MGMT 3000 Exam 3 UGA Guhde

human resource mangement

process of managing an organization's employees.

-includes all aspects of people's managment to effectively meet an organizational's goal

role of HRM

-drives organizational performance

-human capital drives competitive advantage

human capital

the economic value of the combined knowledge, experience, skills, and capabilities of employees

HRM Goals

-find the right people

-maintain an effective workforce

-manage talent

Employement Law

laws ensure equal opportunity, stop discrimination, and define government enforcement agencies

Discrimination

hiring or promoting applicant based on criteria that are not job relevant and, by law, is illegal

Affirmative action

requires some employers to take positive steps to guarantee equal employment opportunties for people within protected groups

Equal Employment Opportunity Commission (EEOC)

created by the federal government to assist organizations and employees in the understanding and enforcement of employment law

- federal, state, and local government

Equal Pay Act (1963)

cannot discriminate in pay based on sex

Title 9, Civil Rights Act (1964)

prohibits discrimination in employment based on race, color, religion, sex, or national origin

-created EEOC

-includes pregnancy, sexual identity, and sexual orientation

Age Discrimination in Employment Act (1967)

prohibits discrimination based on age

American with Disabilites Act (1990)

prohibits discrimination against qualified diabled people and must provide reasonable accommodations

Occupational Safety and Health Act (1970)

established mandatory safety and health standards in organizations

Family and Medical Leave Act (1993)

employers must provide up to 12 weeks of unpaid leave for childbrith, adoption, personal/family emergency

Patient Protection and Affordable Care Act (2010)

employers required to prodvide health insurance or pay a fee.

-requires preexisting conditions to be covered

HR planning

the forecasting of HR needs and the projected matching of individuals with expected vacancies

atmching model

match between what the organization has to offer and the needs of the individual

recruiting

the activity of identifying and soliciting individuals either from within or outside an organization to fill job vacancies or staff for growth

job analysis

gathering information abou the essential duties, tasks, responsibilities, and context of the job in addition to needed knowledge, skills, and abilities

job description

documentation of the tasks, duties, and responsibilities of a job

job posting

an official advertisement of job openings to inform job seekers of the opportunity

selection

process employers use to assess applicant to determine the fit between the job and applicant

-application form, interview, employment tests

virtual recruitment

becoming popular - about 60% of recruiters use video technology in the interview process

structured interview

set of standardized questions that are asked of every applicant so comparisons can easily be made

unstructured interview

interviewer askes questions as they come to mind.

-impossible to compare one candidate to another

behavioral questions

ask candidates to describe how they have performed in the past

situational questions

ask candidates how they would behave in a particular situation

employment tests

such as cognitive ability tests, physical ability tests, personality inventories, and other assessments

background check

search a candidates background such as criminal record, credit history, and other indications of honesty, integrity, and stability

Training

teaching employee the skills, abilities, knowledge to perform current job

-on-the-job training

development

developing employees for future promotions

performance appraisal

observing and evaluating employee performance, recording assessment, and providing feedback

compensation

all direct and indirect financial payments plus all rewards given to employees

-pay-for-performance vs across-the-board pay increase

benefits

by law : social security, unemployment compensation, workers' compensation, health insurance

additional : vacation, holidays, retirement, educational reimbursement

terminations

-poor performing employees can be dismissed

-exit interviews can be used

diversity, equity, inclusion (DEI)

three linked values held by many organizations that are working to be supportive of different groups of individuals, including peple of different races, ethnicities, religions, abilities, genders, and sexual orientations

Diversity

the presence of differences within a given setting

-differences in races, ethnicities, gender identity, age, and more

inclusion

the practice of ensuring that people feel a sense of belonging and support from the organization (SHRM)

benefits of workplace diversity

-Better use of employee talent

-Increased understanding of the marketplace

-Enhanced breadth of understanding in leadership positions

-Increased quality of team problem solving

-Reduced costs associated with high turnover, absenteeism, and lawsuits

challenges of workplace diversity

-langauge barrier

-different communication styles

-us-and-them mentality

-cultural misuderstandings

-discrimination between employees

-diffculty in reaching a consensus

personal bias

tendency, inclination, or prejudice toward or against something or someone

-some positive , some negative

-unconscious bias, stereotypes, prejudice, discrimination, ethnocentrism

unconscious bias

atitudes or stereotypes that affect our understandings and actions without our conscious knowledge

