MGMT 303 Final Rosenbusch

Strategic Human Resource Management Process

(1) Establish the mission & vision, (2) Establish the grand strategy, (3) Formulate the strategic plans, (4) Plan human resources needed, (5) Recruit & select people, (6) Orient, train, & develop, and (7) Perform appraisals of people.

External forces for change

-Demographic characteristics such as age, education, gender -Technology advancements such as information technology -Shareholder, customer, & market changes such as domestic competition -Social & political pressures such as war, values

Why is teamwork important?

-increased productivity -increased speed -reduced costs -improved quality -reduced destructive internal competition -improved workplace cohesiveness

External Recruiting Advantages

1. Applicants may have specialized knowledge and experience. 2. Applicants may have fresh viewpoints.

How does OD work?

1. Diagnosis - what is the problem? 2. Intervention - what shall we do about it? 3. Evaluation - how well has the intervention worked? 4. Feedback - how can the diagnosis be further refined?

How does Equity Theory motivate Employees?

1. Employee perceptions are what count 2. Employees want a voice in decisions that affect them 3. Employees should be given an appeals process 4. Leaders behavior matters 5. A climate for justice makes a difference

Internal Recruiting Advantages

1. Employees tend to be inspired to greater effort and loyalty. Morale is enhanced because they realize that working hard and staying put can result in more opportunities. 2. The whole process of advertising, interviewing, and so on is cheaper. 3. There are fewer risks. Internal candidates are already known and are familiar with the organization.

Five Stages of Group and Team Development

1. Forming: Getting orientated and getting acquainted 2. Storming: Individual personalities and roles emerge 3. Norming: Conflicts resolved, relationships develop, unity emerges. Group cohesiveness and a "we feeling" binding group members together 4. Performing: Solving problems and completing the assigned task 5. Adjourning: Preparing for disbandment

Internal Recruiting Disadvantages

1. Internal recruitment restricts the competition for positions and limits the pool of fresh talent and fresh viewpoints. 2. It may encourage employees to assume that longevity and seniority will automatically result in promotion. 3. Whenever a job is filled, it creates a vacancy elsewhere in the organization.

Difference between manager and leader based off Kotter's philosophy?

1. Manager relies more on verbal than on written communication 2. Manager works long hours at an intense pace 3. Managers work is characterized by fragmentation, brevity, and variety

How do intrinsic and extrinsic rewards affect satisfaction and performance in the workplace?

1. Person and contextual factors (helps individuals join and stay with your organization) 2. Helps them show up for work at your organization 3. Be engaged while working 4. Do extra for your organization

Deming Management Principles

1. Quality should be aimed at the needs of the consumer 2. Companies should aim at improving the system, not blaming workers 3. Improved quality leads to increased market share, increased company prospects, & increased employment 4. Quality can be improved on the basis of hard data, using the PDCA cycle

Why is conflict needed?

1. Spur Competition among Employees - Competition is healthy to produce higher results 2. Change the Organization's Culture and Procedures - Procedures can be revamped. Results can be enforced in visible ways through announcements of bonuses, raises, and promotions. 3. Bring in Outsiders for New Perspectives - Without "new blood," organization can be inbred and resistant to change. 4. Use Programmed Conflict: Devils Advocacy and Dialectic Method - Programmed conflict is designed to elicit different opinions without inciting people's personal feelings.

External Recruiting Disadvantages

1. The recruitment process is more expensive and takes longer. 2. The risks are higher because the persons hired are less well known.

Keys to Successful Control Systems

1. They are strategic & results oriented 2. They are timely, accurate, & objective (timely meaning when needed, accurate meaning correct, objective meaning impartial) 3. They are realistic, positive, & understandable & encourage self-control 4. They are flexible

Why is control needed?

1. To adapt to change & uncertainty 2. To discover irregularities & errors 3. To reduce costs, increase productivity, or add value 4. To detect opportunities 5. To deal with complexity 6. To decentralize decision making & facilitate teamwork

Barries to Control Success

1. Too much control 2. Too little Employee Participation 3. Overemphasis on Means Instead of Ends 4. Overemphasis on Paperwork 5. Overemphasis on One Instead of Multiple Approaches

Lewin's Change Model

1. Unfreezing 2. Changing 3. Refreezing Can be used by a manager by: unfreezing- creating the motivation to change changing - new information, models, & procedures refreezing - support and reinforce the change

How does Expectancy Theory motivate Employees?

