MGMT 363 Final (Ch. 13, 14, 16, & HR)
Distributive bargaining, integrative bargaining
2 types of negotiations
accidents; safety-based citizenship behaviors
A positive culture has been shown to reduce _________ and increase ____________.
Labor Management Relations Act of 1947 (Taft-Hartley Act)
Amended the NLRA to limit the power of unions and increase management's rights during organizing campaigns; allows the U.S. president to prevent or end a strike that endangers national security
lectures, role play and case studies, and on-the-job and vestibule training
Common training methods
ranking
Compares employees directly with each other
FLSA of 1938; Equal pay act of 1963; ERISA of 1974; FMLA of 1993
Compensation and benefits laws
graphic rating scales
Consists of job performance dimensions to be rated on a standard scale (ex. professor evaluations)
how; what
Decision-making styles capture ______ a leader decides as opposed to ______ a leader decides.
legitimate power
Derived from a position of authority inside the organization and is sometimes referred to as "formal authority"
Idealized influence; inspirational motivation; intellectual stimulation; individualized consideration
Dimensions of transformational leadership
Shared objectives
Do employees share and support the same objectives or do they have an agenda of their own?
Employee expertise
Do the employees have significant knowledge or expertise regarding the problem?
Teamwork skills
Do the employees have the ability to work together to solve the problem, or will they struggle with conflicts or inefficiencies?
leader expertise
Does the leader have significant knowledge or expertise regarding the problem?
more
Employees with transformational leaders tend to be _______ committed to their organization.
task performance; citizenship behaviors
Employees with transformational leaders tend to have higher levels of ______________ and engage in higher levels of ______________.
Title VII of Civil Rights Act of 1964; Adverse impact; Affirmative action; Pregnancy discrimination; Age discrimination in 1967; ADA of 1990; Civil Rights act of 1991
Equal employment opportunity laws
68%
Following the time-driven model led to effective decisions ______% of the time
Building business partnerships; Championing continuous improvement; Facilitating learning; Leading through vision and values
Four leadership roles
delaying transfers; offering employment to spouses; providing more flexible work schedules and benefits packages
How are firms accommodating to dual-career families?
replacement chart and employee information system
How can firms forecast HR demand and supply?
Likelihood of commitment (internalization)
How likely is it that employees will trust the leader's decision and commit to it?
workers' compensation for injury and unemployment
Indirect compensation that is legally required
directional; relative
Influence can be seen as ___________ and is all ________.
combination
Influence tactics tend to be most successful when used in _______
importance of commitment
Is it important that employees "buy in" to the decision?
decision significance
Is the decision significant to the success of the project or the organization?
Ranking and rating
Judgmental methods of performance appraisal
Greater mutual trust, respect, and felt obligation
Leader "in-groups" have:
in-groups
Leader-member exchange theory: high quality exchange
out-groups
Leader-member exchange theory: low quality exchange
Consultative; autocratic; facilitative
Leaders' instincts usually violate the model; they overuse the ________ style and underutilize _______ and _________.
special performance test
Method in which each employee is assessed under standardized conditions
Apprising; Exchange tactic; Ingratiation; Personal Appeals
Middle influence tactics
emergence; effectiveness
Most studies have concluded that traits are more predictive of leader _______ than they are of leader ________.
The Office; example of what NOT to do
Movie example of employment at will
National Labor Relations Act of 1935 (Wagner Act)
NLRA set up procedures for employees to vote whether to have a union; if they vote for a union, management is required to bargain collectively with the union
22%
Not following the time-driven model led to effective decisions ______% of the time.
Actual output, scrap rate, dollar volume of sales, and number of claims processed
Objective measures of performance
Life cycle theory of leadership
Optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit
$125 billion; management; supervisory
Organizations spend over $_____ on employee learning and development, and much of that is devoted to ________ and ________ training.
Central tendency error; Errors of leniency and strictness; Halo error; Recency error
Performance appraisal errors
ability; motivation
Performance tests measure _______, not ___________.
moderately positive
Power and influence have what kind of correlation with commitment?
moderately positive
Power and influence have what kind of correlation with job performance?
