HRM 401 Exam 2

Benefits of Diversity

-Higher Creativity in decision making

-Better understanding and service of customers

-More satisfied workers

-Higher stock prices

-Lower litigation expenses

-Higher company performance

Equality

Belief that all people have the same opportunities to succeed

Equity

Seeks to even the playing field by recognizing that not all people start at the same place

Why Is It Hard to Work Together? (Diversity)

-ASA

-Inaccurate stereotypes or prejudice

-Unsupportive/hostile work enviornment

-Lack of Experience

-Fears of reverse discrimination

-Diversity Fatigue

-Resistance to Change

Deep Level Diversity

Difference in values, attitudes, and beliefs

Surface Level Diversity

Differences in gender, race, age, and physical disabilities

Individualistic Cultures

-Looser ties with their groups

-Familial bonds are less important; family is defined more narrowly

-Changes groups more often

-Individual differences are valued

-Prefers individual rewards

Collectivism

-People define themselves in terms of the groups they are a part of and stronger bonds with their groups

-Family bonds are influential and family is defined in a broader sense

-Individuals try to stay with their groups and are more permanently attached

-Being different from the group is undesirable

-Prefers group rewards

Belonging Occurs When…

People are valued, respected and supported and when people have access to opportunities and resources

Behaviors that Support Inclusion:

-Language

-Situations

-Relationships

How to Increase Belonging at an Individual Level

-Possess self-awareness of motives and comfort level with diversity

-Engage in continuous learning

How to Increase Belonging at an Organizational Level

-Belonging must be tired to organizational value with measurable goals

-Focus on core learning goals for employees with personalized training that employees volunteer to complete

-Focus on specific behaviors for inclusion

Openness to Experience (Big 5)

The extent to which someone seeks new experiences and is tolerant of change.

-imagination, complexity, change, scope

Low: implements plans, prefers simplicity, wants to maintain existing methods, and is attentive to details

High: creates new plans and ideas, seeks complexity, readily accepts changes and innovations, prefers a broad view and resists details

Conscientiousness (Big 5)

How an individual approaches goals (achievement-orientation)

-Perfectionism, organization, drive, concentration, methodical

Low: low need to continually refine or polish, comfortable with little formal organization, satisfied with current level of achievement, shifts easily between ongoing tasks, operates in a more spontaneous mode

High: perfectionism, keeps everything organized, craves even more achievement, prefers completing tasks before shifting, develops plans for everything

Extraversion (Big 5)

The degree to which a person can tolerate sensory stimulation from people and situations

-Enthusiasm, social ability, energy mode, taking charge, trust of others, tact

Low: holds down positive feelings, prefers working alone, prefers being still in one place, prefers being independent of others, skeptical of others, speaks without regard for consequences

High: shows a lot of positive feelings, prefers working with others, prefers to be physically active, enjoys the responsibility of leading others, readily trusts others, carefully selects the right words

Agreeableness (Big 5)

The degree to which we take others’ opinions into account

-Service, agreement, deference, reserve, reticence

Low: more interested in self needs, welcomes engagement, wants acknowledgement, usually expresses opinions, enjoys being out front

High: more interested in others’ needs, seeks harmony, uncomfortable with acknowledgement, keeps opinions to self, and prefers the background

Neuroticism/Emotional Stability (Big 5)

How we respond to stress/negative experiences (anxiousness)

-Sensitivity, intensity, interpretation, rebound time

Low: at ease most of the time, usually calm, optimistic explanations, rapid rebound time

High: worrying, quick to feel anger, pessimistic explanations, longer rebound time

Locus of Control

Beliefs about what causes things to happen- either the person (internal) or other people/things (external)

Self-Efficacy

A belief that one can perform successfully- may be either task specific or general

Self-Esteem

The degree to which a person has overall positive feelings about oneself

What Factors Lead Toward Job Satisfaction & Organizational Commitment?

Personality

Person-enviornment fit

Job characteristics

Psychological contract

Organizational justice

Work Relationships

Stress

Work-life balance

Cognitive Dissonance

Experiencing inconsistency between attitudes and behaviors

How do you reduce Cognitive Dissonance?

-Change your behavior and attitudes

Major Predictors of Job Performance

OCB

Organizational Citizenship Behaviors

-voluntary behaviors employees perform to help others benefit the organization

Responses to Dissatisfaction (Hirschman)

Can lead to…

abusing others

-production deviance

-theft

-sabotage

-withdrawal behaviors

Stereotyping

Making assumptions about a person based on category or group membership without verifying whether the assumption

Perspective Taking

The active cognitive process of imagining the world from another’s vantage point or imagining oneself in another’s shoes to understand their visual viewpoint, thoughts, motivations, intentions, and/or emotions

Decreases: stereotyping & discrimination

Increases: liking, coordination, & cooperation

Extrinsic Motivation

Pay for performance, piece-rates, commissions, promotions etc. 

Being motivated by incentives

Intrinsic Motivation

Opportunites for challenge, growth, etc.

Fairness, equity, etc.

Being motivated by internal values

Maslows Theory of Motivation

 Certain fundamental human needs must be met in a hierarchical order to facilitate motivation

1. Physiological needs

2. Safety needs

3. Social needs

4. Esteem needs

5. Self-actualization needs

ERG Theory

Motivators (2 factor theory)

Achievement, personal growth, challenging work

—> Presence leads to increased motivation, but absence is not necessarily demotivating

Hygiene Factors (2 factor theory)

A salary, benefits, safe and clean working environment, etc.

—>Prescence does not motivate, but absence is demotivating

Equity Theory

People evaluate the ratio of inputs they bring to a job (ability, experience, effort) to the outputs they receive (pay, promotions, etc.)

-If one perceives inequity, or imbalance in this ratio, they tend to be less motivated

-People refer to past precedents and other people to assess equity vs. inequity

Expectancy Theory

Motivation is a function of expectancy, instrumentality, valence

Expectancy: effort à performance

Instrumentality: performance à outcomes

Valence: value of outcome/reward (highly desirable to highly undesirable)

Goal-setting Theory

Motivation and performance can be maximized by assigning specific levels of performance for workers to attain

 Rather than just “do your best”

 50 years of empirical support and data on goal setting

 Goals activate a psychological drive to reach the goal, even without extrinsic rewards

 Goals direct attention

 Goals lead people to develop strategies to achieve them

 Goals increase persistence

SMART Goals

Specific

Measurable

Aggressive

Realistic

Time-bound

Job Characteristics Model of Intrinsic Motivation

MPS = ((Skill Variety + Task Identity + Task Significance)/3) x Autonomy x Feedback

Pay for Performance

Pay may motivate up to a point, after which other concerns become more important

-Compensation = s + b * x

-Collective-based systems may work better

-Individual employees are rewarded in proportion to their performance/contributions