Mgt 320 Hom Exam 3

What are key causes of turnover according to Mitchell and Lee?

"shocks": Critical Events Prompting Thoughts of Leaving (external like wife is pregnant, husband is relocating, boss leaves company w/ odds of quitting 5x) Be familiar with image violation: occurs when an individual's values, goals, and strategies for goal attainment do not fit with those of the employing organization or those implied by the shock Be familiar with "matching scripts" (or a plan to leave): is a preexisting plan of action, and it can be based on past experience

According to Terry Mitchell and Tom Lee, how are employees embedded in their jobs?

(1) "links" - the extent to which people have links to other people or activities, connections between person & institutions (family lives in AZ) (2) "fit" - the extent to which their jobs and communities are similar to or fit with the other aspects in their life spaces (similar values, like amenities), and, (3) "sacrifice" - the ease with which links can be broken (what they would give up if they left, especially if they had to physically move to other cities or homes like pension/ community benefits like Suns tickets)

Most commonly used political tactics

-Building a network of useful contacts:Cultivating a support network both inside and outside the organization -Using "key players" to support initiatives:Getting prior support for a decision or issue; building others' commitment via participation -Making friends with power brokers: Teaming up with powerful people who can get results -Bending the rules to fit the situation: Interpreting or (not) enforcing rules to serve your own interests -Using self-promotion: Blowing your own horn, but not doing the same for others' accomplishments -Creating a favorable image (also known as impression management):Dressing for success; adhering to organizational norms and drawing attention to your successes and influence; taking credit for others' accomplishments -Praising others (ingratiation): Making influential people feel good (brownnosing) -Attacking or blaming others: Avoiding or minimizing association with failure; scapegoating; reducing competition for limited resources -Using information as a political tool:Withholding or distorting information; obscuring an unfavorable situation by overwhelming superiors with information

What characteristics (e.g., job tenure, job performance, demographic traits such as race and sex) predict employee turnover (i.e., who is most likely to quit)?

-job tenure- decreases TO rate (get more privileges like benefit pensions) -poor job performance leads to higher turnover -African Americans are most likely to leave of all races -minority women leave companies more than minority men (lower promotion rates = higher TO)

What are the takeaways from behavioral styles theory of leadership?

1. Behavior is more important than traits when it comes to leaders' effectiveness. Our mantra for leaders is, "Every behavior matters." 2. Leader behaviors can be systematically improved and developed. Organizations should continue to invest in leadership development programs. 3.There is no one best style of leadership. The effectiveness of a particular leadership style depends on the situation at hand.

Mitchell and Lee's four turnover paths

1. Following a plan: personal event, activates a plan, quit 2. "I'm outta here": negative job event, violation of values/goals, judgement of misfit, quit 3. Leaving for something better: unsolicited job offer, compare with current job, quit for better job 4. Leaving dissatisfying job: gradual job misfit job dissatisfaction, seek other jobs, compare job offers, quit

What are practical applications from socialization research

1. Managers should avoid a haphazard, sink-or-swim approach to organizational socialization 2. More organizations today use socialization tactics to reinforce a culture that promotes ethical behavior. Managers should consider how they might best set expectations for ethical behavior during all three phases of the socialization process. 3. Managers should use a contingency approach to organizational socialization. In other words, keep in mind that different techniques are appropriate for different people at different times. 4. Research finds that diverse employees, particularly those with disabilities, experienced different socialization activities than other newcomers. In turn, these different experiences affected their long-term success and job satisfaction

expectation-lowering procedure (ELP)

A form of RJP that lowers an applicant's expectations about the various aspects of the job.

House's path-goal theory

A second popular contingency-based theory, proposed by Robert House in the 1970s and revised in 1996, is path-goal theory, which holds that leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction. Leaders are expected to do this by (1) reducing roadblocks that interfere with goal accomplishment, (2) providing the guidance and support employees need, and (3) linking meaningful rewards to goal accomplishment.

What are the four functions of organizational culture?

