HR exam 2

managers

• Focused more on the current.

• Create efficient organizational structures.

• Skills: planning, organizing, analytical thinking, informing

leaders

• focused more on the future

• challenge the status quo and create visions

• skills: strategic thinking, innovation, creativity, inspiring

theories of leadership timeline

1900s to WWII: traits

on set of WWII to late 1960s: behaviors

1960s to present: contingency

trait theories

• Do leaders possess unique traits and personal characteristics?

• What are the traits of people who emerge as leaders?

• What are the traits of leaders who are effective?Assumption

“great man” approach

• Attempt to identify relatively stable, enduring dispositional attributes that leaders possess

• Consider personality, social, physical, or intellectual traits to differentiate leaders from non-leaders

• Goal: Finding the right person who has a potential as a leader.

trait approach to leadership

Trait theories of leadership focus on personal qualities and characteristics

modern trait theories

Assume that leaders do have different traits, but these traits can be developed through learning and experience (not just from birth)

positive oriented task traits

• intelligence

• conscientiousness

• open to experience

• emotional stability

positive/negative interpersonal attributes

positive:

• extraversion

• agreeableness

• communication skills

• emotional intelligence

negative

• narcissism

• machiavellianism

• psychopathy

negate traits

Traits that are negatively related to leader effectiveness

“dark triad” traits

• narcissism

• machiavellianism

• psychopathy

narcissism

Self-centered perspective, feelings of superiority, a drive for personal power and glory

machiavellianism

Use of manipulation, a cynical view of human nature, a moral code that puts results over principles

psychopathy

Lack of concern for others, impulsive behavior, and a lack of remorse or guilt when your actions harm others

female leaders

• More relationship- oriented behaviors

• Democratic or participative style

• Viewed as being more effective by peers, managers, direct reports

• Viewed as more cohesive, cooperative, learning-oriented

male leaders

• More task-oriented behaviors.

• Autocratic, directive style.

• More likely to view themselves as effective.

limitations of trait approach

• Traits are better predictor of the emergence of leader than distinguishing effective and ineffective leaders.

• Leader emergence ≠ Leader effectiveness

• No universal traits found that predict leadership in all situations.

• If leaders are born, why are we here?

behavioral theories

Behavioral theories assume specific behavioral styles differentiate leaders from non-leaders.

• Assumption: Leaders are made, not born.

• Goal: Developing a person into the right leader.

behavioral approach (Ohio State)

Sought to identify dimensions of leadership and effects. Can be high on both

Initiating Structure (Task-Oriented)

• Primary purpose: assist others in accomplishing goals and those of the work unit; ensure that resources are used in an efficient way

• Initiating Structure: leader behavior that organizes and defines what group members should do to maximize their output.

Consideration (Relationship-Oriented)

• Primary purpose: enhance employees’ skills and to create positive work relationships

• Consideration: leader behavior that creates mutual respect or trust andprioritizes group members’ needs and desires

behavioral approach (Michigan)

Sought to identify behavioral differences between effective and ineffective leaders. Could only be high on one or the other.

Production Orientation (Task)

• Focuses on the technical elements of employment and employees are a means to complete production.

Employee Orientation (People)

• Focuses on the human element of employment, stressing that employees have needs that employers should address and care for.

servant leadership (relationship oriented)

service to others over service to oneself

transactions leadership (task oriented)

clarify roles and requirements and provide followers with positive and negative rewards based on performance

laissez-faire leadership (passive)

a general failure in taking take responsibility for leading

takeaways from behavioral theory

• Leader behavior is more important than leader traits when it comes to effectiveness.

• Leader behaviors can be improved and developed.

• There is no one best style of leadership—it depends on the situation.

an integrated model of leadership

path-goal theory

Leaders seen as effective when employees view them as a source of satisfaction or as paving the way to future satisfaction.

leaders do this by:

• Reducing roadblocks.

• Providing guidance and support.

• Linking rewards to goal accomplishment.

takeaways from path-goal theory

• Effective leaders use multiple types of leader behavior.

• Leaders are encouraged to clarify the paths to goal accomplishment and to remove any obstacles that may impair an employee’s ability to achieve his or her goals.

• Leadership styles should be modified to fit various employee and environmental characteristics.

the 5 steps for leaders

1. Identify important outcomes

2. Identify relevant leadership behaviors.

3. Identify situational conditions.

4. Match leadership to the conditions at hand.

5. Determine how to make the match.

transformational leadership

• A broad group of leader behaviors that go beyond task and relational behaviors

• Transformational leaders transform their followers to pursue organizational goals over self-interests.

• Has a positive effect on outcomes including employee performance, innovation, attitudes, and reduced stress and turnover

• Think about MLK

the 4 I’s of transformational leadership

• Inspirational motivation (charisma): develop and share an attractive vision of the future

• Idealized influence: lead-by example, instill trust and pride

• Individualized consideration: provide support, encouragement, empowerment, and coaching to employees

• Intellectual stimulation: encourage employees to question the status quo and seek innovative and creative solutions to problems

implications of transformational leadership

• Transformational leadership can be ethical or unethical.

• Establishment of a positive view of the future is the first step.

• The best leaders are not just transformational.

• Transformational leadership affects outcomes at the individual, group, and organizational levels.

• Transformational leadership works virtually.

• Transformational leadership does not imply ethical leadership.

end of ch 13 leadership

power

the means to enforce your will over others.

