Comps Key Terms and Citations

organizational identity

Tajfel, 1979

Social Identity Theory

Tajfel, 1979 - -Part of the individual's identity derives from membership in groups such as organizations and professions. - Organizational identity, professional identity, and work group identity

Transformational vs. Transactional Leadership

Bass, 1965 - *NOTE: hard to train b/c al of it is innate Hallmarks of Transformational Leadership: 1. Charisma 2. Ability to inspire 3. Intellectual Stimulation 4. Individual Consideration

Difference between job analysis and competency model?

"Job analysis is more work- and task-focused (what is accomplished), whereas competency modeling is worker-focused (how objectives are met or how work is accomplished). Focusing on "how" versus "what" provides valuable information for training and development." (from training textbook) ----- "Competency models are more likely to link competencies and the company's business goals. Competency models provide descriptions of competencies that are common for an entire occupational group, level of jobs, or an entire organization. Job analysis describes what is different across jobs, occupational groups, or organization levels. Finally, job analysis generates specific knowledge, skills, and abilities for particular jobs. It is used to generate specific requirements to be used for employee selection. The competencies generated by competency modeling are more general and believed to have greater application to a wider variety of purposes, including selection, training, employee development, and performance management." (from training textbook)

motivation/instrumenality?

"Low motivation could likely because of lacking instrumentality (Vroom, 1964) on a personal level and missing equity in comparison (Adams, 1965)"

What is a regression? (stats)

"Regression allows you to see whether one or more variables can predict an outcome variable. Regression can determine the amount of variance in one variable that is explained by other variables."

persons who were given monetary rewards...

(Deci, 1971) -- to complete a task were less intrinsically motivated than persons who received positive feedback

Men are preferred to women as leaders, especially in a male-dominated environment

(Eagly, Karau & Makhijani, 1995)

Conducting a Needs Assessment

(Goldstein & Ford, 2002) -- Three components of effective needs assessment: - Organizational Analysis - Person Analysis (who is being trained) - Task Analysis (what they are being trained for) Evaluate: What are the causes and outcomes? Potential causes: Legislation, Lack of Basic Skills, Poor Performance, New Technology, Customer Requests, New Products, Higher Performance Standards, New Jobs, Customer Dissatisfaction, Reduce Scrap, Improve Quality Outcomes: Who Receives Training, Appropriate Training Methods, Frequency of Training Buy Versus Build, Training or Selection or Job Redesign, How is Training Evaluated, How to Facilitate Transfer of Training Who should participate: Managers (Upper Level: C Suite, Executives, Directors, mid Level: Supervisors) Subject Matter Experts ( SMEs) Job Incumbents Customers

Training Needs Analysis

(Goldstein & Ford, 2002) -- a three-step process of organizational, task, and person analysis; required to develop a systematic understanding of where training is needed, what needs to be taught or trained, and who will be trained.

Institutionalization occurs when there is socialization, commitment, reward allocation, sensing and calibration.

(Goodman and Dean, 1982)

SWOT analysis

(Hill & Westbrook, 1997) -- strengths, weaknesses, opportunities, threats

Strategic benchmark analysis

(Jennings & Westfall, 1992) - What other companies in the industry are doing - are they having the same problems?

organizational perception is important

(Kernan & Hanges, 2002)

Person-organization (P-O) fit

(Kristof, 1996) -- Extent to which the values of an employee are consistent with the values held by most others in the organization

McClelland's Manifest Needs Theory

(McClelland, 1961) 1. Need for Achievement (nAch) - fosters the inclination to surpass internal or external standards for success. Encourages task-centered behavior, more challenging tasks, and persistence 2. Need for Affiliation (nAff) - fosters the desire to establish, maintain and/or restore positive relationships, and a strong desire to experience warm interpersonal contact 3. Need for Power (nPow) - reflected by the ability and desire to affect environment and other people and bring about change. A) Personal Power - focused on individual and winning and B) Socialized Power - focused on org and helping

Advantages of peer ratings?

(Murphy & Cleveland, 1995) -- *Work more closely to peers and have more opportunity to observe both task and behaviors. *The presence of peers do not impact behaviors of the ratee as much as the supervisor presence. *Peer ratings can be pooled, increasing reliability and validity.

employee theft data

(National Retail Security Survey, 2002) -- 50% of shrinkage, shoplifting accounts for 30%, administrative error for 15% and vendor fraud for 5%

McKinsey 7-S Framework

(Peters & Waterman, 1980) -- Structure, Strategy, Systems, Style, Staff, Skills, Superordinate goals

Utrecht Work Engagement Scale (UWES)

(Schaufeli & Bakker, 2004)

women's math performance - stereotype threat

(Spencer & Quinn, 1999)

4/5 rule

(Uniform Guidelines on Selection Procedures), protected by the CRA (1964, 1991), ADA (1990) and ADEA (1967) -- rule of thumb that finds evidence of discrimination if an organization's hiring rate for a minority group is less than 4/5 the hiring rate for the majority group

Minnesota Satisfaction Questionnaire (MSQ)

(Weiss, Dawis, England, & Lofquist, 1967) -- a self-report measure of job satisfaction that breaks satisfaction down into 20 job facets

How Trainers Can Make the Training Site and Instruction Conducive to Learning?