Difficult to do with large numbers; Difficult to compare across work groups; Ranked only on overall performance; Not useful for employee feedback
Problems with ranking
Examples of espoused values
Published documents, verbal statements made to employees by managers, mission statement
Provide the means to maintain a reasonable standard of living; Provide a tangible measure of the value of the individual to the organization
Purposes of compensation
Occupational Safety and Health Act of 1970 (OSHA)
Requires that employers provide a place of employment that is free from hazards that may cause death or serious physical harm, and obey the safety and health standards established by OSHA
Culture
Social knowledge among members of the organization that tells employees what the rules, norms, and values are within the organization
Collaboration; Consultation; Inspirational appeal; Rational persuasion
Softer influence tactics
Accommodating; Avoiding; Collaboration; Competing; Compromise
The five styles of conflict resolution
leaders; situations
The time-driven model of leadership suggests that the focus shift away from ______ and more to __________.
Strong positive
Transformational leadership has a _________ correlation with organizational commitment
moderately positive
Transformational leadership has a __________ correlation with job performance
How assertive leaders what to be in pursuing their own goals and how cooperative they are with regard to the concerns of others
Two factors in conflict resolution
Substitutability, discretion, centrality, and visibility
Types of contingency factors
Legitimate power, reward power, coercive power
Types of organizational power
Expert power, referent power
Types of personal power
Active management by exception; contingent reward; passive management by exception
Types of transactional leadership
Validates the selection process and the effects of training; Aids in making decisions about pay raises, promotions, and training; Provides feedback to employees to improve their performance and plan future careers
What are the reasons for performance appraisal?
ability, skill, aptitude, or knowledge tests
What are usually the best predictors of job success?
interviewer biases
What causes interviews to be poor predictors of job success?
describes each negotiation's bottom line
What is BATNA used for?
In a private meeting between the employee and immediate supervisor
What kind of setting is best when giving performance feedback?
Realistic Job Preview (RJP)
What method is considered successful in ensuring person-job fit?
inspirational motivation and idealized influence
What was Star Trek used as an example for?
Production-centered behaviors (task-oriented); Employee-centered behaviors (relations-oriented) Framed as two ends of one continuum, implying that leaders couldn't be high on both dimensions
What was identified in the Michigan studies?
Created the 2x2 matrix with initiating structure and consideration; Found to be two independent concepts, meaning that leaders could be high on both, low on both, or high on one and low on the other
What was significant about the Ohio State studies?
stronger emotional bond; affective commitment
When a leader draws on personal sources of power (i.e. expert and referent power), a ___________ can be created with the employee, boosting ____________.
Wagner Act, Taft-Hartley, and Landrum-Griffin Act
Which 3 acts form the National Labor Code?
Landrum-Griffin Act
Which act is pro-employee?
Wagner Act
Which act is pro-union?
Taft-Hartley
Which act pro-management?
softer ones
Which type of influence tactics tend to be the most successful?
commitment
Why are temporary workers hard for employers to hire?
newcomer orientation
a common form of training during which new hires learn more about the organization; effective way to start the anticipatory stage
employee information system (skills inventory)
a database of employees' education, skills, work experience, and career expectations (usually computerized)
performance appraisal
a formal assessment of how well employees do their jobs
replacement chart
a list of managerial positions in the organization, the occupants, how long they will stay in the position, and who will replace them
job description
a listing of the job's duties, its working conditions, and the tools, materials, and equipment used to perform the job
job specification
a listing of the skills, abilities, and other credentials the incumbent jobholder will need to do a job
role taking
a manager describes role expectations to an employee and the employee attempts to fulfill those expectations with his or her job behaviors
reality shock
a mismatch of information that occurs when an employee finds that aspects of working at a company are not what the employee expected it to be
assessment centers
a popular method for selecting managers and are particularly good for selecting current employees for promotion
mentoring
a process by which a junior-level employee (protege) develops a deep and long-lasting relationship with a more senior-level employee (mentor) within the organization
alternative dispute resolution
a process by which two parties resolve conflicts through the use of a specially trained, neutral third party
Negotiation
a process in which two or more interdependent individuals discuss and attempt to come to an agreement about their different preferences
behaviorally-anchored rating scale (BARS)
a sophisticated method in which supervisors construct a rating scale where each point on the scale is associated with behavioral anchors
creativity culture
a specific culture type focused on fostering a creative atmosphere (seen in scientific fields)
diversity culture
a specific culture type focused on fostering or taking advantage of a diverse group of employees
customer service culture
a specific culture type focused on service quality (ex. hotels)
safety culture
a specific culture type focused on the safety of employees