An organization's culture fulfills four important functions (see Figure 14.3): 1. Establish organizational identity. 2. Encourage collective commitment. 3. Ensure social system stability. 4. Act as sense-making device.

Four types of empowerment

Authoritarian power: manager/leader imposes decisions Influence sharing: manager/leader consults followers when making decisions Power sharing: manager/leader and followers jointly make decisions Power distribution: followers granted authority to make decisions

Professor John Antonakis (U of Lausanne) trained leaders to behave charismatically toward subordinates working for a charity. According to his field experiment, how did such training affect worker productivity?

Charisma and bonuses increased workers' productivity; lowered cost of workers if they used charisma

three relationship-oriented leader behaviors

Consideration is leader behavior that creates mutual respect or trust and prioritizes group members' needs and desires. Empowering leadership represents the leader's ability to create perceptions of psychological empowerment in others. Psychological empowerment, employees' belief that they have control over their work, is believed to drive intrinsic motivation. Servant-leadership focuses on increased service to others rather than to oneself.

Ways to build support for your ideas

Create a simple slogan that captures your idea. Get your idea on the agenda. Describe how it addresses an important need or objec-tive and look for ways to make it a priority. Score small wins early and broadcast them widely. Results build momentum and make it easier for other people to commit. Form alliances with people who have the power to decide, fund, and implement. Persist and continue to build support. Persuading others is a process, not an event. Respond and adjust. Be flexible and accepting of other people's input; the more names supporting your idea, the more likely you are to succeed. Lock it in. Anchor the idea into the organization through budgets, job descriptions, incentives, and other operating procedures. Secure and allocate credit. You don't want your idea to be hijacked, nor do you want to blow your own horn. You need others to sing your praises to ensure you get the credit you deserve

Common ways employees make bad impressions

Doing only the minimum Having a negative mindset Overcommitting Taking no initiative Waiting until the last minute to deliver bad news

Kathy Kram's research on mentoring: mentoring functions and developmental networks

Five career functions that enhanced career development were: 1. Sponsorship 2. Exposure and visibility 3. Coaching 4. Protection 5. Challenging assignments Four psychosocial functions were: 1. Role modeling 2. Acceptance and confirmation 3. Counseling 4. Friendship Build a broad developmental network because the number and quality of your contacts influences your career success.

What are the effects of being embedded in a job (such as greater retention and higher performance).

Greater retention (lower employee turnover), those who are more embedded react less extremely to "shocks"

Interpersonal relationship variables.

High LMXs tend to occur when the parties: • Trust each other. • Perceive themselves as similar in terms of interests (both like sports or action movies), values (both value honesty), and attitudes (both want work-life balance). • Like each other

What is the honeymoon-hangover effect? According to Danni Wang and her colleagues (2017), which socialization tactics most reduces the hangover effect among newly hired casino workers?

Honeymoon hangover effect is a heightened swing in job attitudes when changing jobs that later decline over time. Having a mentor (serial socialization) and investiture reduces this effect.

Idealized Influence

Idealized influence is to instill pride, respect, and trust within employees.

Primary reasons leaders should apologize and their associated motives

Individual (leader offended another): encourage followers to forgive and forget Institutional (follower offended another organizational member): restore functioning within the group/organization Intergroup (follower offended an external party): repair relations with an external group Moral (wrongdoing is genuinely regretted): request forgiveness and redemption for regrettable action

Be familiar with Dan Cable's new approach for socializing new employees (Individual Identity Socialization) and his research comparing this approach to traditional socialization (Organizational Identity Socialization).

Individual Identity Socialization Ex: Wipro Complete survey, describe yourself, wear fleece sweatshirt with names on it. Individual Identity Socialization is more effective because people want to express themselves and be themselves.

Individualized Consideration

Individualized consideration consists of behaviors that provide support, encouragement, empowerment, and coaching to employees.

initiating structure and transactional leadership

Initiating structure as leader behavior that organizes and defines what group members should be doing to maximize output. Leadership Transactional leadership focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance.