- Creating a learning setting - Preparation - Classroom management - Engaging trainees - Managing group dynamics

Behavior-Based Programs (Diversity training)

- Focus on changing the organizational policies and individual behaviors that inhibit employees' personal growth and productivity - One approach is to identify incidents that discourage employees from working up to their potential - Another approach is to teach managers and employees basic rules of behavior in the workplace - Cultural immersion is also used

Attitude Awareness and Change Programs (Diversity training)

- Focus on increasing employees' awareness of differences in cultural and ethnic backgrounds, physical characteristics, and personal characteristics that influence behavior toward others - The assumption is that by increasing their awareness of stereotypes and beliefs, employees will be able to avoid negative stereotypes

How to create a positive environment for transfer of training?

- Task cues - Feedback consequences - Lack of punishment - Extrinsic reinforcement consequences - Intrinsic reinforcement consequences

What do successful Diversity Programs have?

- Top Management Support (A business objective) - Recruitment and Hiring (Diverse slate of candidates) - Identifying and Developing Talent (Diverse pipelines, mentoring, succession planning, management development) - Employee Support - Ensuring Fair Treatment - Manager Accountability - Improve Relationships with External Stakeholders

Content Analysis (Qualitative Data Analysis)

- Usually used for focus groups, surveys, interviews etc... Steps: - Read and re-read data until familiarized with the content - Organize the data (ex. by question) - Identify themes and categories in data ---**Note that categories should be exhaustive, mutually exclusive and clearly defined - Code data → need to train coders beforehand and have more than 2 to strive for greater inter-rater reliability (at least .8) - Revise Coding System (if inter-rater reliability is poor, then need to identify differences in interpretation, discuss coding system more until come to agreement, then re-code) - Find patterns across categories or time depending

Most common employee responses to M&A

- job security (anxiety theory, XXX) - minimal intergroup conflicts (social identity theory, Ashforth & Mael, 1989) *****^Collaboration is most improved and prejudices most reduced through positive interdependence (Sherif, 1966) → team building - help in adapting to new situation and workload (acculturation theory, Berry, 1980) - role clarity (role conflict theory, Katz & Kahn, 1978) - motivation (job characteristics theory, Hackman & Oldham, 1975) - justice (procedural, distributive, interactional) (organizational justice, Colquitt et al., 2001)

Continuous Learning

-Employees share learning with each other -Use job as a basis for applying and creating knowledge

Collaboration is...

....is most improved and prejudices most reduced through positive interdependence (Sherif, 1966)

Force Field Analysis

A method for listing, discussing, and evaluating the various forces for and against a proposed change. Forces that help you achieve the change are called "driving forces." Forces that work against the change are called "restraining forces." Force Field Analysis can be used to develop an action plan to implement a change. Specifically it can . . . - Determine if a proposed change can get needed support - Identify obstacles to successful solutions - Suggest actions to reduce the strength of the obstacles - Devise a manageable course of action that: • Strengthens positive forces • Weakens negative forces • Creates new positive forces

Homoscedasticity

A regression in which the variances in y for the values of x are equal or close to equal

Equity Theory

Adams, 1969 - Based in the idea that individuals are motivated by fairness, and if they identify inequities in the input or output ratios of themselves and their referent group, they will seek to adjust their input to reach their perceived equity

empathetic organic questionnaire (EOQ) - tailored for executive coaching

Alderfer, 1972, Orenstein, 2006

PIC/NIC Analysis

Aubrey Daniels Institude, 2011 - Analyzes the effectiveness of a consequence. 3 dimensions: 1. Positive vs. Negative → from the performer's perspective 2. Immediate vs. Future → Immediate consequences outweigh future ones 3. Certain vs. Uncertain → Certain consequences outweigh uncertain ones Many unsafe acts are inherently reinforcing → the consequences are uncertain, but they can possibly complete the task faster now (positive and immediate) → so employees rather take the less safe shortcuts

Social Learning Theory

Bandura, 1986 - - People learn by looking at models that they think are credible and knowledgeable. Can be done by behavior modeling. - More effective for adult learning.

Frame-of-reference (FOR) training

Bernadin & Buckley, 1981 -- Training based on the assumption that a rater needs a context or "frame" for providing a rating; includes (1) providing information on the multidimensional nature of performance, (2) ensuring that raters understand the meaning of anchors on the scale, (3) engaging in practice rating exercises, and (4) providing feedback on practice exercises.

