice something" 2. Interpretation and evaluation " what was it I noticed & what does it mean 3. Storing in memory: Remember it as an event, concept, person or all 3 4. Retrieving from memory to make judgement and decisions "What do I recall about that?"

inside fore for change

low productivity and turnover

Which of the following is not a factor that affects the level of resistance to change?

the gender of the change agent

Compensation 1 : two-tier wage

two-tier wage contracts, in which new employees are paid less or receive lesser benefits than veteran employees have.

considering the staffing an organization might need in the future, human resource managers should

understand the organization's vision and strategy in order to hire personnel to support them.