Managing People and Organizations Final
internal locus
"I can make things happen, look what I can do, I can determine my future"
external locus
"why does this happen to me, why bother, there is nothing i can do about my future"
intuition
(holistic hunch) represents a judgement that is based on prior experiences and a subconscious integration of information from memory
levels of organizational culture
1- artifacts, the physical manifestation of an organization's culture 2- espoused values, the stated values that are preferred by the organization 3- basic underlying assumptions, values that have been taken for granted and guide the organizational behavior
Values
Abstract ideals that guide one's thinking and behavior across all behaviors remain stable
Components of Attitudes
Affective- I feel Behavioral- I intend Cognitive- I think
Personal Attitudes
Evaluations, feelings, or opinions about people/places/things can be positive or negative impact behavior
Cognitive Dissonance
Psychological discomfort experienced when simultaneously holding two or more conflicting ideas/values/emotions
Value attainment
Structure the job and its rewards to match employee values.
Counterproductive work behavior
Voluntary behaviors that potentially harm the organization
Perceived Organizational Support
________ is the degree to which employees believe the organization values their contribution and cares about their well-being.
core-self evaluations
a broad personality trait comprised of four narrow and positive individual traits:
team building
a host of techniques aimed at improving the internal function of work groups that strive for greater cooperation, better communication, and less dysfunctional conflict
delphi technique
a method of group decision making that involves collating the judgement of experts
avoidance
a passive withdraw from the problem which follows with an active suppression on the issue at hand
self-efficacy
a persons belief about their chances of success in specific situations or environments
reinforcement theory
a response followed by a reward is more likely to recur in the future
americans with disabilities act of 1990
according to EEOC, cannot be discriminated because of the following conditions limits one or more major life activities or having past history of such impairment
executive pay
accounts for a small proportion of labor costs disproportionate ability to influence organizational performance issues include how they are paid, not necessarily how much they are paid
performing
activity is focused on problem solving members get work done without hampering others lots of helping behavior
virtual team management
adapt communications share the love select the right people clear communication
job design
alteration of specific or interdependent systems of jobs or the intent of improving the quality of employee job experience
intensity
amount of effort being invested in the activity
leadership
an individual influences a group of individual to achieve a common goal
formal group
assigned to organizations to accomplish specific goals fulfills organizational and individual functions
trait theory
attempts to identify personality characteristics that can be used to differentiate leaders from followers
behavior theory
attempts to identify the unique behaviors displayed by effective leaders
person-organization fit
attempts to match the culture of the organization with the individual
norms
attitude, opinion, feeling, or action that is shared by two or more that guides behaviors
bonus
based on output or productivity, do not effect base pay, and are effective for individuals
Fieldler's contingency theory
based on the premise that a leader's effectiveness is contingent on the extent to which a leader's style fits the situation at hand
key jobs
benchmark jobs that have relatively stable content and are common amongst many organizations
effective team
break the ice don't reinvent the wheel communicate a purpose and a plan play to strengths clarifying decision making
individual differences
broad category used to collectively describe the vast number of attributes that describe a person
job rotation
calls for moving employees from one specialized job to another
job characteristics model
can increase job satisfaction can enhance employee's intrinsic motivation increases in quality of performance
judgement heuristics
cognitive shortcuts that are used to simplify the process of making decisions can help managers make decisions but can lead to bad decisions
broadbanding
collapses many traditional salary grades into a few wide salary bands
personality traits
combination of stable physical, behavioral, and mental characteristics that give individuals their unique identities product of both genetics and environmental influences
performance measures
comparative approach, attribute approach, behavioral approach, results approach, and quality approach
comparative approach
compares performance with others simple ranking, alternation ranking, forced distribution, and paired comparison
internal factors regarding compensation
compensation strategy of the organization, worth of the job, employee's relative worth, and employers ability to pay
emotions
complex, relatively brief, affective responses associated with a particular target being: a person, information, experience, event, or nonevent
decision support system (dss)
computer-based interactive systems that use data and models to solve unstructured problems
external factors regarding compensation
conditions of the labor market, area pay rates, cost of living, collective bargaining, and other legal requirements
scientific management
conducts a business by standards established by facts or truths gained through systematic observation or experiment efficient, but leads to job dissatisfaction, poor mental health, stress, etc
influence tactics
conscious efforts to change a specific behavior consultation, inspiration, rational persuasion are effective means
evidence based decision making
consciously using the best available data and evidence when making managerial decisions
intelligence
constructive thinking, reasoning, and problem solving can be modified there has been a steady rise in intelligence over the past 70 years
functional conflict
consultative interactions focus on the issues mutual respect useful give and take
teamwork competencies
contributes to teamwork constructively interacts with team members expects quality work
control vs commitment
control minimizes employee knowledge and skill requirements in efforts to limit the variability of performance commitment aims to align a workplace and a organization hoping to enhance attachment
added value negotiation
cooperatively develop multiple deal packages while building a productive long term relationship. done by: clarifying interests, identifying opinions, design alternative deal packages, select a deal, and perfect the deal.
