Fournet MGMT 310 EXAM 3

How can HR create a competitive advantage through people

\-People create value -Talent is rare -A group of well-chosen, motivated people is difficult to imitate -People can be organized for success

HR planning

Having the right kind and number of people at the right time

HR planning goal

to avoid a surplus or shortage of labor

demand forecasting

Determining how many and what type of people are needed

supply of labor forecasting

Forecasting how many and what types of employees the organization will actually have

example of demand forecasting

To develop the iPhone, Apple had to determine how many engineers and designers it needed to develop and launch such a complex product

job analysis

Process to determine what is done on a given job and what should be done on that job: Not an evaluation of an employee's performance, Provides a foundation for all other HR activities

job description

tasks, duties, and responsibilities of the job

job specification

knowledge, skills, and abilities needed to do the job

advantage & disadvantage of internal recruiting

Ad:Firm knows applicants and vise versa, Dis: Not enough applicants and not enough development for the firm

advantage & disadvantage of external recruiting

Ad: bringing in applicants with knowledge, Dis: outside applicant unmotivating and uncertainty for firm

reliability (def)

the consistency of test scores over time and across alternative measurements.

reliability

if three different interviewers talked to the same job candidate but drew very different conclusions about the candidate's abilities, the interview's \__________ is low

validity

degree to which a selection test predicts or correlates with job performance (goes beyond reliability to assess the test's accuracy)

criterion-related validity

the degree to which a test predicts job performance

content validity

the degree to which a selection test measures that actual knowledge, skills, and abilities required for the job (words per minute)

one selection test that is high in validity

Structured interviews- same interview with each applicant, Cognitive ability tests

one selection test that is low in validity

Applications and resumes, Reference checks, Background checks, Drug testing

why reference checks and recommendations aren't usually very useful for selection

they don't distinguish between candidates very much

performance test is in selection

sample of the job (admin job words per min for receptionist)

structured interviews are better than unstructured interviews

unstructured can lead to legal problems

layoffs

firing people due to a surplus of labor

termination

someone is fired for poor performance or misconduct

outplacement

is giving job assistance to laid off workers

example of outplacement

If Bob and his coworker gets laid off, but gets offered help with their new job search

that needs assessment is

an important first step in training

disparate treatment

Intentional, People are treated differently based on a protected class

disparate impact

Does not have to be intentional, People are treated the same, but the outcome is different, If the selection test is found to be valid, the employer has not violated the law

360-degree performance appraisal

delivers a fuller picture of the employee's strengths and weaknesses, and it often captures qualities other appraisal methods miss

pay level

the average pay of the firm in comparison to other organizations (high, medium, or low

which benefits are legally required

Workers compensation, Social Security, Unemployment Insurance

concept of collective bargaining process

the periodic ritual of negotiating that management and unions engage in discussing wages, benefits, hours, and working conditions. (happens every few years)

what is involved in affirmative action

special efforts to recruit and hire qualified members of groups that were discriminated against in the past (required by law) ; To correct the past exclusion of women and minorities

affirmative action applies to which organizations

government contractors and Title VII violators (targets recruitment)

advantages to the organization of managing diversity

Ability to attract and retain motivated employees, Better perspective on a differentiated market, Ability to leverage creativity and motivation in problem solving, Enhancement of organizational flexibility

challenges to overcome in diversity

Unexamined assumptions, Lower cohesiveness, Communication problems, Mistrust and tension, Stereotyping

monolithic organization

very little cultural integration; employee population is highly homogenous [little cultural integration and employee population is the same]

pluralistic organization

a more diverse employee population; takes steps to involve people from different backgrounds

multicultural organization

diversity exists and is valued; fully integrated formally and informally (focus not on visible differences) [managers don't focus on diverse traits)

mentoring

To help individuals enter the informal network that provides exposure to top management and access to information about organizational politics, many companies have implemented formal mentoring programs; Assigned someone (usually an elder) to guide you along on your new progress

global staffing

the ethnocentric approach, polycentric approach, and geocentric approach

ethnocentric approach

Managers from headquarters staff key positions, Ensures control over subsidiary locations, Eases transfer of policies from headquarters to subsidiaries

polycentric approach

Host-country nationals staff key positions, Reduces cultural mishaps and misunderstanding, Coordination with headquarters may be problematic

geocentric approach

An international cadre of skilled managers are assigned to, global subsidiaries regardless of nationality, Leverages technical and managerial expertise

dimensions of national culture

individualism, power distance, uncertainty avoidance, and masculinity

individualism

the extent to which people act on their own or as a part of a group

power distance

the extent to which a society accepts the fact that power in organizations is distributed unequally