According to a 2017 study by Chris Reina, Kristie Rogers, Suzanne Peterson, and Peter Hom, which influence tactic by a leader increased retention among subordinates?

Inspirational appeals, soft tactics

Inspirational Motivation

Inspirational motivation, which includes the use of charisma, relies on an attractive vision of the future, emotional arguments, and demonstrated optimism and enthusiasm.

Positive Task-oriented Traits

Intelligence, conscientiousness, open to experience, emotional stability

According to Professor Daniel Cable (London Business School), what is a major shortcoming of traditional ways to socialize new employees?

It forces a new identity.

Leader-Member Exchange model of leadership

Leader-member exchange (LMX) theory is based on the assumption that leaders develop unique one-to-one relationships (exchanges) with each of the people reporting to them. In-group exchange: Creating trust and mutual obligation. Out-group exchange: Creating more formality in expectations and rewards. The quality of an LMX is influenced by three categories of variables: follower characteristics, leader characteristics, and interpersonal relationship variables. High LMXs tend to occur when the parties: • Trust each other. • Perceive themselves as similar in terms of interests (both like sports or action movies), values (both value honesty), and attitudes (both want work-life balance). • Like each other. Implications: Expectations matter, diversity still counts, the initiative is yours

Follower Characteristics

Leaders tend to create higher LMXs with employees they perceive as possessing competence, positive personalities, agreeableness, conscientiousness, and extraversion.

Leader Characterisitics

Leaders who use transactional and transformational leadership tend to have higher LMXs. Not surprisingly, so do extroverted and agreeable leaders.

ASU Prof. Ned Wellman's research identify what kinds of practical experiences or assignments can improve leadership skills?

Learn from "right" experience to be better leader- 70% leadership comes from informal, on-the-job experience (unfamiliar responsibilities, create change, higher responsibilities, work across boundaries, manage diverse teams)

Five Bases of Power

Legitimate: authority and is anchored to a formal organizational position. Reward power: obtain compliance by promising or granting rewards Coercive power: The ability to make threats of punishment and deliver actual punishment Referent power: when our personal characteris-tics and social relationships are the reason for others' compliance. Expert power: Valued knowledge or information gives an individual expert power over those who need such knowledge or information.

Robert Cialdini's 6 Principles of Persuasion

Liking: people tend to like those who like them Reciprocity: belief that both good and bad deeds should be repaid in kind Social proof: people tend to follow the lead of those most like themselves Consistency: People tend to do what they are personally committed to do Authority: people tend to defer to and respect credible experts Scarcity: people want items, information, and opportunities that have limited availability

Machiavellianism

Machiavellianism is the use of manipulation, a cynical view of human nature, and a moral code that puts results over principles. It's not surprising that individuals who believe everyone lies to get what they want and that it's necessary to cheat to get ahead are less likely to garner support from others.

Components of psychological empowerment

Meaning—Belief that our work values and goals align with those of our manager, team, or employer. Competence—Our personal evaluation of our ability to do our job. Self-determination—Sense that we have control over our work and its outcomes. Impact at work—Feeling that our efforts make a difference and affect the organization

How are women and men alike or different in their leadership?

Men were observed to display more task leadership and women more relationship leadership. Women used a more democratic or participative style than men, and men used a more autocratic and directive style. Female leadership was associated with more cohesion, cooperative learning, and participative communication among team members. Peers, managers, direct reports, and judges/ trained observers, rated women executives as more effective than men. Men rated themselves as more effective than women evaluated themselves.

narcissism

Narcissism consists of "a self-centered perspective, feelings of superiority, and a drive for personal power and glory."Individuals with this trait have inflated views of themselves, fantasize about being in control of everything, and like to attract the admiration of others. It's thus not surprising that narcissists tend to emerge as leaders, even though they can promote counterproductive work behaviors from others.