Acculturation Theory

Berry, 1980 - 4 Modes: 1. Deculturation - members of one culture do not retain their old one, or replace it with a new one 2. Assimilation - members of one culture adopt the culture of another 3. Separation - members of both cultures retain their original cultural identity 4. Integration - some degree of change in both cultures/orgs M&A → Acculturation stress highest when org member's desire to maintain their separation culture is strong, but forces of organizational integration is also strong

Spurlock v. United Airlines, 1972

Black man rejected as a flight officer because lacked degree and 500 hours flight time = job related Company's burden of proof diminishes as human risks increase

standard deviation method

Bobko & Roth, 2006

Instructional Systems Design (ISD) / ADDIE Model

Branson et al., 1975 -- Analysis, Design, Development, Implementation, Evaluation 1. Conduct a Needs Assessment 2. Ensuring Employee Readiness 3. Creating a Learning Environment 4. Ensuring Transfer of Training 5. Developing an Evaluation Plan 6. Select Training Method 7. Monitoring and Evaluating the Program

Psychological Contract & ocb

Buch & Aldridge, 1991 -- A set of perceptions of what employees owe their employers, and what their employers owe them.

Psychological Contract

Buch & Aldridge, 1991 -- use OD to help repair broken psychological contract during organizational decline

Emotional Contagion

Cacioppo, 1994 - - Senior leader leaving, or change in leaving -org/unsupportive - Detrimental b/c of emotional contagion - Really need buy-in

Organizational Culture Assessment Instrument

Cameron & Quinn, 2006

Content validation

Campbell, 1973

content analysis

Campbell, 1973

successful competency models also identify competencies that align to corporate strategy and foster competitive advantage

Campion et al., 2011

Competency Modeling Best Practices

Campion et al., 2011 - **Competencies = behaviors that helps achieve org's strategic goals and competitive advantage; differentiates levels of performance - Start with top management, consider org context, input, strategy and goals - Use JA methods to develop competencies - Consider future-oriented job requirements - Develop descriptive labels and definitions of each level of proficiency on each competency - Use target organization's language → incorporate culture - Have good mix of cross-functional AND job specific behaviors - Develop competency diagram so employees can easily understand - Can help identify high-quality talent for the right roles - Good for succession planning and managerial roles - Use Behavioral Event Interview to collect data → ask who they are, and how they do what they do (~3 hours) (McClelland, 1998)

Cultural Due Diligence auduit

Carleton 1996 -- Assess organizational compatibility across 12 dimensions. Can be done using an off the shelf tool such as the OCI but should be supplemented with qualitative data to get anecdotes about each area --> can be open-ended (off-the shelf tool) for analysis only or can be based on

utility analysis

Cascio, 1982

CA tests tend to measure more fluid intelligence (i.e. mental processing) than crystallized intelligence

Cattell, 1971

structured interview

Chapman & Zweig, 2005

Level 5 Leadership

Collins, 2005 - Premise: Certain leaders lead a org through a sustained change from good to great **Characteristics of leaders: 1. Personal Humility 2. Org Ambition 3. External Attribution of Success and Internal Attribution of Failure **Leadership Factors: 1. Surround themselves with good people 2. Focuses themselves on core competencies of organization 3. Ability to create the right culture a) Ignite debate b) Recognize when their personality or position may get into the way c) Unification - once decision is made, everyone is working towards achieving success

procedural justice

Colquitt et al., 2001 -- the perceived fairness of the process used to make reward allocation decisions - often more important that distributive justice or other forms of justice

Organizational Justice

Colquitt et al., 2001, Clay-Warner, 2005 (procedural > dis) - 1. Distributive Justice: fairness associated with decision outcomes and distribution of resources 2. Procedural Justice: fairness of the processes that lead to outcomes More important for employee satisfaction than distributive justice 3. Interactional Justice: the treatment that an individual receives as decisions are made and can be promoted by providing explanations for decisions and delivering the news with sensitivity and respect **a) Informational Justice: the adequacy of the explanations given in terms of their timeliness, specificity, and truthfulness. **b) Interpersonal Justice: perceptions of respect and propriety in one's treatment Perceived lack of org justice leads to lowered: - Satisfaction - Org commitment - Eval of authority - Trust - OCB - Performance - Increased withdrawal behaviors

Dark Side of Leadership (KYAN)

Conger, 1990 -- *leaders may use their charismatic qualities for personal gain and abusively turn against what is good for their followers as well as for the organization. *three particular skill areas that can contribute to such problems; *The leaders' strategic vision (vision reflects leaders' internal needs, resources needed to achieve vision have been miscalculated, unrealistic assessment or distorted perception of market, failure to recognize environmental changes), *Their communication and impression-management skills (exaggerated self-descriptions & claims for the vision, manipulating audience, restricting negative info to gain commitment, using anecdotes to distract attn. from negative stats, illusion of control thru affirming info and attributing neg outcomes to external causes), *Their general management practices (poor mgmt of people networks, alienation, disruptive in group/out group creation, impulsive style, devaluing direct reports, excessive dependence on others, absence from ops).

Functional Job Analysis (FJA)

Cronshaw, 1944 -- A job-analysis approach that utilizes an inventory of the various types of work activities that can constitute any job

downsizing is a response to...

Cummings & Worley, 2005 -- 4 conditions: 1) associated with mergers and acquisitions 2) organization decline because a change in the business 3) new organizational structure 4) results from beliefs and social pressures that smaller is better

The ability to train, assess, select, promote, and reward employees in alignment to a desired future state can help speed organizations through transition (for competency models)

Cummings & Worley, 2008

performance-contingent rewards

Deci & Ryan, 1980 -- Performance-contingent rewards are successful in improving intrinsic motivation given their focus on the performance.

reward contingencies undermine...