occupational safety and health act (OSHA)
created occupational safety and health administration develops and enforces mandatory job safety and health standards
bona fide occupational qualification (BFOQ)
defense against discrimination charge where membership of a protected class is a qualification for a job (getting fired for not being christian)
reliability
degree to which a measure of physical or cognitive abilities is free from random error
utility
degree to which the info provided by the selection method enhances the the effectiveness of selecting personnel
generalizability
degree to which the validity of the selection method established on one context extends to others different situations, sample of people, and time periods
self-actialization
desire for self-fulfillment (being the best individual possible) remember that employees have needs beyond a paycheck
Love needs
desire to be loved and to love (inclusion)
three types of justice
distributive justice, procedural justice, and interactional justice
compromising
effective give and take approach that requires a moderate concern for both self and others
power sharing (empowerment)
efforts to enhance employee performance, well-being, and positive attitudes by giving employees greater influence (centralized management)
effective performance feedback
employee rates performance before meeting praise effective performance focus on solving problems focus feedback on behavior or results
theories in use
employees perception are what count employees what a voice in decisions that affect them employees should be given an appeals process leader behavior matters a climate for justice makes a difference
family and medical leave act of 1993
employers must provide up to 12 weeks of unpaid leave birth, care for sick family member, care for employees own health problems
contingency theory
ensure that people, equipment, and other resources are used in an efficient way
job enrichment
entails modifying a job such that an employee has the opportunity to experience: achievement, recognition, stimulating work, responsibility, and advancement
inform decision
evidence is used to inform a decision process provided hard objective facts with qualitative inputs
make decision
evidence is used to make a decision when the decision follows directly from the evidence
support decision
evidence is used to support a decision that has already been made
salaried work
exempt, but not covered by the FLSA and not eligible for overtime pay
group roles
expected behaviors for members of a group as a whole
personal power
expert power referent power
rational decision making
explains how managers SHOULD make decisions
validity
extent to which a performance measure assesses all and only the relevant aspects of job performance
Need Fulfillment
extent to which the characteristics of a job allow an individual to fill their needs
Job Satisfaction
extent to which you feel positively or negatively about various aspects of your work top 5 factors- work, pay, supervision, emotion, job security
adhocracy culture
external focus and value flexibility creation of new products and services
market culture
external focus and value stability competitive and desire to accomplish goals
big 5 personality dimensions
extraversion agreeableness conscientiousness neuroticism openness to experience
process theory
focus on explaining the process by which internal factors and environmental characteristics influence employee motivation
content theory
focus on identifying factors like needs and satisfaction, that energize motivation
servant leadership
focus on service to others rather than oneself. service leaders are empathetic, aware, persuasive, foresightful, and show stewardship
value matrix approach
focuses on tailoring strategies to specific job families in the firm
physiological needs
food, water, shelter
gainsharing
form of compensation based on group or plant performance rather than organization wide profits does not become apart of base salary improves individual performance
group development process (tuckmans model)
forming storming norming performing adjourning
self esteem
general belief about self-worth personal achievement and praise can raise self esteem differences between men and women is small
step 2
generate alternative solutions, evaluate a broader set of alternatives, invest in studying a greater number of potential solutions
negotiation
give-and-take decision making process that involves two or more parties with different preferences
raise
given annually, based on supervisor performance rating, and changes base pay
organizational selection system
goal is to minimize error and maximize hits and to improve competitive advantage
affirmative action
goes beyond EEO by requiring an increased number of minorities/women in specific positions
Equal Employment opportunity (EEO)
govt's attempt to ensure that all individuals have an equal chance for employment protected classes are- race, color, gender, religion, age, origin, disabilities, etc no definitive list of protected classes
stock options
grant the right to purchase a specific number of shares at a discounted rate
attribute approach