Become familiar with new research studies by Deborah Gruenfeld (Stanford Business School) (and her colleagues) about the "dark side" of power (e.g., objectification, inability to adopt others' perspectives, sexual harassment)

Objectification:subjugation whereby needs and interests of those with less power are subordinated to the powerful; facilitates using others as mean of end Inability to adopt others' perspectives: powerful people are less dependent; power increases demand on attention and powerful people find it difficult to empathize Sexual harassment: low power people are more likely to sexual harass women due to their strong desire to feel powerful

What are five lessons based on a recent meta-analysis (by Harnell, Ou, & Kinicki) evaluating the relationships between cultural types of clan, adhocracy, and market?

Organizational culture is related to organizational effectiveness. *Happiest workers are when there is a clan culture Happiest customers are when there is a market or clan culture Most successful culture is a clan culture* We suspect this result holds because the positive employee attitudes associated with clan cultures motivate employees to provide better customer service. 4. Operational outcomes, quality, and innovation are more strongly related to clan, adhocracy, and market cultures than to hierarchical ones. Managers should avoid the use of too many rules and procedures—hierarchical characteristics—when trying to improve these outcomes. 5. An organization's financial performance (profit and revenue growth) is not strongly related to organizational culture. Only market and hierarchy cultures were associated with financial outcomes.

Positive/Negative Interpersonal Attributes

Positive: Extraversion, Agreeableness, Communication Skills, Emotional Intelligence Negative: Machiavellianism, Narcissism, Psychopathy

Psychopathy

Psychopathy is characterized by a lack of concern for others, impulsive behavior, and a lack of remorse or guilt when your actions harm others. This type of person is toxic at work.

According to a recent meta-analysis (Lee et al., 2017), which influence tactics are effective for inducing commitment to your request?

Rational Persuasion Consultation Inspirational Appeal Collaboration Apprising

Nine influence tactics

Rational persuasion: Trying to convince someone with reason, logic, or facts. Inspirational appeals: Trying to build enthusiasm by appealing to others' emotions, ideals, or values. Consultation: Getting others to participate in planning, making decisions, and changes. Ingratiation: Getting someone in a good mood prior to making a request. Being friendly and helpful and using praise, flattery, or humor. A particular form of ingratiation is "brownnosing." Personal appeals: Referring to friendship and loyalty when making a request. Exchange: Making explicit or implied promises and trading favors. Coalition tactics: Getting others to support your efforts to persuade someone. Pressure: Demanding compliance or using intimidation or threats. Legitimating tactics: Basing a request on authority or right, organizational rules or policies, or explicit/ implied support from superiors.

new theory by Hom, Mitchell, Lee, and Griffeth (2012) that distinguishes between two types of embedded workers: enthusiastic stayers (they want to and can stay) vs reluctant stayers (they want to leave but must stay). How do they behave differently at work?

Reluctant stayers (those who want to leave but have to stay) are similar to enthusiastic leavers (those who want to leave and can leave) in affective commitment, job satisfaction, and job embeddedness, and that reluctant leavers (those who want to stay but have to leave) are similar to enthusiastic stayers (those who want to stay and can stay) on these dimensions.

What does research show about the five power bases? Which ones tend to produce compliance? Which ones foster commitment?

Reward, coercive, and negative legitimate power tend to produce compliance (and sometimes resistance). Positive legitimate power, expert power, and referent power tend to foster commitment

Principles for making a killer first impression

Set goals Consider your ornaments (jewelry, makeup, etc) Remember your body speaks Bust bad moods and bad days Be interested to be interesting

Soft tactics vs hard tactics

Soft tactics are friendlier and not as coercive (rational persuasion, inspirational appeals, consultation, ingratiation, and personal appeals). Hard tactics exert more overt pressure (exchange, calition, pressure, and legitimating tactics)

What are different types of organizational culture according to the Competing Values Framework?

The competing values framework (CVF) provides a practical way for managers to understand, measure, and change organizational culture. It identifies four fundamental types of organizational culture—clan, adhocracy, hierarchy, and market—all clan culture has an internal focus and values flexibility rather than stability and control. an adhocracy culture have an external focus and value flexibility. market culture have a strong external focus and value stability and control. The hierarchy culture has an internal focus, which produces a more formalized and structured work environment, and values stability and control over flexibility.