Deci, Koestner, & Ryan (1999) -- people's taking responsibility for motivating or regulating themselves

US v. Georgia Power, 1973

Did validation after getting sued with an all white sample Diplomas struck down, not job related must meet EEOC guidelines

4 Learning Styles (training)

Diverger, Assimilator, Converger, Accomodator -

Diversity training programs

Diversity training programs differ according to whether attitude change or behavior change is emphasized

Management by Objectives (MBO)

Drucker, 1954 - A process in which objectives set by a subordinate and a supervisor must be reached within a given time period.

cost-benefit analysis

Dupuit, 1844

social role theory

Eagly, 1997 -- a theory that gender differences result from the contrasting roles of men and women behavior of men and women governed by stereotype expectations. If a woman acts like a leader, she may be violating societal expectations about how women "should" behave, which makes people uncomfortable. People prefer when others conform to traditional gender roles because deviation from this formula makes people uncomfortable. Women "violate" gender roles by becoming leaders. Because people don't like these violations of stereotypes, people ascribe characteristics to those leaders: bitchy, aggressive, demanding, bossy, emotional etc.

Destructive leadership behavior

Einarsen, Aasland & Skogstad 2007 -- 3 types **tyrannical (pro-subordinate but anti-org), **derailed (anti-sub, anti-org) ** Supportive Disloyal Leadership (pro-sub, anti-org). - has to be systematic and repeated, undermines goals of organizations

Critical Systematic Thinking

Employees are encouraged to think in new ways, see relationships and feedback loops, and test assumptions

Performance management systems should connect to the goals and strategy

Smither & London, 2009

Fieldler's LPC Model *Pair with Path Goal Theory

Fieldler, 1964 - * Either a relationship oriented leader OR task-oriented leader - When org doing really well/bad → need task-oriented leader - When org is stable → relationship-oriented leader

"Work culture is an important and overlooked aspect of designing a comp system - need to assess culture before redesigning a pay system."

Flannery, Hofrichter, & Platten, 1996 -- Time based - flexibility and speed - very low emphasis on internal equity more on incentives. Functional - stable and reliable - more focused on long term incentives and internal equity Process - more on teams, and customer. Internal equity important, but some incentive

Sources of Power

French & Raven, 1959 - legitimate, reward, coercive, expert, referent - 1. Referent Power: ability of a leader to influence a follower because of the follower's loyalty, respect, friendship, admiration, affection, or a desire to gain approval 2. Expert Power: from skills & expertise 3. Coercive Power: ability to withhold rewards or deliver threats/punishment 4. Reward Power: ability to give/provide valued rewards 5. Legitimate Power: positional power

Engagement Surveys

Gallup, 1990 -- An instrument that measures how engaged employees are: Cognitively, emotionally, and behaviorally.

Leadership & EQ

Goleman (1998) --- A strong link exists between successful businesses and the presence of leaders with high emotional intelligence EQ = self awareness (ability to recognize and understand your moods, emotions and drives as well as their effects on others); self-regulation (ability to control and redirect disruptive impulses and moods; suspend

Leader-Member Exchange Theory (LMX)

Graen, 1975 - Relationship-based approach to leadership that focuses on didactic relationship between leader and subordinates. Leaders want to have in-group relationships with subordinates Influence members within exerting authority Subordinates will have higher satisfaction, org commitment and performance To form good relationships: 1. Role Taking: Leader assign more/less opportunity, make sure its right level of challenging 2. Role Making: Informal structure, respect and competence then will be in-group 3. Routinization: Become in-group or out-group. Hard to change

Concurrent Validation

Guion & Cranny, 1982 -- A criterion-related validity study in which a test is administered to all the people currently in a job and then incumbents' scores are correlated with existing measures of their performance on the job.

Job characteristics model

Hackman & Oldham (1975) -- skill variety, task identity, task significance, autonomy, feedback

Job Design Survey (JDS)

Hackman & Oldham, 1974 - Job Diagnostic Survey (JDS) - Can profile multiple jobs - Output = Motivating Potential Score (combines all characteristics into single score) (average = 125 out of 360 points) - Output = Job Diagnostic Profile → Graph of each Job Characteristics (x axis) to Rating (1 - 7) → add to create composite score - Can help determine whether motivation and satisfaction are really problems or whether the job is low in motivating potential → through isolating specific job aspects - Measures satisfaction with pay, coworkers and supervision

Job Characteristics Theory - Core Job Dimensions for Intrinsic Motivation

Hackman & Oldham, 1976 - 1. Skill Variety 2. Task Identity 3. Task Significance → establish client relationships for feedback 4. Autonomy 5. Feedback 3 Techniques to improve Job Meaningfulness: 1. Job Rotation → variety 2. Job Enlargement → responsibility 3. Job Enrichment → encourage natural work units, combine tasks to increase sig, feedback, vertical loading (give tasks that is usually intended for higher-level role)