1. What rewards to your company value? 2. What are the job objectives and the performance level you desire? 3. Are the rewards linked to performance? 4. Do employees believe you will deliver the right rewards for the right performance?

Steps in the Control Process

1. establish standards 2. measure performance 3. compare performance to standards 4. take corrective action, if necessary (feedback) If yes take corrective action; perhaps revise standards. If not, continue work progress & recognize success.

Big Five Personality Dimensions

1. extroversion - how outgoing, talkative, sociable, and assertive a person is 2. agreeableness - how trusting, good natured, cooperative, and soft hearted one is 3. conscientiousness - how dependable, responsible, achievement-oriented, and persistent one is 4. emotional stability - how relaxed, secure, and unworried one is 5. openness to experience - how intellectual, imaginative, curious, and broad minded one is

Change Agent

A consultant with a background in behavioral sciences who can be a catalyst in helping organizations deal with old problems in new ways.

Human Resource Inventory

A report listing an organization's employees by name, education, training, languages, and other important information.

Background Information

Application forms, resumes, and reference checks. They provide basic background information about job applicants, such as citizenship, education, work history, and certificates.

Employee Tests

Are legally considered to consist of any procedure used in the employment selection decision process, even application forms, interviews, and educational requirements. Consists of ability tests, performance tests, personality tests, integrity tests, etc.

Integrity Tests

Assess attitudes and experiences related to a person's honesty, dependability, trustworthiness, reliability, and prosocial behavior.

Self Discrimination Theory

Assumes that people are driven to try to grow and attain fulfillment, with their behavior and well-being influenced by three innate needs: competence, autonomy, and relatedness. The Three Innate Needs: 1. Competence - " I want to feel a sense of mastery. " 2. Autonomy - " I want to feel independent and able to influence my environment." 3. Relatedness - " I want to feel connected to other people. " Using Self-Discrimination Theory to Motivate Employees - Competence - Autonomy - Relatedness

External Recruiting

Attracting job applicants from outside the organization.

Self-Efficacy

Belief in one's personal ability to do a task.

Intergroup Conflicts:

Clashes among work groups, teams, and departments. Ex: Inconsistent goals or rewards systems - when people pursue different objectives.

Multicultural Conflicts:

Clashes between Cultures. Ways to Build Cross-Cultural Relationships: 1. Be a good listener 2. Be sensitive to others' needs 3. Be cooperative, not overly competitive

Bounded Rationality

Concept suggests that the ability of decision makers to be rational is limited by numerous constraints such as complexity, time and money, and their cognitive capacity.

Job Enrichment

Consists of building into a job such motivating factors as responsibility, achievement, recognition, stimulation work, and advancement. Ex: encouraging employees "to spend 10% of their working time on project and ideas of their own, even if they are not related to their assignments. This creates new products. Fitting Jobs to People

Human Resource Management

Consists of the activities managers perform to plan for, attract, develop, and retain an effective workforce.

Motivation

Defined as the psychological processes that arouse and direct goal-directed behavior

Productivity

Defined by the formula of outputs divided by inputs for a specific period of time. Outputs are all the goods and services produced. Inputs are not only labor but also capital, materials, and energy.

Formal vs. Informal Groups

Formal: Group assigned by organizations or managers to accomplish specific goals. Informal: Group formed by people whose overriding purpose is getting together for friendship or a common interest.

Norms

General guidelines or rules of behavior that most group or team members follow.

Balanced Scorecard Approach

Gives top managers a fast but comprehensive view of the organization via four indicators: 1. financial perspective - how do we look to shareholders? 2. customer perspective - how do customers see us? 4. internal business perspective - at what must we excel 4. innovation and learning perspective - can we continue to improve and create value

Internal Recruiting

Hiring from the inside, or making people already employed by the organization aware of job openings.

Non-rational Decision Making

How managers actually make decisions; they assume that decision making is nearly always uncertain and risky, making it difficult for managers to make optimal decisions. Two rational models are 1) satisfying and 2) intuition. Satisfactory model means managers seek alternatives until they find one that is satisfactory, not optimal. Intuition model is making a choice without the use of conscious thought or logical interference.