graphic rating scales list of traits evaluated by 5-pt rating scale (legally questionable)
group decision making advantages
greater pool of knowledge different approaches to a problem greater commitment to a decision better understanding of decision rationale more visible role modeling
normative
guided by bounded rationality, the notion that decision makers are restricted by a variety of constraints when making decisions
team players
have commitment, collaboration, and competency
expert power
having valued knowledge over those who need the information
strategic workers
high in value and highly unique
core workers
high in value, but not highly unique
emotional stability
high levels = relaxed, unworried, higher job performance, more OCB, fewer CWB is an asset but only goes so far
Disposition/Genetic Components
hire employees with an appropriate disposition
expectancy theory
holds that people are motivated to behave in ways that produce desired combinations of expected outcomes
goal setting theory
holds that successful people all live lives that are goal oriented goals need to be specific and difficult to lead to higher performance people need ability and resources to achieve the goal
equity comparison
how an employee's Output/Input ration compares to others equal ratios equals satisfaction
managing emotions
how can you prepare to get where you want
ideal emotions
how do you want to feel
emotions after
how do you want to feel when your finished
non-rational decision making
how managers actually make decisions normative vs intuition
keeping balance
how will you regain balance
negotiation with emotion
ideal emotions, managing emotions, hot buttons, keeping balance, emotions after
person-job fit
identifies required competencies for job success
step 1
identify the problem, determine the actual vs. the desirable
decision making
identifying and choosing alternative solutions that lead to a desired state of affiars
step 4
implement the solution chosen
Organizational Citizenship Behavior
individuals discretionary behavior, not directly recognized by the reward system, and promotes effective functioning of the organization
disparate treatment
individuals in similar situations are intentionally treated different based upon a protected class
Conflict Handling
integrating, obliging, dominating, avoiding, and compromising
stable differences
intelligence and personality
Equity
interact with employees so they feel fairly treated
clan culture
internal focus and value flexibility over stability
hierarchy culture
internal focus and values structure efficient and reliable
personality conflicts
interpersonal opposition- based on personal dislike or disagreement
selection devices
interviews references biological data physical ability tests cognitive ability tests work samples drug tests
job emlargement
involves more variety into a worker's job by combining specialized tasks of comparable difficulty
behaviors of job satisfaction
job performance, organizational citizenship behavior counterproductive work behavior, turnover
task roles
keep group on track orienteer, initiator, evaluator, energizer
maintenance roles
keep the group together encourager, commentator, follower, harmonizer
path goal theory
leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction
position power
legitimate power reward power coercive power
need for power
likes to be in power, in control of events and people, and appreciates being recognized
need for affiliation
likes to work in teams, avoids conflict, and appreciates being praised in private
types of intelligence (multiple intelligences)
linguistics, logical, mathematical, musical, kinesthetic, spatial, interpersonal, naturalist
support workers
low in value and not unique
complimentary workers
low in value but highly unique
adverse rejection rate (rule of thumb)
lower selection rate / higher selection rate not legal definition of discrimination
coercive power
make threats of/and deliver actual punishment
sources of performance management info
managers are the most frequently used source peer appraisal can be a popularity contest subordinate appraisal can be beneficial for development purposes team appraisals only reflect on team aspect rather than individual reflection
performance management
managers ensure that employees' activities and outputs are congruent with organizational goals
conflict processes
members interactions aimed at working through task and interpersonal disagreements
informal groups
members' overriding purpose for meeting is friendship or a common interest
relationship between gender and leadership
men displayed more task leadership while women displayed more social leadership both were equally assertive women score higher on effectiveness criteria
groupthink
mode of thinking that people are engaged in when they are deeply involved in a cohesive group
attitudes of job satisfaction
motivation, job involvement withdraw cognitions, and perceived stress
forming
mutual trust is low, members are uncertain of their role, conflict leads to creativity
Mcclellands acquired needs theory (content theory)
need for power, achievement, and affiliation
Esteem needs