Self-Categorization & Leadership

Hains, Hogg, & Duck (1997) -- Group leaders are viewed as more effective when they embody the behaviors to which most of the group members conform

Hawthorne effect

Hawthorne, 1958 -- A change in a subject's behavior caused simply by the awareness of being studied

Hofstede's 5 Cultural Dimensions

Hofstede, 1991 - 1. Power Distance 2. Masculinity and Femininity 3. Individualism/Collectivism 4. Uncertainty Avoidance 5. Long-Term and Short-Term Orientation

Path Goal Theory

House, 1996 - a leadership theory that states that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment - 4 main leadership behaviors that one can exhibit: 1. **Directive**: The leader informs her followers on what is expected of them, such as telling them what to do, how to perform a task, and scheduling and coordinating work. It is most effective when people are unsure about the task or when there is a lot of uncertainty within the environment. 2. **Supportive**: The leader makes work pleasant for the workers by showing concern for them and by being friendly and approachable. It is most effective in situations in which tasks and relationships are physically or psychologically challenging. 3. **Participative**: The leader consults with his followers before making a decision on how to proceed. It is most effective when subordinates are highly trained and involved in their work. 4. **Achievement**: The leader sets challenging goals for her followers, expects them to perform at their highest level, and shows confidence in their ability to meet this expectation. It is most effective in professional work environments, such as technical, scientific; or achievement environments, such as sales.

SWOT Analysis

Humphrey, 1960 - [Internal] Strengths and Weaknesses [External] Opportunities and Threats

SWOT Analysis

Humphrey, 2005 - [Internal] Strengths and Weaknesses [External] Opportunities and Threats

Org commitment + leaving?

Huselid & Day, 1991 — employees who exhibit both high organizational commitment and high job involvement should be least likely to leave the organization and employees with low levels of organizational commitment and job involvement should be the most likely to leave the organization voluntarily

content analysis raters

In a content analysis, the responses are broken up into different themes. These themes are coded. There are multiple raters for all the content, and they must have interrater reliability greater than 0.8. *NOTE: Anything that requires coding → need more than 2 trained coders, with inter-rater reliability greater than .8

main effect

In a factorial design, the overall effect of one independent variable on the dependent variable, averaging over the levels of the other independent variable.

Groupthink

Janis, 1971 - the tendency of group members to conform, resulting in a narrow view of some issue

Past behavior questions

Janz, 1982

personality traits for leaders?

Judge, Bonno, et. al. (2002) -- strongest individual personality dimensions for leaders are extraversion and conscientiousness of the Big 5

Core Self Evaluation Model

Judge, Latham & Durham, 1997 - 4 drivers of job attitudes: 1. Self esteem 2. Self efficacy 3. Internal Locus of Control 4. Neuroticism - lower to higher job satisfaction Consequences of this is job satisfaction → Consequences of Job satisfaction: 1. Productivity 2. Org Citizenship Behavior 3. Work Life Satisfaction 4. Org Commitment 5. Job involvement

Role conflict theory

Katz & Kahn, 1978 -- states that role strain occurs when the demands and expectations of important roles are in conflict

"...is often the case that performance standards are not aligned, and rewards strategies do not connect to incentivize the appropriate behavior necessary"

Kerr, 1978

Feedback is...??

Key for motivation! (Hackman & Oldham, 1980)

Social Network Analysis

Kilduf & Tsai, 2005

Kirkpatrick's Four Level Evaluation Model

Kirkpatrick, 1967 -- Level 1 - Reaction - At the end of the training Level 2 - Learning - Before, during, and after the training (Knowledge); Level 3 - Behavior - A few weeks after the training (Performance); Level 4 - Results - 3 mo - 1 year after the training (Effect on organization); Level 5 - ROI

Kirkpatrick's Four Level Evaluation Model

Kirkpatrick, 1967 - Level 1 - Reaction - At the end of the training Level 2 - Learning - Before, during, and after the training (Knowledge); Level 3 - Behavior - A few weeks after the training (Performance); Level 4 - Results - 3 mo - 1 year after the training (Effect on organization); Level 5 - ROI

feeling heard can reduce resistance to change

Kirkpatrick, 1985

Adult Learning Theory (Andragogy)

Knowles, 1980 - Andragogy: the theory of adult learning Based on 5 assumptions: 1. Adults have the need to know why they are learning something 2. Adults have a need to be self-directed 3. Bring more work-related experiences to learning situation 4. Enter a learning experience with a problem-centered approach 5. Motivated to learn by both extrinsic and intrinsic motivators Training Design Implications: 1. Self-Concept → mutual planning & collab in instruction 2. Experience → user learner experience as basis 3. Readiness → instruction based on learner's interest and competencies 4. Time Perspective → Immediate application of content 5. Orientation to Learning → Problem-centered instead of subject-centered

Kotter's Change Model

Kotter, 1995 - 1) Create a sense of urgency 2) Build the Guiding Coalition → Select Change Agents with enough Org power and pull, need commitment of resources and top management support 3) Create a strategic vision 4) Communicate vision 5) Empower others to act on the vision → Intervention 6) Create short term wins 7) Build on and propel new change 8) Follow up and monitor the change

Person-Organization Fit

Kristof, 1996 - The degree to which a person's values, personality, goals, and other characteristics match those of the organization. - - direct measure for perceived fit: judgement that a person fits well in an org - indirect cross-level measurement: assessing individuals' compatibility with verifiable - organizational characteristics - indirect individual-level measurement: focus on individual's perception of organizational characteristics; self-report

causes of employee theft?