Rational Decision Making

How managers should make decisions. Assumes managers will make logical decisions that will be the optimum in furthering the organization's best interest. Stage 1 - Identify the problem or opportunity Stage 2 - Think up alternative solutions Stage 3 - Evaluate alternatives and select a solution Stage 4 - Implement and evaluate the solution chosen

Job Enlargement

Increasing the number of tasks in a job to increase variety and motivation. Ex: Job of installing flat screens in television sets could be enlarged to include installation of the circuit boards as well. Fitting Jobs to People

Personality Conflicts:

Interpersonal opposition (clashing) based on personal dislike or disagreement.

Unstructured Interview

Involves asking proving questions to f ind out what the applicant is like. No fixed set of questions, no systematic scoring procedure.

Job Description

Job description summarizes what the holder of the job does and how/why he or she does it.

Reactive Change

Making changes in response to problems or opportunities as they arise. Ex: Crisis in Gulf of mexico with BP

How do you increase productivity?

Making substitutions or increasing the efficiency of any one element: labor, capital, materials, energy.

Performance Tests

Measure performance on actual job tasks.

Ability Tests

Measure physical abilities, strength and stamina, mechanical ability, mental abilities, and clerical abilities. Ex: Military Tests

Personality Tests

Measure such personality traits as adjustment, energy, sociability, independence, and need for achievement.

Equity Theory

Model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships. (How people perceive they are being fairly or unfairly rewarded)

Interviewing

Most commonly used employee-selection technique. Takes place in three forms: unstructured interviews, and two types of structured interviews.

Three Levels of Organization Culture

Observable Artifacts, Espoused Values, Basic Assumptions Artifacts - Physical manifestations such as manner of dress, awards, myths, and stories about the company rituals and ceremonies Values - Explicitly stated values and norms preferred by an organization Assumptions - Not observable, represent the core value of an organization's culture - those that are taken for granted and, as a result difficult to change

Expectancy Theory

People are motivated by two things: 1. How much they want something & 2. How likely they think they are to get it. 3 elements- 1. expectancy - will I be able to perform at the desired level on a task? 2. instrumentality - what outcome will i receive if I perform at this level? 3. valence - how much do i want the outcome?

Four Kinds of Conflict:

Personality, Intergroup, Multicultural, Work-Family

Five sources of power?

Power is the ability to marshal human, informational, and other resources to get something done. 1. Legitimate power: Influencing behavior because of the mangers formal position within the organization 2. Reward power: Influencing behavior by promising or giving rewards to their subordinates 3. Coercive power: Influencing behavior by threatening or giving punishment. to their subordinates 4. Expert power: Influencing behavior because of ones expertise 5. Referent power: Influencing behaviors because of ones personal attraction (personality or background)

Proactive Change

Proactive change is planned changed. It involves making carefully thought-out changes in anticipation of possible or expected problems or opportunities. Ex: The Game Changer. Walt Disney Company has been taking a giant proactive stride: investing $1 billion into wearable technology designed to revolutionize the way. visitors spend money at Walt Disney World.

Intrinsic Rewards

Satisfaction a person receives from performing the particular task itself.

Extrinsic Rewards

Satisfaction in the payoff from others. The payoff, such as money, a person receives from others for performing a particular task

Roles

Set of behaviors that people expect of occupants of a position.

Organizational Development

Set of techniques for implementing planned change to make people and organizations more effective. Can be used to address: - managing conflict ("jerks at work") - revitalizing organizations (help by opening communication, fostering innovation, and dealing with stress) - Adapting to mergers (associated with increased anxiety, stress, and absenteeism)

What role does a manager/leader play at each stage of group/team development and what questions should the leader be asking?

Stage 1: Forming - "why are we here?" leaders should allow time for people to become acquainted and to socialize. Stage 2: Storming - "why are we fighting over who's in charge and who does what?" leaders should encourage members to suggest ideas, voice disagreements, and work through their conflicts about tasks and goals. Stage 3: Norming - "can we agree on roles and work as a team?" leaders should emphasize unity and help identify team goals and values. Stage 4: Performing - "can we do the job properly?" leaders should allow members the empowerment they need to work on tasks. Stage 5: Adjourning ' "can we help members transition out?" leaders can emphasize valuable lessons learned in group dynamics to prepare everyone for future group and team efforts.

