mhr 3200

Typical Reactions to Negative Feedback pretty common to not accept feedback based on just one person

"My job makes me act that way; I'm not really like that" "That's just what you think; others don't think that way" "He/she is only saying this because they don't like me" "I don't do that anymore" "I only did it once (twice/three times)" "Are you confusing me with someone else???" "That's not the way I remember it" "This is accurate; I just don't care" Okay, fine, whatever you say...

motivation -engine of human performance -cousin to engagement

"Physiological processes that arouse and direct goal-directed behavior." -aspects related to the job, internal characteristics of the person, etc. -aspects related to rewards, recognitions, perceived equity, types of goals set, etc.

"for life, not for school"

"Pro Vita, Non Pro Schola"

group

"Two or more interdependent individuals who influence one another through social interaction." formal (created by the organization) informal variety of different roles: task-oriented roles, maintenance roles, individual roles

individual human capital what do I bring?

- Visions and aspirations - Intellect, knowledge, etc. -Technical and social skills -Confidence/self-esteem -Enthusiasm -Motivation and commitment -Honesty and integrity -Persistence -Initiative/entrepreneurship -Emotional maturity -etc.

Tuckman Model (5 stages) Punctuated Equilibrium Model (Long periods of doing nothing interrupted by gaps of doing stuff...and then procrastinate to hurry at end Different approaches) Productivity of group/process heavily dependent on initial meeting(s)

-Models of group development forming, storming, norming, performing, adjourning (for temporary teams) - First meeting -Inertia (typically doing very little) -Increased level of activity at "halfway point" -More inertia/constancy in behavior until close to deadline -Frenzied activity to complete project

social capital what does the team bring? "but the human capital/social capital link is not a "given"

-Shared visions/goals -Shared values and culture -Trust, mutual respect, etc. -Friendship and supportiveness -Engagement -Cooperation/collaboration -Team effectiveness -Mentoring/role modeling -Functional vs. dysfunctionalconflict -Organizational citizenship -etc.

8 dimensions of team effectiveness clear=understandable elevating= inspirational

1) A Clear, Elevating Goal 2) Results-Driven Structure 3) Competent Team Members (committed to a single unified goal) 4) Unified Commitment 5) A Collaborative Climate (work together) 6) Standards of Excellence Hold each other & theirselves accountable to 7) External Support and Recognition 8) Principled Leadership (hold people accountable when you need to)***

The performance management cycle

1. setting accountabilities (training & development...for us = syllabus) 2. developmental review (informal...seeing professor in office hours) 3. performance review (formal, boss is judge, often money is topic...for us = test grades) 4. rewards (merit increase, etc.) (training and development...final grades/gpa

Thematic Apperception Test (TAT)

10-15 seconds to see a pic & write a story... neutral stimulus; project values & views to psychologist

intrinsic vs. extrinsic motivation

2 fundamentally different kinds of motivation

group

2 or more freely interacting individuals who share collective norms and goals and have a common identity

a balanced scorecard approach So what could a "balanced scorecard" approach look like Ignore scorecard in book Banded base compensation "Dollars at work" function of your salary know! Same level... # of shares in option grant is based on your salary Director: 100,000: divided by strike price of 10 so 10,000 130,000: 13,000 V.P.: 400,000/10 = 40,000

A "balanced scorecard" approach to compensation uses a combination of different types of compensation strategies (e.g., merit pay, incentive pay, stock options, etc.). When carefully thought through and developed, can provide a balanced focus on individual, team, and organization-level performance. Because it is more complex, it requires more thoughtful development, ongoing maintenance, and very clear communication to employees. Typically will provide a focus on a variety of different important elements of organization success (e.g, customers, organization growth, internal operating efficiency, people development). Need to review it each year to ensure it is competitive, is driving correct behaviors and results, is clearly understood, etc.

team building

A process designed to improve teamwork and increase groupcohesiveness Can be used within and/or across groups

360 degree feedback

A process in which feedback about a person's behavior is collected from multiple perspectives (including "self"): managers, customers, direct reports, coworkers/colleagues

team Leadership is an activity shared by everyone in the group Group members are held accountable for individual and team results The group defines its own mission, objectives, etc. The group is focused on problem solving and continuous improvement The group views effectiveness and success in terms of their collective productivity, outcomes, etc. ("We win or lose together!")

A small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable in a group, just worried about me and my results

brainstorming

A technique to increase group creativity and productivity by encouraging group members to express their ideas in a non-critical and "safe" environment. Avoid criticizing other people's ideas (don't "VOJ") Share all suggestions, even if they're "far out" Offer as many comments as possible Build on others' ideas to create your own

1) Demonstration of ethical behavior from leaders 2) Careful recruitment and selection of new employees 3) Developing a meaningful and "real" code of ethics 4) Training employees to better deal with ethical issues 5) Use operant conditioning to drive ethical behavior 6) Incorporate structural mechanisms to deal with ethics issues

Actions that improve an organization's ethical climate include:

growth needs relatedness needs (social) existence needs (physiological/safety)

Alderfer's ERG theory unlike Maslow's, this is not a strict hierarchy (can work on all 3 at the same time, but the bottom is still more important

avoiding group think can also use some of these ideas for regular, everyday group discussion

Assign the role of "Evaluator" to each group member Have the leader avoid seeming partial to one specific course of action Create subgroups to work on the same problem; compare their results Have group members discuss issues with outsiders and report back Invite outside experts to observe and react to group's dynamics Assign someone to be a "devil's advocate" at each meeting Hold "second chance" discussions/meetings after consensus is apparently achieved

Criteria for making the allocation decisions can also vary a combo of the above is used in most organizations

Based on results (most) Based on actions and behaviors (most) Nonperformance measures (e.g., tenure (been here the longest), level in organization

guidelines for giving feedback to others... behaviors are what you want to see different