Kulas et al., 2007; Niehoff & Paul, 2000 -- dissatisfaction, org. climate, social environment etc

Six Sigma Training

Lancaster, 1999 -- An action training program that provides employees with defect-reducing tools to cut costs and certifies employees as green belts, champions, or black belts

situational interview

Latham, Saari, Pursell, & Campion, 1980) -- the interviewer focuses on hypothetical situations

Learning Culture (training)

Learning is rewarded, promoted, and supported by managers and company objectives

Leventhal's 6 Criteria for Procedural Justice

Leventhal, 1974 - 1. Consistency 2. Free from Bias 3. Off of Accurate Information 4. Corrective Mechanisms / Appeals Process 5. Connected to Society's Shared values and standards 6. Takes into account the concerns of everyone involved

Lewin's Change Model

Lewin, 1947 - Steps: 1) Unfreezing: reducing forces maintaining the org's behavior at its present level → psychological disconfirmation - show discrepancy 2) Moving: Shifts behavior → intervention 3) Refreezing: stabilizes the org at a new state of equilibrium → need supporting mechanisms like org culture, reward structures

Group Value Model

Lind & Tyler, 1988 - View that procedural justice within groups makes members feel valued, and thus leads to enhanced commitment to and identification with the group - Looking at entire relationship with organization, and looking at the below 3 factors, will help with employee satisfaction: 1. Neutrality: Org's making neutral decisions and not everyone can get what they want. Tradeoff, long-term. 2. Trust 3. Standing: Interaction with others in org can tell you about your social standing

Goal Setting Theory

Locke & Latham, 1990 - S.M.A.R.T. goals → participated, realistic and can adjust, more committed and motivated to achieve goal Challenging but attainable Ownership of goals - within their control Feedback on performance Resources and means for them to reach goal

Models that depict levels of proficiency for each competency are especially useful for appraisal

Lucia & Lepsinger, 1999

executive succession programs are commonly guided by competency models in most organizations today

Lucia & Lepsinger, 1999

three phases of the merger process

Marks, 2002 -- - pre-combination (focus is on financial issues), - combination (culture clash, power jockeying) and - post-combination (integration)

behavioral event interview

McClelland, 1989 -- an adaptation of the critical incident technique

Position Analysis Questionnaire (PAQ)

McCormick, Jeanneret, & Mecham, 1972 - a publicly available job analysis questionnaire that evaluates job skill level and basic characteristics of applicants for a set match of employment opportunity.

Crisis & Charisma

Merolla, Ramos & Zechmeister (2007) -- when in crisis, people are more likely to rate the leader as charismatic. Perceptions of charisma allow employees to overlook poor perf of the leader

continuance commitment

Meyer & Allen, 1991 -- organizational commitment based on the fact that an individual cannot afford to leave

Organizational Commitment

Meyer & Allen, 1991 - 1. Affective - actually identify with the organization, emotionally like the firm 2. Normative - transaction, you feel like you owe the organization. I.e Pay, opportunity 3. Continuance/Compliance - no choice, no better option right now

organizational commitment questionnaire

Meyer & Allen, 1997

Situational judgment tests (SJTs)

Motowidlow & Tippins, 1993 -- Assessment tools that present prospective leaders with sample situations and problems they might encounter in a work environment.

behavior encouragement bonus

Murphy & Cleveland, 1995

desire from PA system?

Normal distributions, high variance (i.e. differentiation) and similar distributions across units would be desirable.

What is transfer of training and how to facilitate it?

Occurs when employees retain and demonstrate the knowledge, skills, and behaviors required for their job after training ends Trainees effectively and continually applying what they learned in training on their jobs ------- How to facilitate: - Objectives - Meaningful Content - Opportunities to practice - Methods for committing content to memory - Feedback - Observation, experience and social interaction - Proper coordination and arrangement of program - Encourage responsibility and self-management - Ensure that the work environment supports learning and transfer

use of social proof

Offerman (2004) -- People tend to follow majority opinions when presented with a unified front

Why procedural justice is good

Often more important than distributive justice (Barling & Phillips, 1993) Linked to employee attitudes, job satisfaction, and OCB (Clay-Warner, Reynolds, & Roman, 2005)

Correlation between Motivation and Job Satisfaction

Pinder, 2014 - - Positive and significant correlation - THEREFORE, all factors that lead to increased motivation indirectly increases job satisfaction

BARS (behaviorally anchored rating scale)

Popular approach that combines elements from critical incident and graphic rating scale; evaluator uses a rating scale, but items are examples of actual job behaviors

Porter & Lawler Model

Porter & Lawler, 1993 - Extension of Vroom's Expectancy Theory - Role Conflict - Role Ambiguity - Self-Efficacy Effort → determined by valence and expectancies - Clear relationship between effort and performance → rewards

Performance Management System should?