Job analysis
a systematic analysis of jobs within an organization
Inspirational appeal
a tactic designed to appeal to the target's values and ideals, thereby creating an emotional or attitudinal reaction (ex. appealing to emotions)
Employment-at-Will
a traditional view of the workplace in which an organization can fire an employee for any or no reason
integrative bargaining
aimed at accomplishing a win-win scenario
Halo error
allowing the assessment of the employee on one dimension to spread to that employee's ratings on other dimensions
Civil Rights Act of 1991
amended the original Civil Rights Act, making it easier to bring discrimination lawsuits while also limiting punitive damages that can be awarded in those lawsuits
networking ability
an adeptness at identifying and developing diverse contacts
fragmented culture
an organizational culture type in which employees are distant and disconnected from one another
networked culture
an organizational culture type in which employees are friendly to one another, but everyone thinks differently and does his or her own thing
mercenary culture
an organizational culture type in which employees think alike but are not friendly to one another
apparent sincerity
appearing to others to have high levels of honesty and genuineness
collaboration
attempting to make it easier for the target to complete the request (both you and the target decide)
external recruiting
attracting persons from outside the organization
encounter stage
begins the day an employee starts work
errors of leniency and strictness
being too lenient, to strict, or tending to rate all employees as "average"
symbols
can be found throughout an organization, from its corporate logo to the images it places on its website to the uniforms its employees wear
organizational politics
can be seen as actions by individuals that are directed toward the goal of furthering their own self-interests
Rating
compares each employee with a fixed standard
salary
compensation paid for the total contribution of an employee and is not based on total hours worked
internal recruiting
considering present employees as candidates for openings; promotion from within can cause "ripple effect"
stories
consist of anecdotes, accounts, legends, and myths that are passed down from cohort to cohort within an organization
predictive validation
correlating previously collected test scores of employees with the employees' actual job performance
Discretion
degree to which the managers have the right to make decisions on their own
Expert power
derived from a person's expertise, skill, or knowledge on which others depend ex. HR depending on attorneys when debating layoff risks
Leader-member exchange theory
describes how leader-member relationships develop over time on a dyadic basis
upward influence
employees influencing managers
countercultures
exist when a subculture's values do not match those of the organization
culture strength
exists when employees definitively agree about the way things are supposed to happen within the organization (high consensus) and when their subsequent behaviors are consistent with those expectations (high intensity)
Referent power
exists when others have a desire to identify and be associated with a person; e.g. charisma
Equal employment opportunity commission
federal agency charged with enforcing Title VII as well as several other employment-related laws
Title VII of the Civil Rights Act of 1964
forbids discrimination in all areas of the employment relationship; employers are not required to seek out and hire minorities but they must treat fairly all who apply
Americans with Disabilities Act of 1990 (ADA)
forbids discrimination on the basis of disabilities and requires employers to provide reasonable accommodations for disabled employees
ceremonies
formal events, generally performed in front of an audience of organizational members
anticipatory stage
happens prior to an employee spending even one second on the job
contingent reward (most effective)
happens when the leader attains follower agreement on what needs to be done using promised or actual rewards in exchange for adequate performance (used to influence)
Coalitions; Pressure
harsh influence tactics
interpersonal influence
having an unassuming and convincing personal style that's flexible enough to adapt to different situations
Attraction selection attrition (ASA) framework
holds that potential employees will be attracted to organizations whose cultures match their own personality
wages
hourly compensation paid to operating employees (nonexempt)
Visibility
how aware others are of a leader's power and position
enacted values
how you actually behave (ex. Enron)
physical structures
include the organization's building and internal office designs
intellectual stimulation
involves behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways (the leader challenges you to look at things differently)
idealized influence
involves behaving in ways that earn the admiration, trust, and respect of followers, causing followers to want to identify with and emulate the leader (leader instills pride in me for being associated with him)
inspirational motivation
involves behaving in ways that foster an enthusiasm for and commitment to a shared vision of the future (the leader articulates a compelling vision of the future)
individualized consideration
involves behaving in ways that help followers achieve their potential through coaching, development, and mentoring
transformational leadership (most effective)
involves inspiring followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives (i.e. referent power)
distributive bargaining
involves win-lose negotiating over a "fixed-pie" of resources
Laissez-faire leadership (least effective)
is the avoidance of leadership altogether (i.e. hands-off)
Downward influence
managers influencing employees
closing and commitment
negotiation stage that entails the process of formalizing an agreement reached during the previous stage