Levels of Control

Strategic Control by Top managers - Strategic control is monitoring performance to ensure that strategic plans are being implemented and taking corrective action as needed Tactical Control by Middle Managers - Monitoring performance to ensure that tactical plans are being implemented and taking corrective action as needed Operational Control by First-Line Managers - Monitoring performance to ensure that day to day operations are being implemented and taking corrective action as needed

Team Vs. Group

Teams are a small group of people with complementary skills whoa re committed to a common purpose, performance goals, and approach to which they hold themselves mutually accountable. Groups are two or more freely interacting individuals who share collective norms, share collective goals, and have a common identity.

How can organizations use Job design to improve motivation?

The division of an organization's work among its employees and the application of motivational theories to jobs to increase satisfaction and performance. The traditional approach to job design is to fit people to the jobs; the modern way is to fit the jobs to people using job enrichment/job enlargement.

Self-Esteem

The extent to which people like or dislike themselves, their overall self-evaluation.

Structured Interview Type 2: The Behavioral-Description Interview

The interviewer explores what applicants have done in the past. Ex: What was the best idea you ever sold to a supervisor?

Structured Interview Type 1: The Situational Interview

The interviewer focuses on hypothetical situations. Ex: What would you do if you saw two of your people arguing loudly in the work area?

Strategic Human Resource Management

The process by which managers design the components of a Human Resource Management system to be consistent with each other, with other elements of organizational architecture, and with the organization's strategy and goals.

Job Simplification

The process of reducing the number of tasks a worker performs. Fitting People to Jobs

Job Analysis

The purpose of job analysis is to determine, by observation and analysis, the basic elements of a job.

Process of Selection (Selection Process)

The screening of job applicants to hire the best candidate. It includes background information, interviewing, and employee tests.

Structured Interview

The structured interview involves asking each applicant the same questions and comparing their response to a standardized set of answers.

Groupthink

The tendency of group members to conform, resulting in a narrow view of some issue.

Maslow's Hierarchy of Needs

Top to bottom- Physiological, Safety, Love/Belonging, Esteem, Self-Actualization Physiological need- the most basic human physical need (need for food, clothing, shelter, comfort) Safety need - Need for physical safety, emotional security, avoidance of violence. (ex: health insurance, job security) Love need - Need for love, friendship, affection. (ex: office parties, company softball teams) Esteem needs: Need for self-respect, status, reputation, self-confidence (bonuses, promotions awards) Self-actualization need- the highest level need (need for self-fulfillment: increasing competence, using abilities to the fullest.

Herzbegs Two-Factor Theory; From dissatisfying factors to satisfying factors

Two-factor theory, which proposed that work satisfaction and dissatisfaction arise from two different factors - work satisfaction from motivating factors and works dissatisfaction from hygiene.

Organizational Behavior—Values, Attitudes, Job Satisfaction and Employee Engagement

Values: Abstract ideals that guide one's thinking and behavior across all situations Attitudes: Learned predisposition towards a specific given object. Employee Engagement: Individual's involvement, satisfaction, and enthusiasm for work. Job Satisfaction: Extent to which you feel positive or negative about various aspects of your work.

Strategy Map

Visual representation of a company's critical objectives and the crucial relationships among them that drive organizational performance.

Work-Family Conflicts:

Work-Family conflict occurs when the demands or pressures from work and family domains are mutually incompatible. Ex: Work interferes with family job satisfaction Family Interfere with work marital satisfaction.

Internal forces for change

human resource concern such as productivity and job dissatisfaction manager's behavior such as conflict, leadership, and reward system

McClelland's Acquired Needs Theory

states that three needs - achievement, affiliation, and power - are major motives determining people's behavior in the workplace Need for achievement - "I need to excel at tasks" Need for affliction - "I need close relationships" Need for power - "I need to control others"

Types of Teams

work teams: ex - accounting companies team of auditors vs team of consultants project team: ex - group project for management cross functional team: designed to include members from different areas within an organization, such as finance, operations, and sales self managed teams: groups of workers who are given administrative oversight for their task domains virtual teams: work together over time and distance via electronic media to combine effort and achieve common goals