Smither & London, 2009 -- PM system should connect to the goals and strategy

What is statistical power?

Statistical power refers to the probability that you will find a statistically significant result when it is appropriate. Statistical power depends, to a large extent, on the effect size.

Porter's Five Forces (Industry)

Porter, 1980 - - Real point of competition = EARN PROFITS - Five forces make up the industry's structure → tells you how the industry "works" → how it creates and shares value. Tells you the industry's profitability - Industry structure relatively stable over time (after emerging, pre-structure phase) → structural change - therefore average profitability of an industry - usually takes a long time Five Forces: 1. Bargaining power of Buyers 2. Bargaining power of Suppliers 3. Threats of New Entrants 4. Threats of Substitute Products/Services 5. Competition & Rivalry

Porter Generic Strategies

Porter, 1980 -- strategy on dimensions of strategic scope and strategic strength.

large system interventions

Purser & Griffin, 2008 -- purpose is to change the character and performance of an organization, business unit, or department

organizational life-cycle

Quinn & Cameron, 1983 -- progression through which organizations evolve as they grow and mature

Transformational Leadership → Personality Traits -- Correlates with satisfaction, but not performance

Ross & Offerman, 1997 - 1. Need for Change 2. Self Confidence 3. Dominance 4. High Nurturance 5. High Pragmatism 6. More "feminine" characteristics (Hofstede)

cognitive ability tests can show extreme adverse impact of up to d = 1.1 between ethnicities, specifically favoring asian and white test takers

Roth et al., 2001

Organizational Deviance

Rotundo & Spector, 2010 - Behaviors exhibited within a work context that are harmful to other employees or the organization (also called deviant workplace behavior).

Psychological Contract & ocb

Rousseau, 1989

psychological contract

Rousseau, 1989 -- an unwritten agreement that sets out what management expects from an employee and vice versa

Document the entire process to create proof on the validity of the job analysis process - company defense may fail despite the use of a job analysis if it was conducted poorly

Rudder v. District of Columbia, 1995

Strategic Survey

Saari & Judge, 2004 -- to determine how staff see the firm working or not working for clients and for employees

emotional intelligence

Salovey & Mayer 1990 -- Construct that reflects a person's capacity to manage emotional responses in social situations

What's good about competency modeling?

Sanchez & Levine, 2009 -- competency modeling is tied to business objectives, is more future-oriented than job analyses, influences behavior rather than simply describes it, and drives towards maximum rather than typical performance

Process Consultation

Schein, 1992 -- "Creation of a relationship that permits the client to perceive, understand, and act on the process events that occur in [his or her] internal and external environment in order to improve the situation as defined by the client" Individual → help client become more effective in communicating with others Johari Window → Reduce Blind & Hidden → Enlarge Open Window Group → aimed at Process, Content & Structure Sensitize group to its own internal process Help group determine what to work on (content)

3 Levels of Culture

Schein, 1992 -- *artifacts (visual organizational structures and business processes - hard to decipher), *espoused values (strategies, goals and philosophies - espoused justifications) and basic *underlying assumptions (unconscious, taken for granted beliefs, perceptions, thoughts and feelings - ultimate source of values and action)

strategic job analysis

Schneider & Konz, 1989 -- an approach to job analysis that considers the status of jobs as they currently exist but also factors in how jobs are likely to change in the future as a result of anticipated organizational or industry changes

Attraction-Selection-Attrition Model

Schneider, 1995 -- - individuals are attracted to organizations whose members are similar to themselves in terms of personality, values, interests, and other attributes; - organizations are more likely to select those who possess knowledge, skills, and abilities similar to the ones their existing members possess; and over time, those who do not fit in well are more likely to leave.

social desirability effect

Schweigert, 2011 -- A tendency for research participants to provide answers that they think will make them look good to the researchers.

6 problems in M&A

Seo & Hill, 2005 -- anxiety theory, social identity theory, acculturation theory, role conflict theory, job characteristics theory, and organizational justice theory

Competency Model

Set of job competencies that together make up a profile for success for a particular job. ---

Six behaviors of charismatic leaders

Shamir, House and Arthur, 1992 -- (1) developing compelling visions (2) focusing on distal goals (3) communicating with references to values, moral and collective identity (4) role-modeling such values (5) strong confidence (6) expressing high performance expectations and arousing achievement, power and affiliative motives in followers

Hi-Po Dimensions

Silzer & Church, 2009 - Dimensions for Potential: A. Foundation → performance and expertise B. Growth → potential for growth C. Career Dimensions

Pulse Surveys

Smith et al -- Frequent, short questionnaires used to solicit anonymous employee feedback.

Job Descriptive Index (JDI)

Smith, Kendall, & Hulin (1969) -- One of the most extensively researched and documented job satisfaction instruments; assesses satisfaction with five distinct areas: the work itself, supervision, people, pay, and promotion.

Post-hoc tests vs. Planned comparison?