Be clear in your words and articulation Be specific about the behavior(s) in question Focus on behaviors, not on personal characteristics Focus on behaviors that can be changed Accept ownership of the feedback (use "I" statements) Be timely; give feedback ASAP after the behavior is seen Use a good balance but accentuate the positive Clearly explain the consequences of their action(s) Link the feedback to what the person cares about Seek input from them on how to continuously improve Agree on (ideally) goals for future behaviors

summary thoughts about benefits

Benefits have become a very important (and contentious) topic in business today. The rising cost of benefits has forced organizations to make changesin the nature and magnitude of benefits offerings. These costs are unlikely to fall. Organizations need to find the right balance in offering competitivebenefits while also adequately controlling costs. Benefits offerings vary tremendously around the world An organization's approach to benefits (e.g., flexibility, fit with memberneeds, costs, etc.) have strong implications for organizational behavior

benefits 40%!! The challenge is designing flexible, attractive and legal benefits programs Organizations have to have benefits that are equally compelling to all aged employees

Benefits have grown in importance and variety While benefits don't directly affect an employee's performance, inadequate benefits can lead to dissatisfaction, disengagement, turnover, etc. Benefits add approximately __% to an organization's payroll costs They can easily (and commonly) become the focus of negotiations when large wage/salary increases are not possible or feasible The nature of benefits here in the U.S. has changed significantly over the past 25+ years, with problematic consequences Progressive benefits programs reflect the diversity of the work force

Consolidated Omnibus Budget Reconciliation Act

COBRA

trust Competencies

Can't just say one person is wrong Key to accepting boss's feedback: __ __: recognized skills or characteristics that makes a person successful; 8-12 for each organization (time management, reading skills, etc.) Look for patterns...look at your ratings for you vs. everyone else Open ended strengths & weaknesses comments: flipped to first even though at end...stinger comments (read it with mindset that people want to help me

summary thoughts about compensation

Clear communication of program(s), targets, guidelines, etc. is absolutely critical to perceived equity, justice, and related engagement. Programs should be carefully thought through to ensure a proper focuson organizational objectives and that the "right" behavior is rewarded. Programs can be structured to reward individual and/or team and/ororganization-level performance, but requires some good thought. Compensation programs need to be used to a) reward people for their performance and b) provide messages as to how that performance (and the individual) is seen. Benchmarking (both for program development and ongoing paycompetitiveness) is important for best possible programs. Best approach is to use a combination of different approaches to provide a good balance between short-term and long-term incentives("balanced scorecard").

how to build a high performance team

Communicate high performance standards Set the tone in the first meeting(s) Create a sense of urgency and importance of the team Make sure members have the right skills Establish clear rules/norms for team behavior and model them as a leader Find ways to create and communicate early "successes" Give positive feedback and reward high performance Focus on building group cohesiveness

Organization

Consciously coordinated social unit Composed of two or more people Functions on a continuous basis to achieve a common goal Characterized by formal roles that define the behavior of its members

Feedback questions to ask yourself

Could I have done better than I did on this task/project? Do I feel good, bad or indifferent about my performance? Why? If I could do it over again, what would I do differently? How much of the results are because of my own behavior? What did I do well on this task/project? How can I do more of  that same behavior in the future? How can others help me? Do I have things to learn from them? What have I learned? About content? About myself?

high deductible health plan (HDHP)

Covered for catastrophes...catastrophic coverage... low $, but covers less only very sick or major accidents If family history is everyone lives to 105

strategic management

Critical to an organization's success Addresses the competitive challenges faced by the organization A plan for integrating goals, tactics, policies and actions into a meaningful whole Has two primary elements - Strategy Formulation - Strategy Implementation Corporate Social Responsibility and ethics continue to play anever-increasing role in strategic planning

-individual retirement accounts (IRAs) -Roth IRA

Defined contribution plans: -(set up if you work for yourself in place of 401k) Get "shot at" if pull money out to buy car -use post tax money

as a participant you will be expected to: a great process for getting feedback to help you be most successful -will be very common in the future

Develop a rater list approved by your manager Forward the request for feedback to raters Complete your self-assessment Participate in a feedback session Review your report Share general feedback with your raters and prepare a development plan

compensation and you

Differentiate "total compensation (just money)" from "total rewards"—but both are important and relevant for you Understand that when you're looking at a new role, the "target range"is different from your current compensation—which they'll ask for. Try to come in as high in the range (comp-ratio) as possible; otherwiseone can stay near the bottom of each range as they progress. Understand the total compensation package, both current as well as potential future (if you advance within the company). Do some research re: how bonuses have paid out, stock performance, etc. Have patience and keep your expectations in check As soon as possible, start your long-term wealth creation—don't wait!

Compensation In the U.S., compensation is intensely personal and related to self-worth`

Directly relates to an organization's ability to attract, select and hire the best possible employees/organization members Is strongly related to individual motivation, satisfaction, engagement and retention Can cause internal conflicts (e.g., team effectiveness) when equity is not perceived to be present Needs to be aligned with the goals and strategy of the organization -Different elements of compensation plan (merit vs. bonus, etc.) -Focus for compensation (individual vs. group vs. organization level) Can present difficulties in global organization management

guidelines for building group consensus

Don't argue blindly; consider others' reactions to your points Don't change your mind just to reach quick agreement Try to involve everyone in the decision making process Use established techniques to get feedback (e.g., "multivoting") Allow disagreements to surface so that information and opinions can be discussed vs. "repressed" to surface later Don't focus on winning vs. losing; seek a "win-win" solution Seek first to understand, then be understood Recognize that you won't always get 100% consensus

buy stock at discount

ESOPs available to everyone LTI long term incentive (keep good people that contribute)

equity/ownership

Encourages employees to focus on the success of the organization as a whole entity -Stock options give employees the opportunity to buy companystock at a fixed price (the "strike price") set each option cycle.