bargaining
negotiation stage when the goal for each party is to walk away feeling like it has gained something of value (regardless of the actual bargaining strategy)
preparation
negotiation stage where each party determines what its goals are for the negotiation and whether or not the other party has anything to offer (most important stage)
exchanging information
negotiation stage where each party makes a case for its position and attempts to put all favorable information on the table
central tendency error
occurs when a rater gives all the workers the same rating in order to avoid conflict between them
arbitration
occurs when a third party determines a binding settlement to a dispute
adverse impact
occurs when minority group members pass a selection standard at a rate less than 80% of the rate of the majority group
Compliance
occurs when targets of influence are willing to do what the leader says, but they do it with a degree of ambivalence (behaviors but not attitudes)
transactional leadership
occurs when the leader rewards or disciplines the follower depending on the adequacy of the follower's performance
apprising
occurs when the requestor clearly explains why performing the request will benefit the target personally (why you should do this)
Internalization
occurs when the target of influence agrees with and becomes committed to the influence request (behaviors and attitudes)
devil's error
one negative characteristic clouds your judgment
angel error
one positive characteristic clouds your judgement
neutralizers
only reduce the importance of the leader; have no beneficial impact on performance
communal culture
organizational culture type in which employees are friendly to each other and all think alike
Age Discrimination in Employment Act of 1967
outlaws discrimination against people over the age of 40
lateral influence
peers influencing peers
coercive power
person has control over punishments in an organization
Family and Medical Leave Act of 1993 (FMLA)
provides employees up to 12 weeks of unpaid leave for family and medical emergencies; equal opportunity for advancement; immediate family or yourself; 50+ employees in 75 miles radius
substitutes
reduce the importance of the leader while simultaneously providing a direct benefit to employee performance
Consideration (softer approach)
reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings
Initiating structure
reflects the extent to which the leader defines and structures the roles of employees in pursuit of goal attainment
Language
reflects the jargon, slang, and slogans used within the walls of an organization
Labor Management Reporting and Disclosure Act of 1959 (Landrum-Griffin Act)
regulates labor unions/ internal affairs and their officials' relationships with employees
incentives
represent special compensation opportunities that are usually tied to performance (e.g. sales commissions)
Centrality
represents how important a person's job is and how many people depend on that person to accomplish their tasks
mediation
requires a third party to facilitate the dispute resolution process, though this third party has no formal authority to dictate a solution
Equal pay act of 1963
requires men and women to be paid the same amount for doing the same jobs; exceptions are permitted for seniority and merit pay
Compliance; Internalization; Resistance
responses to influence tactics
Fair Labor Standards Act of 1938 (FLSA)
sets a minimum wage and requires overtime pay for work in excess of 40 hours per week for non-exempt employees
Employee Retirement Income Security Act of 1974 (ERISA)
sets standards for pension plan management and provides federal insurance if pension plans go bankrupt
pregnancy discrimination act
specifically outlaws discrimination on the basis of pregnancy
Preparation, exchanging info., bargaining, closing and commitment
stages of negotiating
substitutes for leadership model
suggests that certain characteristics of the situation can constrain the influence of the leader, making it more difficult for the leader to influence employee performance
basic underlying assumptions
taken-for-granted beliefs and philosophies that are so ingrained that employees simply act on them rather than questioning the validity of their behavior in a given situation
political skill
the ability to effectively understand others at work and use that knowledge to influence others in ways that enhance personal and/or organizational objectives
power
the ability to influence the behavior of others and resist unwanted influence in return
espoused values
the beliefs, philosophies, and norms that a company explicitly states
Affirmative action
the commitment of employers to proactively seek out, assist in developing, and hire employees from groups that are underrepresented in the organization
rituals
the daily or weekly planned routines that occur in an organization
person-organization fit
the degree to which a person's personality and values match the culture of an organization
readiness
the degree to which employees have the ability and the willingness to accomplish their specific tasks
substitutability
the degree to which people have alternatives in accessing resources
leader effectiveness
the degree to which the leader's actions result in the achievement of the unit's goals, the continued commitment of the unit's employees, and the development of mutual trust, respect, and obligation in leader-member dyad
role making
the employee's own expectations for the dyad get mixed in with those of the leader
National Labor Relations Board (NLRB)
the federal agency empowered to enforce provisions of the NLRA
understanding and adapting
the final stage of socialization, during which newcomers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization
active management by exception
the leader arranges to monitor mistakes and errors actively and again takes corrective action when required (watching and noticing)