The difference between a post hoc test and a planned comparison is that post hoc tests compare every possible pair of groups whereas planned comparisons only make specific comparisons between groups which have been decided in advance of conducting the analysis. Therefore, planned comparisons are usually driven by theory, whereas post hoc tests simply trawl the data looking for any significant findings. As a result post hoc tests are less sensitive than planned comparisons: post hoc tests are less likely to find significant differences than planned comparisons.

What is effect size?

The effect in an effect size is the relationship/association/difference that you have set out to investigate in your research study.

Title VII of the 1964 Civil Rights Act

The section of the act that says an employer cannot discriminate on the basis of race, color, religion, sex, or national origin with respect to employment.

document job analysis procedure for legal defensibility

Thompson & Thompson, 1982

theory of identical elements

Thorndike, 1901 -- proposes that transfer of training occurs when what is being learned in the training session is identical to what the trainee has to perform on the job

Sociotechnical Systems Theory

Trist & Emery, 1960 -- employees (social system) have tools/training/knowledge (technical system) for effectiveness; precursor of total quality management (TQM)

forming, storming, norming, performing, adjourning

Tuckman, 1965 -- stages of team development

Congruence Model

Tushman, 1990 - → Assesses the building blocks of org → Determines whether those are aligned with the organization's strategy → Misalignment and gaps are the root of organization issues Implementation: identifying the symptoms of problems, determining the gaps between inputs and outputs, describing the fit between an organization's components, identifying problem areas and developing an action plan to deal with these problems.

9-Box Talent Matrix & Talent Review Process

Tyler, 2009 - X and Y axis → performance and potential - Organization has to define what potential means for them first - Training for all Reviewers → ensures understanding of what potential means, and have a standard frame of reference - After manager individually allocates → OD/HR team facilitates meeting with all managers in the same hierarchical level within department - Come to together, managers can offer different perspectives to finalize list of high potentials - Craft career development plan for each high potential - training, certifications, licenses, stretch assignments etc... - If high flight risk - identify ways of retention or identify back-up/successor for EE's role if he/she really leaves

VIE Expectancy Theory

Vroom, 1964 - * Assumes that behavior results from conscious choices among alternatives whose purpose it is to maximize pleasure and to minimize pain 1) Expectancy = belief that increased effort will lead to increased performance Having the right resources and right skills to do the job Having the necessary support to get the job done 2) Instrumentality = belief that if you perform well that a valued outcome will be received. Affected by: - 1. Clear understanding of the relationship between performance and outcomes - 2. Trust in the people who will take the decisions on who gets what outcome - 3. Transparency of the process that decides who gets what outcome 3) Valence = the importance that the individual places upon the expected outcome

Focus Groups

Waclawski & Church, 2002

multisource feedback

Waclawski & Church, 2002 -- Information about an employee's performance collected from a full circle of people, including subordinates, peers, supervisors, and customers.

T-test vs. ANOVA?

You use a one-way between-groups ANOVA to examine the differences between two or more independent groups; usually, to examine the difference between three or more groups, because you can use an independent t-test to examine the difference between two groups.

Job Analysis

Zerga, 1943 - - KSAOs and BFOQ, identifies minimal requirements for the job - Very specific to the job and task itself - Priorities and frequency of tasks JA Process: - Collective subjective and objective information (O*NET) on job/role - Interview SME's → incumbents, supervisors, colleagues that interact with incumbent → diff perspectives of the job itself and expectations - Job analysts → good at identifying relationship between job roles

stereotype threat

a self-confirming concern that one will be evaluated based on a negative stereotype

Albemarle Paper Co. v. Moody (1975)

court expressly criticized the lack of job analysis in a validation study -- established that a plaintiff could rebut an employer's defense of business necessity by showing that another nondiscriminatory practice was just as effective as the discriminatory practice

what is paid attention to will shape the...

culture! Schein, 2004

Counterproductive Behavior

employee behaviors that intentionally hinder organizational goal accomplishment - Tardiness Absenteeism Turnover Withdrawal

Kahnweiler, 2002

enablers + obstacles

EEOC workplace sex discrimination stat?

in FY 2014, sex discrimination comprised nearly 30 percent of the charges filed with EEOC under all the statutes the agency enforces --> about 75% percent were filed by women

toxic leadership by...

inducing/promoting competition (Johnson & Johnson, 2013)

Transformational Leadership

leadership that, enabled by a leader's vision and inspiration, exerts significant influence

weighted application blank

relies on numerical indexes to determine the relative importance of various personal factors for predicting a person's ability to perform a job effectively

Griggs v. Duke Power (1971)

the Court put the burden on employers to show that an employment policy whose effect is discriminatory, even if discrimination was not the intent of the policy, is a "business necessity." -- Blacks were doing menial labor, then HS diploma and GMA test for higher positions in 1965 Lack of discriminatory intent not sufficient defense Selection test must be job related if adverse impact results Employer bears burden of proof in face of apparent adverse impact

task analysis

the research technique of identifying goals, relevant information in the environment, and potential processing strategies for a problem

Behaviorally anchored rating scales

use of examples of critical incidents to evaluate an employee's job performance behaviors directly