= motivation (function of linkages, multiplicative so if one is low, motivation is low

Expectancy Theory expectancy (effort to performance) x instrumentality (performance to outcomes/rewards) x valence (value0 of outcome/reward) =

--instructional --motivational

Feedback has two major functions: --(e.g., insight into better ways to perform a task) --(e.g., information that builds your self-efficacy)

why does feedback sometimes fail to work? don't publicly humiliate

Feedback is used inappropriately (e.g., to punish, embarrass). The feedback is provided too infrequently and/or too late to make any real difference. The content is "lost" in the message (e.g., overly harsh delivery). The provider of feedback is not viewed as a credible source. The recipient thinks the feedback is not accurate. The feedback isn't accurate (e.g., could be overly positive). The recipient is not held accountable for improvement. The overall feedback "atmosphere" makes one defensive.

Medical (max at 5000 (braces, ski accident)) save tax money but if you don't spend it in that year, you lose it Child/Dependent care (both are now maxed at 2500)

Flexible spending accounts (pre tax fund that goes into a fund for you to use to pay for different things)

job design approaches to motivation

Focuses on improving satisfaction, motivation and performance while reducing absenteeism, turnover, etc. Job Enlargement (more of the same ...horizontal; new car & used) Job Enrichment (vertical; customer service & new car) Job Rotation (find best area for you) Job Sharing (split job to 2 people Job Characteristics Model...cont'd.

The Affordable Care Act A highly controversial and polarizing law; time will tell its effectiveness Don't have to know a ton about this Anyone who needs insurance can find insurance that is affordable

Goal is to expand coverage, control health care costs, and improve the systems used to deliver health care Requires U.S. citizens and legal residents to have health coverage, with those not purchasing coverage to pay an escalating penalty Creates state-based Exchanges through which individuals can purchase health care insurance of varying costs and benefits Requires organizations with 50 or more full-time employees to offerhealth care coverage or pay a penalty based on number of employees (exempts employers with up to 50 full-time employees) Rolling, "phased" implementation over time

how goal setting can be motivational

Goals direct the individual's attention and focus Goals help regulate effort and motivate behavior Goals increase persistence Goals help one develop specific action plans and tactics tohelp in goal achievement

what do we know about goals and successes

Goals should be difficult and ambitious but achievable As much as possible, try to quantify goals Adapt the SMART acronym to the type of goals (e.g., easy vs. hardto quantify) Provide feedback (negative/constructive and positive) often Use whatever type of goal setting (participative, assigned, orself-set) seems appropriate—want to maximize commitment Follow up on goals, actions and outcomes regularly (e.g.,quarterly) Treat employee equitably depending on goal attainment

benefits of groups for the individual

Greater availability of, and access to, resources, etc. Affiliation Security and protection Self-esteem and sense of identity Problem solving

summary thoughts

Groups and teams are an absolutely essential aspect oforganizational behavior and success Potential benefits gained from using groups are significant but so is the potential additional situational complexity Group dynamics/processes are pretty well understood and lots of tools, techniques, etc. exist to make them effective You should be thinking about two things: 1) How can you be the best team member possible? 2) What will you need to do to effectively lead a team? When done well, "the whole is greater than the sum of its parts."

equity theory (hate littering but bff throws apple outside window so psychological comfort is it's biodegradable

Has its roots in cognitive dissonance theory (Festinger) Cognitive dissonance creates psychological discomfort Psychological comfort causes "dissonance reduction" activities (reasoning)

Preferred Provider Organizations (PPOs)

Have list but if off list pay 30% out of bill...more flexibility but cost some more

Health Maintenance Organizations (HMOs)

Health insurance-different approaches Find doctors/hospitals who agree to keep prices to a certain minimum...customers pick from list...premiums are the most inexpensive, but have to use that list otherwise pay out of pocket

Incentive/Variable Compensation Need to ensure program is clearly communicated and understood

Incentive pay (aka "variable comp" aka "bonuses") are variable in nature Can be supplemental income (e.g., commissions in addition to basepay) or sole source of income (e.g., some realtor commissions) Typically are linked to some previously-set performance targets, accountabilities, etc. (but think carefully about these when setting them!) More objective when objective performance metrics (e.g., sales $)exist, but can be used for qualitative situations (e.g., accountabilities) Typically are focused on both individual and organizational performancebut can be set up to reward team-level performance as well. Also includes bonus compensation for senior-level non-exempt When used as bonuses, typically have two key elements:-Funding: Organization targets need to be met to fund bonus pools- Distribution: Bonus pools distributed according to plan, targets, etc.

Human relations movement before: humans were just thought of as widgets or inputs now: human capital = competitive advantage Hawthorne...more light = more productive? but reversed and still more productive less about ideal conditions more about how employees perceive conditions, feelings matter

Increasing numbers of studies/writings from behavioralscientists focusing on the "human" factor -Mary Parker Follett (1920s) -Elton Mayo "The Human Problems of an Industrial Civilization" (1933) -Hawthorne Studies (1927-1932)Collective bargaining legalized in 1935 Management looking for other ways to manage the workforce

component's of Adam's equity theory every situation has inputs & outputs

Inputs Outcomes (compensation, anything else that is valued) Outcomes/Inputs Ratio (can be equitable or inequitable) is it worth it? (don't calculate, it's automatic...fairness equity & ratios (compare same job position, but one is getting paid more, your ratio is lower so negative inequity while their perspective is positive inequity)) This ratio is what (potentially) creates dissonance andmotivates behavior

Top "Derailers" That Cause One to Fail

Insensitivity to others Poor working relations Inability to build or lead a team Authoritarianism Inability to change and adapt

important terms/concepts Exempt jobs (don't follow legislations...salary jobs) Non-exempt jobs (hourly pay) 20 levels vs. 5 bands for a salary range

Intrinsic vs. extrinsic rewards Government regulations (FLSA, Equal Pay Act of 1963, etc.) Different types of compensation (e.g., merit pay, incentive pay, etc.) Determining wage structures, grades vs. bands, etc. Individual- vs. team- vs. organization-level incentives Benchmarking Total compensation (vs. total rewards)

job satisfaction vs. engagement

Job Satisfaction: "An affective or emotional response to one's job." Satisfaction moderately correlated (at best) with most work outcomes/measures. Satisfied employees may not necessarily be high performing, innovative, enthusiastic, etc. Engagement assumes satisfaction plus a level of excitement  and enthusiasm about the work, energy/enthusiasm for the organization, and passion for what one does. Engagement more strongly correlated with turnover (negative correlation) than is satisfaction.