delegative style
the leader gives an employee or group the responsibility for making the decision with in some set of specified boundary conditions
Autocratic style
the leader makes the decision alone without using for the opinions or suggestions of the employees in the work unit
facilitative style
the leader presents the problem to a group of employees and seeks consensus on a solution, making sure that his or her own opinion receives no more weight than anyone else's
consultative style
the leader presents the problem to individual employees or a group of employees, asking for their opinions and suggestions before ultimately making the decision him- or herself "buy in" side
Telling (high initiating structure and low consideration)
the leader provides specific instructions and closely supervises performance
Participating (low initiating structure and high consideration)
the leader shares ideas and tries to help the group conduct its affairs
Selling (high initiating structure and high consideration)
the leader supplements his or her directing with support and encouragement to protect the confidence levels of the employees
Delegating (low initiating structure and low consideration)
the leader turns responsibility for key behaviors over to the employees
passive management by exception
the leader waits around for mistakes and errors, then takes corrective action as necessary ("come get me if something goes wrong")
observable artifacts
the manifestations of an organization's culture that employees can easily see or talk about
socialization
the primary process by which employees learn the social knowledge that enables them to understand and adapt to the organization's culture
Collective bargaining
the process of agreeing on a satisfactory labor contract between management and labor
recruiting
the process of attracting qualified persons to apply for jobs that are open
validation
the process of determining the extent to which a selection device is really predictive of future job performance
realistic job preview (RJP)
the process of ensuring that a potential employee understands both the positive and negative aspects of the potential job; occurs during anticipatory stage
Human Resource Management
the set of organizational activities directed at attracting, developing, and maintaining an effective work force
organizational culture
the shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees
Recency error
the tendency of the evaluator to base judgments on the subordinate's most recent
social astuteness
the tendency to observe others and accurately interpret their behavior
Influence definition
the use of an actual behavior that causes behavioral or attitudinal changes in others
Pressure
the use of coercive power through threats and demands
ingratiation
the use of favors, complements, or friendly behavior to make the target feel better about the influencer ("buttering someone up")
content validation
the use of logic and job analysis to determine that selection techniques measure the exact skills needed for job performance
rational persuasion
the use of logical arguments and hard facts to show the target that the request is a worthwhile one (debate teams are good at this)
Leadership
the use of power and influence to direct the activities of followers toward goal achievement
leadership
the use of power and influence to direct the activities of followers toward goal achievement
benefits
things of value other than compensation that an organization provides to its workers ("indirect compensation")
On-the-job and vestibule training
training method that facilitates learning physical skills through practice and actual use of tools
Role play and case studies
training method that is good for improving interpersonal relations skills or group decision-making
Lectures
training method that works well for factual material
mediation and arbitration
types of alternative dispute resolution
Pay for time not worked; Insurance; Employee service benefits; Cafeteria benefit plans; On-site childcare; Mortgage assistance; Paid-leave programs
types of benefits
Incentives; Salary; Wages (nonexempt)
types of direct compensation
Apparent sincerity; Interpersonal influence; Networking ability; Social astuteness
types of political skill
subcultures
unite a smaller subset of the organization's employees
application blanks
used to gather information about work history, educational background, and other job-related demographic data (not the same as a resume)
exchange tactic
used when the requestor offers a reward or resource to the target in return for performing a request ("this for that")
Shop carefully for the best-cost providers; Avoid redundant coverage; Provide only the benefits that employees want
ways to manage benefits effectively
Collaboration; Win-win; High assertiveness, high cooperation
when both parties work together to maximize outcomes
Compromise; Nobody wins and nobody loses
when conflict is resolved through give-and-take concessions
Competing; Win-lose; high assertiveness, low cooperation
when one party attempts to get his or her own goals met without concern for the other party's results
Accommodating; Lose-win; Low assertiveness, high cooperation
when one party gives in to the other and acts in a completely unselfish way
Avoiding; Lose-lose; Low assertiveness, low cooperation
when one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information
reward power
when someone has control over the resources or rewards another person wants
coalitions
when the influencer enlists other people to help influence the target
personal appeals
when the requestor asks for something based on personal friendship or loyalty
consultation
when the target is allowed to participate in deciding how to carry out or implement a request (ask target, but you decide)
Resistance
when the target refuses to perform the influence request and puts forth an effort to avoid having to do it