What are five important managerial implication from transformational leadership research?

The establishment of a positive vision of the future—inspirational motivation— should be considered a first step in applying transformational leadership. The best leaders are not just transformational. Transformational leadership affects outcomes at the individual, group, and organizational levels. Transformational leadership works virtually. Transformational leaders can be ethical or unethical.

Terry Mitchell and Tom Lee's unfolding model. How does it differ from traditional theory proposed by March and Simon (traditional thinking)?

Traditional thinking = people become dissatisfied with their jobs, search for alternatives, compare options with their current jobs, and leave if any of the alternatives are judged to be better than their current situation (is not necessarily true)

Transformational Leadership

Transformational leaders transform their followers to pursue organizational goals over self-interests. They do this by appealing to followers' self-concepts—their values, motives, and personal identity. There are four key behaviors of transformational leaders: inspirational motivation, idealized influence, individualized consideration, and intellectual stimulation.

Realistic Job Preview (RJP)

a preview of a job that provides both positive and negative information about the job and the company

What are the negative effects of high turnover?

decrease revenue by increasing training costs for new hires, lower workplace morale, loss of knowledge/ expertise in company; cost to replace and retrain leaver (200% of leaver salary); decrease firm performance (worse customer service, lower production efficiency, lower profit margins, human capital loss to competitors); failure to meet diversity rate

Tim Gardner's employee guarding

employee guarding = managers' use of anticipatory defenses to control access to and utilization of employees (encouragement/ public praise; tell other firm that employee is not nice, say that employee cannot come back, confront other company) *try to be a better manager, create a positive work environment, try to be helpful and caring; persuasion- why other companies suck, ask for long-term commitment, give employee an award*

Be familiar with the new studies about leader humility (Owens & Mitchell, Amy Ou). Chinese CEO humility > empowering leadership towards top management team > middle managers: job engagement, org commitment, job performance

empowering leadership toward top management team leads to middle management having higher job engagement, organizational commitment, and job performance

Be knowledgeable about the Charismatic Leadership Tactics (CLTs) recommended by John Antonakis for charismatic speech.

frame (paint picture with metaphor, rhetorical question to simplify idea); substance (sentiments of the collective, confidence of goals; contrasts, moral conviction); non-verbal (animated voice, facial expressions, gestures)

Why do realistic job previews reduce employee turnover?

improves expectation accuracy aka lowers reality shock, employees can make an informed choice choosing better "job fits", they are better prepared for upcoming stressors and better perceived employer honesty

how does expectation-lowering procedure affect turnover among new employees?

it lowers turnover more than traditional or realistic job preview (RJP)

What is a leadership prototype?

leadership prototype is a mental representation of the traits and behaviors people believe leaders possess.

The Dark Triad

narcissism, machiavellianism, psychopathy

What is Terry Mitchell and Tom Lee's unfolding model.

people who leave (1) are relatively satisfied with their jobs, (2) don't search for other jobs before leaving, and (3) leave because of some sort of precipitating event (shock) rather than because of a negative attitude; nonattitudal (shock) *more common

What forces induce migrant factory workers in developing countries to stay and what forces impel them to leave?

stay = job embeddedness, commitment to workers or bosses, family embeddedness; leave = turnover contagion, shock, relocation, attraction

new concept of "family embeddedness."

strong ties between the worker and family members; *spillover*, may lead to turnover if they feel that they cannot balance both their job and family; family gets benefits from job

Tim Gardner's turnover cues

turnover cues = a pattern of withdrawal states, attitudes, and behaviors precedes voluntary turnover decisions; employees: stop caring about their personal appearance, become aggressive toward other employees, leave early from work more often, exhibited "secretive" behaviors at work such as blocking computer screen or keeping office doors closed, used more vacation days, less enthusiasm, is less of a team player