Key concepts on Carmen & sample questions Key terms in back of book know definitions!

Key concepts on Carmen & sample questions Key terms in back of book know definitions!

defined benefit plans

Know what you will be getting in the future right away Benefits clearly defined in advance Social security

self-actualization need (max your potential) esteem needs (feel good about yourself) social needs (relationships safety needs (secure, job) physiological needs (food, air, water)

Maslow's Need Hierarchy Theory growth needs: self actualization, & esteem needs (can never have enough) vs. deficiency needs (social, safety, physiological) only work on 1 need at a time...lowest one unfulfilled

Need for Achievement (n-Ach) Need for Affiliation (n-Affil) Need for Power (n-Pow) success in a role largely a fit between the job and person's needs (level of bar for each...each person is different, but should match job fit)

McClelland's need theory Motivation is a function of three different needs that vary from individual to individual: The desire to accomplish something difficult. The desire to spend time in social relationships and activities. The desire to influence, coach, teach, or encourage others to achieve.

vs. theory x just wanting to max. shareholder wealth

McGregor's "The Human Side of the Enterprise" and his  "Theory Y" (1960)

common kinds of rewards/incentives -need to make sure you're incenting the right behavior Total rewards = compensation + benefits + everything else (raise is good for about 3 weeks, experiences, power, a nice note)

Merit increases Bonuses (many different types—most "variable" in nature) Long-term incentives (LTI)—e.g., stock options Annual performance rewards (e.g., a "Chairman's Award") One-time awards (e.g., for specific, outstanding performance) Lump-sum merit pay Competency-based pay Team-based pay and/or bonuses and/or rewards (e.g., parties)

Different Types of Employee Compensation

Merit pay Incentive pay (variable pay as primary or secondary source of income) Senior-level compensation (deferred compensation (won't pay tax), etc.) Ownership (aka "equity") -Traditional stock option plans (usually at higher levels) -Employee Stock Ownership Plans (ESOPs) Profit sharing Skill-based pay

merit based compensation Merit-based pay is an effective means of reinforcing performance! think salary increase = raise

Merit pay programs link performance-appraisal ratings to annual pay increases. A merit increase grid combines an employee's performance rating with the employee's position in a pay range (often called a "comp-ratio" to determine the size and frequency of his or her pay increase. Merit increase grids can also help bring about perceived pay equity. Some organizations provide guidelines regarding the percentage of employees who should fall into each performance category (e.g., aforced distribution). Criticisms of merit pay include emphasis on individual performancevs. teamwork, measurement problems, and (from Deming) that individuals don't have much impact on their own performance.

group/team decision making advantages

More information  More diversity/breadth ofperspective Division of labor/sharing of resources Greater chance for highquality decisions Increased acceptance ofsolution by group members Higher perceived legitimacyand objectivity

conclusions from equity theory one of many situations potentially requiring "managerial courage" "have that tough conversation"

Need to pay attention to perceptions of equity and Involve others in making decisions that affect them Be open to constructive criticism and appeals of decisions Work hard to treat everyone in an equitable (not necessarily equal) manner Where equity exists but is not perceived, help others understand Where inequity exists, work to reduce/eliminate it

Galbraith's star model all elements need to be aligned for organization to succeed (ideal linkage between HCM and strategic plan)

One approach to strategy implementation (how to get from where the co. is now to where we want to be in the future) focus on 5 critical elements of organization functioning: 1. strategy 2. structure 3. systems and processes 4. metrics & rewards 5. people

lowering costs, providing something of unique value, human capital as a key strategic asset this is part of the "resource based view of the firm"

Organizations can use their resources and competencies (e.g., human capital) to create value for customers by__ or some combination of the two. This is a strong source of competitive advantage.

what to look for in 360 degree feedback... Do NOT just "file the report away"—take time to review it carefully Feedback isn't a bad thing...know what you do well & where you need to improve

Patterns across the competencies, and within each competency Differences between how you see yourself and how others see you Differences in how your rater groups see you Patterns in the types of items that are high or low How you compare to the "Top 25%" (or norm group) Specific behavioral suggestions for improvement

profit sharing

Payments are based on a measure of organization performance(profits), and payments do not become a part of base pay. -It may encourage employees to think more like owners. -Can enhance feelings of procedural and distributive justice -Drawback is that employees may not see strong link between their performance and organization performance -Can also be seen as an "expected" element of compensation

theory x

People dislike work and  avoid it whenever possible People need to be coercedto work People require close supervision at all times Most people prefer to bedirected, have little ambitionand avoid responsibility

feedback

People who are open to, and seek out, __ about their performance and act upon that ___ will almost always be more successful than people who do not.

negative

Positive feedback is easy to receive for most people but __ is where you learn Managerial courage: give feedback (blunt or roundabout) do they accept the message is the key Difficult to give negative feedback too: don't want to cause conflict, hurt feelings, managing people that are older than you

Reinforcement schedules are powerful... Pokemon = variable ratio schedule

Providing accurate and timely feedback Using a 360° feedback system when appropriate Using new approaches, like "Feedforward" Carefully thought out use of reward systems Ongoing "shaping" of behavior using operant conditioning

Continuous reinforcement

Reinforcement Schedules positive (every time) "great comment" Gets food after every time lever is pushed Don't need to continue for forever

characteristics of high performance teams teams that if they don't do their job, bad things happen (seals, surgical teams, pit crew)

Relatively small (10-12 members) Members have specific skills  - Some are shared, some are complementary Roles are allocated across team members Commitment to a common purpose and set of goals Reward systems reinforce team vs. individual behavior High levels of trust within the team Shared pride and "esprit de corps"