need for reputation, recognition, and self-confidence and strength
disparate (adverse) impact
neutral employment practice disproportionately excludes a protected group from employment
legitimate power
obtain compliance because of formal authority
reward power
obtain compliance by providing rewards
psychological empowerment
occurs when employees feel meaningful
performance appraisal
organization gets information on how well an employee is doing on the job
merit pay
organization identifies individual differences in performance which are assumed to reflect differences in ability or motivation pay increases are linked to performance appraisal results
functions of culture
organizational identity collective environment social system stability sense-making device
equal pay act of 1963
outlaws discrimination in pay based on gender excludes seniority, merit, quantity/quality of production
hourly work
paid by an hourly rate and is nonexempt
team effectiveness
participative leadership shared responsibility aligned on purpose high communication future focused creative talents rapid response OPTIMAL SIZE OF 7
leader behaviors
path-goal clarifying achievement oriented work facilitation supportiveness value based
profit sharing
payments are based on a measure of the organizations performance
hostile work environment
peer to peer sexual harassment
distributive justice
perceived fairness of how rewards are distributed
procedural justice
perceived fairness of the process of allocation decisions
flexible differences
performance and job satisfaction
quality approach
performance management strategy designed with a strong quality orientation emphasizes managers and employees working together
market pay surveys
procedure by which an organization compares its own practices against the competition
point system of job evaluation
procedure that determines the relative value of a job by the total points assigned to it
organizational socialization
process by which a person learns the values, norms, and required behaviors which permit him to participate as a member of the organization
job evaluation
process composed of compensable factors which are characteristics of jobs that an organization values and chooses to pay
integration
process of both parties confronting the issue, generating and weighing alternatives, and selecting the best solution for both sides
age discrimination act of 1967
prohibits employers from discriminating against those 40 years and older in employment decisions
Title VII of civil rights act of 1964
prohibits employment discrimination on the basis of race, color, religion, sex, or origin
competing values framework
provides a practical way for managers to understand, measure, and change organizational culture
motivation
psychological processes that underlie the direction, intensity, and persistence of behavior or thought
consensus
reached when group agrees upon a decision or when you have made your point and were unable to convince the group
interactional justice
relates to the quality of intrapersonal experience a person receives when procedures are implemented
locus of control
relatively stable personality characteristic that describes how much personal responsibility someone takes for their behavior
selection method standards
reliability, validity, generalizability, utility, and legality emphasis on reliability and validity
behavioral approach
requires managers to keep record of specific examples of effective and ineffective performance behaviorally anchored rating scales (BARS) behavioral observation scales (BOS)
extrinsic
results from external rewards
intrinsic
results from internal feelings
individual incentive plans
rewards to individual for performance but payments are not rolled into base pay performance is measured as physical output rather than subjective rating
OSHA rights
right to request an inspection representative present at inspection have employer violations posted at work site informed about exposure to hazards
Safety needs
safe from physical and psychological harm
step 3
select a solution with consideration for ethics, feasibility, and effectiveness
legality
selection methods must conform to existing laws and legal precedents
personal emotional inteligence
self awareness and self management
maslows need hierarchy theory (process theory)
self-actualization esteem love safety physiological
core capabilities
serve as the dominant source of competitive advantage and are the strategic resources used to meet strategic goals
roles
set of expected behaviors for a particular position
organizational culture
set of shared implicit assumptions that a group holds how it thinks about and reacts to various environments
conflict states
shared perceptions among members about the intensity of disagreement over either tasks or relationships
effective structural empowerment
shared with those who are competent to do what is necessary
employee stock ownership plans (ESOP)
similar to stock options, but the organization contributes shares and in result gets certain tax and financial advantages
rating errors
similar-to-me, strictness, central tendency, leniency, contrast effects, halo effect, horns effect.