Uncertainty Avoidance

The extent to which people in a society feel threatened by uncertain and ambiguous situations

masculinity

the extent to which a society values quantity of life (e.g., accomplishment, money) over quality of life (e.g., compassion, beauty)

reasons that firms enter the global marketplace

Gain access to resources, Skills of foreign employees, Attract more customers

list the influences of generational differences

Life cycle effect, Cohort effect, Period effects

supervisory leadership

Behavior that provides guidance, support, and corrective feedback for day-to-day activities

strategic leadership

Behavior that gives purpose and meaning to organizations, envisioning and creating a positive future

five sources of power

Legitimate, Reward, Expert, Referent, Coercive

Legitimate power

A leader with legitimate power has the right, or the authority, to tell others what to do; employees are obligated to comply with legitimate orders. For example, when a supervisor tells an employee to design a new social media marketing campaign, the direct report needs to get it done

Reward power

The leader who has reward power influences others by controlling valued outcomes; people comply with the leader's wishes in order to receive those rewards. For example, an employee works hard to earn an outstanding performance review, which results in a big pay raise from his boss

Coercive power

A leader with coercive power has control over punishments; people obey to avoid those punishments. For instance, a manager implements an absenteeism policy that administers disciplinary actions page 231to offending employees

Referent power

A leader with referent power has personal characteristics that appeal to others; people comply because of admiration, personal liking, a desire for approval, or a desire to be like the leader. For example, young, ambitious managers emulate the work habits and personal style of a successful, charismatic executive

Expert power

A leader who has expert power has useful expertise or knowledge; people comply because they believe in, can learn from, or can otherwise gain from that expertise. For example, a sales manager gives his salespeople some tips on how to close a deal

list traits that differentiate leaders (from the trait approach)

Drive, Leadership motivation, Integrity, Self-confidence, Knowledge of the business, Dark Traits

limitations of the trait approach

it ignores the followers and the situation

Know what leader-member exchange means (in your own words)

the importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis.

basic notion of the path-goal framework

how leaders influence subordinates' perceptions of their work goals and the paths they follow toward attainment of those goals

achievement-oriented leadership (from path-goal)

behaviors geared toward motivating people, such as setting challenging goals and rewarding good performance.

Vroom Model of Leadership says

the major determinant of leadership effectiveness is the ability to make decisions

in Hersey and Blanchard's Situational Theory

a manager should use performance related leadership with low maturity followers (and what it means to be a low maturity follower)

highly routine and highly interesting work

substitutes for leadership

transformational leadership

A leader who motivates people to transcend their personal interests for the good of the group

pseudo-transformational leadership

Leaders who talk about positive change but allow their self-interest to take precedence over followers' needs

expectancy theory

A theory proposing that people will behave based on their perceived likelihood that their effort will lead to a certain outcome and on how highly they value that outcome

Know the elements of expectancy theory

Expectancy, Instrumentality, Valence

instrumentality

The perceived likelihood that performance will be followed by a particular outcome (a consequence a person received for his or her performance)

expectancy

Employees' perception of the likelihood that their efforts will enable them to attain their performance goals

expectancy theory motivation is made up of

Expectancy, Instrumentality, Valence

need theories are limited in what they explain

but that they do explain people's valence, or what they will value

what is procedural justice

using a fair process in decision making and making sure others know that the process was as fair as possible; Even if people believe that their outcome was inequitable and unfair, they are more likely to view justice as having been served if the process was fair

what is stretch goal

targets that are particularly demanding, sometimes even thought to be impossible

positive reinforcement

Applying a consequence that increases the likelihood of a person repeating the behavior that led to it

negative reinforcement

Removing or withholding an undesirable consequence

punishment

Administering an aversive consequence

extinction

Withdrawing or failing to provide a reinforcing consequence

McClelland's three needs

Need for achievement, Need for affiliation, Need for power

extrinsic rewards

Rewards given to a person by the boss, the company, or some other person (raise, employee of the month)

intrinsic rewards

Reward a worker derives directly from performing the job itself (sense of accomplishment)

examples of hygiene factors

Characteristics of the workplace, such as company policies, working conditions, pay, and supervision, that can make people dissatisfied

core job characteristics from the Job Characteristics Model

skill variety, task identity, task significance, autonomy, feedback

Understand that the Job Characteristics Model does not work unless

an employee has high growth need strength

empowerment

The process of sharing power with employees, thereby enhancing their confidence in their ability to perform their jobs and their belief that they are influential contributors to the organization

result from job dissatisfaction

More grievances and lawsuits; Strikes; Stealing, sabotage, vandalism; More injuries; Poor customer service; Lower productivity and profits

workplace program that enhances quality of work life

Adequate and fair compensation, A safe and healthy environment, Jobs that develop human capacities, A chance for personal growth and security

psychological contract

A set of perceptions of what employees owe their employers, and what their employers owe them