Employee retirement income security act

Retirement Benefits ERISA; Earn pension, can't be taken away & transferable 403b just for education

1. Profit maximization 2. Reward equity 3. Reward equality 4. Member need

Reward Systems: Four basic approaches to allocating organizational rewards: 1. (keep $500 that was bonus to manager) 2. (all 5 get $100) 3. (2 that worked twice as hard $150 vs 75 to others) 4. (most of $500 to one worker who really needs new engine)

Concerns with Stock Option Programs Focus on options seems to be declining given recent events

Same challenges exist as with merit and incentive pay regarding theneed to be equitable and use options as a means of "sending a message". Need to keep in mind that they should be used to reward "value", bothcurrent and future; be careful not to focus too much on high-potential employees at the expense of known high-value employees. The more an organization uses options as part of their total compensation package, the more vulnerable they are re: stock price. As with bonuses (incentive pay), these can become seen as anestablished and expected aspect of compensation—when it doesn'tdeliver can cause significant problems (e.g., turnover, etc.). Biggest recent change is that organizations now need to "expense" these options. Per FASB, need to start expensing options as formalpart of P&L starting first fiscal year after June 15, 2005

factors related to group/team cohesiveness test question?

Severity of initiation into the group High external threat or competition Time spent together High skill levels (both core and complementary) Shared respect for each other's skills and capabilities Smaller (vs. larger) groups Longer (vs. shorter) duration of group existence History of success

different approaches to team building think carefully about your goals when planning a team building event

Single event/discussion (e.g., during a staff meeting) Recreational activity (e.g., bowling, sporting event, etc.) Low-key offsite (e.g., combining recreation and focused discussion) Intensive offsite experiences (e.g., use of surveys, intense discussion) Outdoor experience (e.g., Outward Bound)

group/team decision making disadvantages

Takes more time than individual decision making Decision may not be reachedin extreme cases Potential for interpersonalconflict Potential pressure to conform: - To group/group norms - To dominant individuals Can have diffusion of responsibility Potential for groupthink

benefits of groups for the organization These benefits aren't a "given"; they come with good planning, etc

Task accomplishment (e.g., that couldn't be done by one person) Increased creativity and innovation Increase collaboration (e.g., cross-functional, etc.) (Usually) better decision making (e.g., for complex decisions) Helps socialize newcomers

Compensation

The rewards, usually monetary in nature (either short- and/or long-term) that reinforce behavior, organizational membership, performance and retention.

Positive Reinforcement Negative Reinforcement Punishment Extinction

There are four basic types of operant conditioning strategies

stock options But there are some definite problematic issues with option programs Discount: buy $50 stock on 2/3/15 with 1000 stocks (strike date & price) Worth $75 on 2/3/18 (vest date & price) Cashless exercised sold for 25000 - taxes & broker income Can add up if multiple in different years Most won't want you to exercise but expire date eventually (ex. 10 years from the vesting date now norm is going to 5 years) if you quit expiration date may be 30 days Don't want CEO to be insider trading (w/ extra info) Dropping b/c used to be asterisk footnote but now standard is have to be counted as expense in accounting

Typically used at higher levels of an organization (e.g., Manager+) Gives an employee the option to purchase stock at a later date, ata price (the strike price) that is set at a given point (the strike date). Some amount of options or "dollars at work" used as indicator of number of options, and this will usually vary across organization levels. Typically seen as a long-term incentive, and therefore linked to an individual's future potential vs. current performance Typically have a vesting period until they can actually be exercised(e.g., 3-5 years, either partial-vesting or cliff-vesting). Can help employees focus on overall organization performance andsuccess

benefits and you do as much as you can to max. the benefits of benefits! 2 kinds of enrollment for benefits: Active: have to sign up Passive: barely changed from last year, if don't notify you will be signed up

Understand what benefits your employer (or potential employer!) makesavailable, and their cost to you. Take the time to think through what benefits fit best with your current/short-term needs and plan accordingly. Even though it may be painful and/or tedious, work through the costs ofdifferent benefits programs (e.g., cost of prescription drugs, etc.) Remember the difference between passive and active enrollment—veryimportant! Keep benefits conditions/deadlines in mind (e.g., for flexible spendingaccounts)

potential problems w/ 360 degree feedback These problems can be overcome with thoughtful planning and use For development only not for performance review

Unrealistic expectations for improvement (not a "magic pill") "Too little, too late" for significant problem situations Can be used to "manage out" rather than for development Poorly designed and/or poorly implemented Results not acted upon (e.g., to develop action plans) Too much focus on weaknesses vs. strengths Overload for raters (e.g., if many participants at one time)

Good "specifics" on shaping behavior on pg. 216 of your text

Use continuous reinforcement to "shape" behavior, and thenintermittent reinforcement to maintain it over time

other types of benefits

Vacation and Holiday Leave Military Leave (best co. pay same amount that they left with military money being bonus) Disability Insurance (short-term and long-term disability) Group Term Life Insurance (cheapest like auto) Travel Insurance Services

intermittent reinforcement

Variable ratio (the most addictive kind of schedule) Fixed interval Variable interval

Premium in insurance is pretax

Want to be covered by health insurance! Accidents happen Check is 5000 -250 -50 -500 -100 = 4100 taxable earnings - tax = take home pay

theory y

Work is seen as a naturalactivity, like play or rest Given objectives, people canbe very self-directed People become committed toobjectives with some reward Most people are ambitious and can accept (and seek  out) responsibility

Ratio

__ = number of responses Fixed = every x number (every 5th time the mouse pressed the lever he got food) ratio Interval = length of time Variable = on the average Fixed interval = paid monthly Slot machine = variable ratio Skinner's lecture for sides of seats lecturing

employee engagement Say: Employees speak positively about the Company to coworkers,potential coworkers, and current and future customers. Stay: Employees strongly desire to continue working for the Company. Serve: Employees exert extra effort and are dedicated to doing the bestjob to contribute to business success.