teams
small number of people with complimentary skills who are committed to a common purpose and performance goals
social emotional inteligence
social awareness and relationship management
group decision making disadvantages
social pressure few people dominate goal displacement
domination
somebody has a higher regard for themselves rather than the people on their team, often relying on formal authority to force compliance
norming
someone challenges the group to settle conflict group becomes cohesive
obliging (smoothing)
someone shows a higher regard for others than themselves, often minimizing differences and highlighting similarities
high performance work system
specific combination of HR practices and processes that maximizes employee skill and commitment
job performance standards
strategic congruence, validity, reliability, acceptability, and specificity
human capital architecture
strategic workers core workers complimentary workers support workers
quid pro quo
superior to subordinate sexual harassment
conscientiousness
tendency to be careful and persersevering
openness to experience
tendency to be original, have broad interests, and daring to take risks
emotional stability (neuroticism)
tendency to experience negative emotions and moods
extraversion
tendency to experience positive emotions and moods in a social aspect
agreeableness
tendency to get along with others
power
the ability to marshal human, informational, and other resources to get something done all about influencing others
practical intelligence
the ability to solve everyday problems by utilizing prior knowledge and experiences
strategic congruence
the extent to which a performance management system elicits job performance that is congruent with the organizations strategy
Organizational Commitment
the extent to which an individual identifies with an organization and commits to its goals outcome-greater motivation
equity/justice theory
the extent to which people perceive that they are treated fairly at work
Employee Engagement
the harnessing of organizational members' selves to their work roles when employees express themselves physically, cognitively, and emotionally during role performance
contact hypothesis solution
the more members of different groups interact, the less intergroup conflict they will experience
social loafing
the tendency for an individual effort to decline as group size increases
agency theory
there are principals and agents and the principal's goal is to motivate the agents to engage in specific behavior while the agents aim to put out as little work as possible
dysfunctional conflict
threatens an organization's interests
expectancy theory regarding pay
three equal components that contribute to motivation which are expectancy, instrumentality, and valence
storming
time of testing policies, assumptions, and how they fit in the power structure subgroups take shape
retaliation
title VII states employers cannot retaliate for employees opposing a potentially illegal employment practice
results approach
top management passes down company's strategic goals to managers to define goals productivity measurement and evaluation system (ProMES)
transformational leaders
transform leaders to pursue organizational goals over self-interests through inspirational motivation, idealized influence, individualized consideration, and intellectual stimulation
groups
two or more freely interacting individuals who share norms and goals and have common identity usually accomplish more than individuals
nonkey jobs
unique to organizations and cannot be directly valued or compared through comparison
brainstorming
used to help groups generate multiple ideas and alternative for solving problems
referent power
using ones personal characteristics and social relationships to obtain compliance
porter's strategy typology
value can be created either by reducing costs or by convincing the market that your product/service is different from all the others
big data
vast quantity of data available for decision making used to create a competitive advantage
equity output
what a person perceives they're getting out of their job
equity input
what a person perceives they're putting into their job
direction
what an individual is intending at a given time
hot buttons
what will throw off the balance
conventional forms of conflict
when members of different groups interact, the less intergroup conflict they will experience
conflict
when one party perceives that its interests are being opposed or negatively affected by another party incompatible personalities, overlapping/unclear job responsibilities, competition for limited resources.
distributive negotiation
win-lose mentality
integrative negotiation
win-win mentality
adjourning
work is done group moves onto other things
conflict resolution via reduction
work to eliminate negative interactions conduct team building encourage and facilitate friendships via social events foster positive attitudes
virtual teams
work together over time and distance via electronic media reduced real estate costs, commuting costs, and work-life conflicts
need for achievement
working on challenges, situations where performance is due to effort and ability, and prefers to work with other high achievers