-outside of our awareness and despite good intentions

prejudice

the tendency to view people who are different as being deficient

discrimination

acting out prejudicial attitudes toward people who are targets of an individual's prejudice

stereotype

a rigid, exaggerated, irrational belief associated with a particular group of people

ethnocentrism

the belief that one's own culture or group is superior to others

monoculture

a culture that accepts only one way of doing things and one set of values and beliefs

ethnorelativism

the belief that groups and subcultures are inherently equal

pluralism

An environment in which the organization accommodates several subcultures

self-awareness

Being aware of the internal aspects of one's nature, such as personality traits, beliefs, emotions, attitudes, and perceptions

feedback

-improves performance and job satisfaction

self-assessment

Reflection to gain insights into oneself

job satisfaction

degree to which a person finds fulfillment in his or her job

-impacts abenteeism and turnover

organizational commitment

An employee's loyalty to and engagement with the organization

-TRUST

rate job satisfaction

1. job itself

2. learn/advancement

3. supervisor

4. co-workers

5. pay

perception

the cognitive process people use to make sense of the environment by selecting, organizing, and interpreting information from the environment

perceptual distortions

errors in perceptual judgment

stereotyping

The tendency to assign an individual to a group or broad category and then attribute generalizations about the group to the individual.

halo effect

overall impression of an individual is based on one characteristics

attributions

judgments about what caused a person's behavior -

-characteristics of the person (internal)

-in the situation (external)

fundamental attribution error

underestimating the influence of external factors and overestimating the influence of internal factors

self-serving bias

giving too much credit for oneself when a job is done well, and blaming external factors for failure to perform

personality

the set of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, or people in the environment

Big Five Personality Factors

-extroversion

-agreeableness

-conscientiousness

-emotional stability

-openness to experience

grit

passion and perseverance in the pursuit of long-term goals

authoritarianism

Power and status differences should exist within organization

-extreme respect for authority

-more likely to be obedient

machiavellianism

intense focus on your own interests and will manipulate, deceive, exploit others to achieve goals

-"deceptive to get ahead"

emotion

a mental state that arises spontaneously rather than through conscious effort and is often accompanied by physiological changes.

emotional contagion

the tendency of people to absorb and express the emotions, moods, and attitudes of those around them

negativity bias

human mind tends to react more quickly and strongly to perceived bad things than it does to good things

emotional intelligence

the ability to manage both your emotions and understand the emotions of people around you

self-awarenes

being aware of what you are feeling

self-management

the ability to control disruptive or harmful emotions and balance one's mood so that worry, anxiety, fear, or anger do not cloud thinking and get in the way of what needs to be done

social awareness

the ability to understand others and practice empathy

-recognize what others are feeling without clues

relationship management

the ability to connect to others, build positive relationships, respond to the emotions of others, and influence others

stress

the physiological and emotional response to stimuli that place physical or psychological demands on an individual and create uncertainty and lack of personal control when importatn outcomes are at stake

challenge stress vs threat stress

-challenge stress fires you up (good)

-threat stress burns you out (bad)

resilience

the capacity to presevere and to bounce back from adversity, conflict, anf failure

leadership

the ability to influence people toward the attainment of goals

management vs leadership

-management is about coping with complexity

-leadership is about coping with change

contemporary leadership

- leadership evolves as the needs of the organization change

- leadership has evolved with technology, economic, labor, social, and cultural changes

- responding to the turbulence and uncertainty of the environment

Contemporary Leadership Theories

-level 5 leadership

-servant leadership

-authentic leadership

level 5 leadership

-Good to Great by Jim Collins

-2 characteristics :

Professional Will : resolve to always continue

Personal Humility : accept responsibility for falures and give credit for success

servant leadership

-popular due to moral decay of many leaders

-based on bible

-leaders assumes work exists for the development of the worker

-transcending self-interest to serve others, the organization, and society

authentic leadership

-leaders act in a real, genuine, and sincere way that is true to who they are

-inspire trust and loyalty of followers

based on the great man approach

theory that history can be explained by the impact of great men, or heroes who are highly influential and unique and because of their natural abilities including excellent leadership skills have a divine inspiration and major impact on history.

-leaders are born not made - focus on leadership traits

traits

a distinguishing personal characteristics of a leader

behavioral approaches to leadership

-traits alone don't explain effective leadership

-focus on leader behaviors

-task-oriented vs people-oriented

consideration (people)

extent to which the leader is mindful of subordinates, respects their ideas and feelings, and establishes mutual trust

initiating structure (task)

extent to which the leader is focused on the task and directs subordinate work activities toward goal attainment

Behavioral Theory

there is no one style of leadership that is more consistently more effective than another

employee-centered leaders (people)

more effective

-display supportive behavior to subordinates

-job satisfaction higher for these leaders

job-centered leaders (task)

less effective

-focus on meeting schedules, cost-management, and production efficiency

situational model of leadership

-focus on followers than leader

-characteristics of followers determine leadership

-willingness and ability

willingness

combination of confidence, commitment, and motivation

ability

amount of subordinate's knowledge, experience, and demonstrated skill

charismatic leader

articulates a clear, appealing vision, and provides inspirational motivation to stimulate people to do more than they would normally do

transactional leaders

individuals who clarify the role and task requirements of subordinates, initiate structure, provide appropriate rewards, and try to be considerate and meet the social needs of subordinates

-do the work -> get the reward

transformational leaders

distinguished by their special ability to bring about innovation and change by recognizing followers' needs and concerns, providing meaning for followers

-results in performance that exceed organizational expectations

power

the ability to influence the behavior of others