___ is a measure of how engaged, involved, satisfied and committed individuals feel in their job and as an employee. It is measured (e.g., using an employee survey) by looking at three key behaviors:

cafeteria style plan

a benefits plan that offers employees a set of alternatives from which they can choose the types and amounts of benefits they want

dual career ladder

a career development plan that allows upward mobility for employees w/ out requiring that they move to supervisory or managerial positions

balanced scorecard 386

a combo of performance measures directed toward the co. long and short term goals and used as the basis for awarding incentive pay

unemployment insurance

a federally mandated program to minimize the hardships of unemployment through payments to unemployed workers, help in finding new jobs, and incentives to stabilize employment

Scanlon plan 380

a gainsharing program in which employees receive a bonus if the ratio of labor costs to the sales value of production is below a set standard

positive reinforcement "thank you, great comment"

a good/positive response is given in response to the behavior

Preferred provider organization (PPO)

a health care plan that contracts w/ health care professionals to provide services at a reduced fee and gives patients financial incentives to use network providers

health maintenance organization (HMO)

a health care plan that requires patients to receive their medical care from the HMO's health care professionals, who are often paid a flat salary and provides all services on a prepaid basis

team building

a host of techniques aimed at improving the internal functioning of work groups

groupthink

a mode of thinking that people engage in when they are deeply involved in a cohesive in group, when members strivings for unanimity override their motivation to realistically appraise alternative courses of action

equity theory

a model of motivation that explains how people strive for fairness and justice in social exchanges or give and take relationships

theory y 6

a modern and positive set of assumptions about people at work

punishment 'that was a stupid question'

a negative response is given in response to the behavior

negative reinforcement -staring at us until we speak -you are grounded until your room is clean

a negative response is taken away

virtual team

a physically dispersed task group that conducts its business through info communication technology (ICT)

extinction -ignoring hand in the air -not answering ex's phone calls

a positive response is taken away

employee wellness program (EWP)

a set of communications, activities, and facilities designed to change health-related behaviors in ways that reduce health risks

role group role

a set of expected behaviors for a particular position, a set of expected behavior for members of the group as a whole

team

a small number of people w/ complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable

merit pay 375

a system of linking pay increases to ratings on performance appraisals

piecework rate 373

a wage based on the amount worker produce

reinforcement

always tries to get more desired behavior

job satisfaction

an affective or emotional response toward various facets on one's job

employee stock ownership plan (ESOP) 384

an arrangement in which the organization distributes shares of stock to all its employees by placing it in a trust

norm

an attitude, opinion, feeling, or action, shared by 2 or more people, that guides their behavior

standard hour plan 374

an incentive plan that pays workers extra for work done in less than a preset 'standard time"

intrinsic motivation

an individual is "turned on to one's work b/c of the positive internal feelings that are generated by doing well, rather than being dependent on external factors (incentive pay or compliments from the boss) for the motivation to work effectively

expectancy

an individual's belief that a particular degree of effort will be followed by a particular level of performance

organizational behavior (OB) 5

an interdisciplinary field dedicated to better understanding and managing people at work

performance management

an organization wide system whereby managers integrate the activities of goal setting, monitoring and evaluating; providing feedback and coaching; and rewarding employees on a continuous basis

job design

any set of activities that involves the alteration of specific jobs or interdependent systems of jobs w/ the intent of improving the quality of employee job experience and their on the job productivity

operant behavior

behavior that is learned when one "operates on" the environment to produce desired consequences

law of effect

behavior w/ favorable consequences tends to be repeated, while behavior w/ unfavorable consequences tends to disappear

individual roles you don't want to do any of these

blocker, recognition seeker, dominator, evader

specific measurable attainable relevant time based

but goals need to be SMART (difficult but achievable) productivity increases as engagement increases

core job characteristics

common characteristics found to a varying degree in all jobs: skill variety, task identity, task significance...autonomy, feedback

cross functionalism

common feature of self managed teams, particularly among those above the shop floor or clerical level

Production teams Problem solving teams (e.g., "task forces") Management/leadership teams (e.g., BOD, etc.) Cross-functional teams (accounting, marketing) Self-managed work teams Virtual teams (through technology)

common types of teams under special circumstances, can have high performance teams

401K (403b) Programs Employee match for 401k (every dollar employee puts into 401k, co. puts 50% in to match to a limit, with vesting year of 3-5 years from when you start (if you quit 3 days shy of 3 years, only your money is in it not theirs)

company stock, conservative mutual fund, risky mutual fund, savings account (mix & match)...want it spread out * can't define benefit (how much co. stock will be worth?) * know what you will contribute (%) Comes out pretax!

employee benefits

compensation in forms other than cash

corporate social responsibility 19

corporations have obligations to others, beyond shareholders and beyond the bounds of law or contract

team performance strategies

deliberate plans that outline what exactly the team is to do, such as defining particular tasks and member responsibilities

team charters

describe how the team will operate, such as process for sharing info and decision making (teamwork)

need for achievement

desire to accomplish something difficult

need for affiliation

desire to spend more time maintaining social relationships, joining groups, and wanting to be loved

need for power

desires to influence, coach, teach, or encourage others to achieve

hygiene factors

dissatisfaction w/ factors in the work context or environment; not motivational, just no dissatisfaction

organizational citizenship behaviors (OCBs)

employee behaviors that are beyond the call of duty

flexible spending account

employee controlled pre tax earnings set aside to pay for certain eligible expenses such as health care expenses, during the same year

Relationships (e.g., with coworkers, managers, etc.) -Organization Leadership -Organization Culture and Purpose -Quality of Work Life -Career Opportunity -Work Activities -Total Compensation

employee engagement is influenced and driven by the following factors: models used consistently over time to assess and track engagement

idiosyncratic deals

employment terms individuals negotiate for themselves, taking myriad forms from flexible schedule to career development

task roles

enable the work group to define, clarify, and pursue a common purpose

withdrawal cognitions

encapsulate this thought process by representing an individual's overall thoughts and feelings about quitting

total rewards

encompass not only compensation and benefits, but also personal and professional growth opportunities and a motivating work environment that includes recognition, job design, and work life balance

3 possible situations for people to experience in equity theory... Increase or decrease inputs Change their outcomes Distort their perceptions of inputs and/or outcomes Distort perceptions of other's inputs and/or outcomes Change the referent others Leave the organization

equity theory in operation... if my outcomes/my inputs don't equal other's outcomes/other's inputs... individuals may:

continuous reinforcement (CRF)

every instance of a target behavior is reinforced

goal commitment

extent to which an individual is personally committed to achieving a goal

1. team composition issues 2. deindividuation 3. Social loafing not found as much in collectivist cultures as in individualistic 4. social facilitation (simple vs. complex tasks 5. cohesivenss 6. group think 7. conformity 8. obedience 9. trust

factors influencing group/team dynamics 1. size, diversity, etc. 2. what happens when you lose your individual identity because you are in a group aka mob behavior; do things you wouldn't normally do (bad-set fire) 3. (when people get together they tend to not work as hard as when they do individually) 4. When you are doing something that is simple or your good at, present of people helps and enhances you If its something you're bad at or is difficult, you do worse than normal when more people watch 7. to group norms and influence... b/c everyone else said so (lengths of A,B,C,D... which segment is shortest?) 8. based on authority and perceived lack of responsibility 9. in one another and in you...drops dramatically

pension benefit guarantee corporation (PBGC)

federal agency that insures retirement benefits and guarantees retirees a basic benefit if the employer experiences financial difficulties

family and medical leave act (FMLA)

federal law requiring organizations w/ 50 or more employees to provide up to 12 weeks of unpaid leave after childbirth or adoption; to care for a seriously ill family member or for an employee's own serious illness; or to take care of urgent needs that arise when a spouse, child, or parent in the national guard or reserve is called to active duty

employee retirement income security act (ERISA)

federal law that increased the responsibility of pension plan trustees to protect retirees, est. certain rights related to vesting and portability, and created the pension benefit guarantee corporation

consolidated omnibus budget reconciliation act (COBRA)

federal law that requires employers to permit employees or their dependents to extend their health insurance coverage at group rates for up to 36 months following a qualifying event, such as a layoff, reduction in hours, or the employee's death

Yourself Others The task/situation itself (electric shock when working w/ electric) Missed questions on exams from textbook vs. in class Get better at speaking skills and get more money

feedback can come from a variety of sources: Success depends on sorting through/attending to these sources

extrinsic rewards

financial, material, and social rewards; come from the environment

incentive pay 371

forms of pay linked to an employee's performance as an individual, group memer, or organization member

maintenance roles

foster supportive and constructive interpersonal relationships

P = A x M x O performance ability motivation opportunity (multiplicative so if one is low, then performance is low

fundamental equation regarding performance

Employee stock ownership plans (ESOPs)

give employers certain tax and financial advantages when stock is granted to employees. taker lesser of 2 dates multiplied by percent discount & $/x= number of shares?? Use of stock options deserves a closer look as it is widespread

formal group

group formed by a manger to help the organization accomplish its goals

gainsharing 379

group incentive program that measures improvements in productivity and effectiveness and distributes a portion of each gain to employees

self managed teams

groups of workers who are given administrative oversight or their task domains

vesting rights

guarantee that when employees become participants in a pension plan and work a specified number of years, they will receive a pension at retirement age, regardless of whether they remained w/ the employer

maintenance roles "work together" group members can play more than one role at a time

harmonizer, compromiser, encourager, expediter, gatekeeper, commentator

patient protection and affordable care act

health care reform law passed in 2010 that includes incentives and penalties for employers providing health insurance as a benefit

negative inequity

if comparison person enjoys greater outcomes for similar inputs

team adaptive capacity

important to meet changing demands and to effectively transition members in and out

case study 25

in-depth analysis of a single individual, group, or organization

commissions 379

incentive pay calculated as a % of sales

profit sharing 381

incentive pay in which payments are a % of the organization's profits and don't become part of the employee's base salary

straight piecework plan 373

incentive pay in which the employer pays the same rate per piece, no matter how much the worker produces

differential piece rates 374

incentive pay in which the piece rate is higher when a greater amount is produced

equity sensitivity

individual's different preferences for, tolerances for, and reactions to the level of equity associated w/ any given situation

feedback

info about individual or collective performance shared w/ those in a position to improve the situation

task oriented roles "time to get it done"

initiator, energizer, information seeker, opinion giver, elaborator, evaluator, recorder

long term disability insurance

insurance that pays a % of a disabled employee's salary after an initial period and potentially for the rest of the employee's life

short term disability insurance

insurance that pays a % of a disabled employee's salary as benefits to the employee for 6 months or less

Corporate social responsibility

is something that can be integrated into an organization's strategic plan(s), namely by: 1) Making a profit consistent with expectations for international business to fulfill economic responsibility 2) Obeying both host country and international law 3) Acting ethically by considering both host country and global standards 4) Being good corporate citizens and fulfilling the host country's expectations for philanthropic responsibility

core job characteristics to critical psychological states to outcomes -assembly line one job/person -vs. team of 8 put engine together = more meaningful (higher skill variety & task identification)

job characteristics model (Hackman & Oldham)

1. social security 2. unemployment compensation 3. workers compensation 4. Family and Medical Leave Act (FMLA) Implementation of the Affordable Care Act will be making a change here

legally required benefits 1. paying % tax to SS, employer does the same, more paid in, more get out 2. Funds the co. puts money into for pool of money in case person gets out of work 3. Pool, Not applicable if fired for cause 4. Have to take leave & be assured that job will still be there (kids or older parent, take up vacation days first, then unpaid)

360 degree feedback

letting individuals compare their own perceived performance w/ behaviorally specific (and usually anonymous) performance info from their manager, subordinates, and peers

look at carmen

look at review session

upward feedback

lower level employees provide feedback on a manager's style and performance

management by objectives (MBO)

management system that incorporates participation in decision making, goal setting, and objective feedback

Need based theories of motivation -Maslow's Need Hierarchy Theory -Alderfer's ERG Theory -McClelland's Need Theory

many theories of motivation b/c multifaceted construct (measurable) __: physiological or psychological deficiencies that drive behavior

informal group

members' overriding purpose of getting together is a friendship

job enrichment

modifying a job such that an employee has the opportunity to experience achievement, recognition, stimulating work, responsibility, and advancement

pay for performance

monetary incentives linking at least some portion of the paycheck directly to results or accomplishments

motivators

move from a state of no satisfaction to satisfaction; strong effort and good performance content of the task being performed

job rotation

moving employees from one specialized job to another

whistle blowing 24

occurs when an employee reports a perceived unethical and/or illegal activity to a 3rd part such as govt. agencies, news media, or public interest groups

USE IT!

other coverage (dental, vision, etc.)...

action plan

outlines the activities or tasks that need to be accomplished in order to obtain a goal

defined benefit plan

pension plan that guarantees a specified level of retirement income

expectancy theory

people are motivated to behave in ways that produce desired combos of expected outcomes

distributive justice

perceived fairness of how resources and rewards are distributed or allocated

procedural justice

perceived fairness of the process and procedures used to make allocation decisions

reality

perception is __

needs

physiological or psychological deficiencies that arouse behavior

field study 25

probes individual or group processes in an organizational setting (real life situations)

positive reinforcement

process of strengthening a behavior by contingently presenting something pleasing

social capital

productive potential resulting from strong relationships, goodwill, trust, and cooperative effort

intrinsic rewards

psychic rewards; self granted

job enlargement

putting more variety into a worker's job by combining specialized tasks of comparable difficulty

trust

reciprocal faith that the intentions and behaviors of another will consider the implications for you

intermittent reinforcement

reinforcement of some but not all instances of a target behavior

summary plan description (SPD)

report that describes a pension plan's funding, eligibility, requirements, risks, and other details

contributory plan

retirement plan funded by contributions from the employer and employee

noncontributory plan

retirement plan funded entirely by contributions from the employer

cash balance plan

retirement plan in which the employer sets up an individual account for each employee and contributes a % of the employee's salary; the account earns interest at a predefined rate

defined contribution plan

retirement plan in which the employer sets up an individual account for each employee and specifies the size of the investment into that account

stock options

rights to buy certain number of shares of stock at a specified price

sample survey 25

samples of people from specified populations respond to questionnaires

value attainment

satisfaction results from the perception that a job allows for fulfillment of an individuals important work values

worker's compensation

state programs that provide benefits to workers who suffer work related injuries or illnesses, or to their survivors

meta-analysis 25

statistical pooling technique that permits behavioral scientists to draw general conclusions about certain variables from many different studies

negative reinforcement

strengthens a desired behavior by contingently withdrawing something displeasing

social loafing

tendency for individual effort to decline as grup size increases

scientific management

that kind of management which conducts a business or affairs by standards est. by facts or truths gained through systematic observation, experiment, or reasoning

group cohesiveness

the "we feeling" that binds members of a group together

team composition

the collection of jobs, personalities, knowledge, skills, abilities, and experience of its members

PE fit

the compatibility between an individual and a work environment that occurs when their characteristics are well matched

met expectations

the difference between what an individual expects to receive from a job, such as good pay and promotional opportunities, and what he or she actually receives

instrumentality

the extent to which performance leads to the outcome perception (correlation)

social security

the federal old age, survivors, disability, and health insurance (OASDHI) program which combines old age (retirement) insurance, survivor's insurance, disability insurance, hospital insurance (Medicare part A) and supplementary medical insurance (Medicare part B) for the elderly

employee engagement

the harnessing or organization members' selves to their work roles (employ & express themselves physically, cognitively, and emotionally during role performance)

experience rating

the number of employees a co. has laid off in the past and the cost of providing them w/ unemployment benefits

job crafting

the physical and cognitive changes individuals make in the task or relational boundaries of their work

valence

the positive or negative value people place on outcomes

shaping

the process of reinforcing closer and closer approximations to a target behavior

human capital 8

the productive potential of an individual's knowledge and action

interactional justice

the quality of interpersonal treatment people receive when procedures are implemented

goal specificity

the quantifiability of a goal

positive organizational behavior (13)

the study and application of positively oriented human resource strengths and psychological capacities that can be measured, developed, and effectively managed for performance improvement in today's workplace

ethics 18

the study of moral issues and choices

motivation

those psychological processes that cause the arousal, direction, and persistence of voluntary actions that are goal directed

Operant Conditioning When behaviors are seen, the result can make the behavior happen more (positive result) or less (negative) in the future Skinner?? Discovered it

to the "shaping" of behavior by using the following: Administration or withdrawal of a response/consequence A response/consequence that is positive or negative

punishment & extinction

try to stop undesired behavior

counterproductive work behaviors (CWBs)

types of behavior that harm employees the organization as a whole, or organizational stakeholders such as customers and shareholders

respondent behavior

unlearned reflexes or stimulus response

contingency approach 7

uses management concepts and techniques in a situationally appropriate manner instead of trying to rely on "one best way"

e-business 14

using info communication technologies to facilitate every aspect of running a business

laboratory study 25

variables are manipulated and measured in contrived situations

state specific exchanges

via the affordable care act...OH

elements in strategy formulation

vision to mission to goals to strategic plan but plan is also made up of external analysis: opportunities and threats and internal analysis: strengths and weaknesses SWOT analysis is a commonly used tool here

extinction

weakening a behavior by ignoring it or making sure it is not reinforced

punishment

weakening behavior through either the contingent presentation of something displeasing or the contingent withdraw of something positive

goal

what an individual is trying to accomplish; is is the object or aim of an action

value, rareness, not easily imitated, not easily substituted or replaced, organization able to successfully utilize the resource ex. Cirque du Soleil

what makes human capital a source of competitive advantage?

positive inequity

when your outcome to input ratio is greater than that of a relevant coworker