• Power is about the ability to influence others

• Power relations can be reciprocal

the 5 bases of power

• legitimate power

• reward power

• coercive power

• expert power

• referent power

legitimate power

Obtain compliance/influence because of formal authority (e.g., formal position)

reward power

Obtain compliance by promising or granting rewards (e.g., giving a raise)

coercive power

Make threats of punishment and deliver actual punishment (e.g., ability to fire someone)

expert power

Having knowledge or information that others need (e.g., an expert in the field)

referent power

Personal characteristics and social relationships (e.g., charisma, reputation, network of relationships)

responses to power

• commitment

• compliance

• resistance

commitment (to the cause) (responses to power)

Those who are committed often go above and beyond to ensure its success.

Compliance (responses to power)

Those who comply do only what is expected, nothing more. They exert no extra effort and provide no extra input.

Resistance (responses to power)

• Resist the influence attempt by not complying.

• Unproductive arguing or outright rejection

expert and referent power (effectiveness)

generally positive effects (on employee outcomes)

reward and legitimate power (effectiveness)

slightly positive effects

coercive power (effectiveness)

slightly negative effects

when leaders have both formal and informal power

highest team effectiveness

empowerment

consists of efforts to enhance employee performance, well- being, and positive attitudes by giving employees greater influence.

Potential benefits:

• Increased motivation, engagement and self-efficacy

• Increased productivity and effectiveness

• Better efficiency/utilization of time and resources

• Better decision making

Required elements:

• Information sharing

• Employee development (to ensure necessary skill levels)

• Allowing employees to make substantive decisions

  • Rewarding employees based on company performance

the evaluation of power from domination to delegation

psychological empowerment

Occurs when we feel a sense of:

• Meaning from our work.

• Competence in our ability to perform.

• Self-determination: degree of control over how we perform our jobs.

• Impact at work: the difference our efforts make.

empowerment figure

ways understanding social influence will help you

• Interview for a job/internship

• Ask a coworker for a favor

• Share your ideas for improving the department

• Seek a raise or promotion

• Ask for a deadline extension

• Motivate others when you are a leader

“soft” tactics (influence tactics)

friendlier and not as coercive

• rational persuasion

• inspirational appeals

• consultation

• ingratiation

• personal appeal

“hard” tactics

exert more pressure

• exchange

• coalition

• legitimating

• pressure

influence tactics

are conscious efforts to affect and change behaviors in others.

rational persuasion (soft tactics)

Trying to convince someone with reason, logic, or facts.

Inspirational appeals (soft tactics)

Trying to build enthusiasm by appealing to others’ emotions, ideals, or values.

consultation (soft tactics)

Getting others to participate in planning, making decisions, and changes.

integration (soft tactics)

Getting someone in a good mood prior to making a request; being friendly, helpful, and using praise, flattery, or humor.

personal appeals (soft tactics)

Referring to friendship and loyalty when making a request.

exchange (hard tactics)

Making explicit or implied promises and trading favors.

coalition tactics (hard tactics)

Getting others to support your efforts to persuade someone.

pressure (hard tactics)

Demanding compliance or using intimidation or threats.

legitimating tactics (hard tactics)

Basing a request on one’s authority or right, organizational rules or policies, or explicit/implied support from superiors.

influence tactics figure

organizational politics

Intentional acts in pursuit of self-interests that conflict with organizational interests.

• Politics is found in nearly all organizations.

• Goal of political behavior is to exert influence on others to serve self-interests.

• Political behavior can be good or bad (though it is normally perceived negatively)

frequently used political tactics

• Building a network of useful contacts

• Using key players to support initiatives

• Making friends with power brokers

• Bending the rules to fit the situation

• Self-promotion

• Creating a favorable image

• Praising others

• Attacking or blaming others

• Using information as a political tool

levels of political action

• network level

  • cooperative pursuit of general self interest

• coalition level

  • cooperative pursuit of group interests in specific issues

• individual level

  • individual pursuit of general self interests

highly political individuals

• Run the risk of being called self- serving

• May lose credibility

• May be considered poor team players

individuals who are strictly non-politcial

• May experience slower promotions

• May feel left out

• May be considered poor team players

end of ch 12 power

human resource management

“The study of the policies, practices, and systems that influence employees’ behavior, attitudes, and performance.”

company strategy

• vision/mission/goals

• strategic priorities

• strategic challenges

• competitive advantages

HR strategy

• key functions

• HR planning

• recruiting

• staffing

• training/development

• compensation

• org culture

• org re-structuring

employees

individual level:

• personal values

• personalities

• perception/cognition

• motivation

group/team level

• team dynamics

• power/influence/conflict

• leadership

impact of human resource management

sustainable competitive advantage

An organization is better than competitors at something and can hold that advantage over a sustained period of time.

HR give organizations advantages because Human Resources:

• Are valuable.

• Are rare.

• Cannot be imitated.

• Organized to capture value.

business competency types

• critical evaluation

• business acumen

• consultation

leadership competencies

• ethical practice

• leadership and navigation

interpersonal competencies

• global and cultural effectiveness

• communications

• relationship management

technical expertise

• human resource expertise

Supervisors’ Involvement in HRM: Common Areas of Involvement

• help define jobs

• forecast HR needs

• provide training

• interview (and select) candidates

• appraise performance

• recommend pay increases and promotions

• communicate polices

• motivate. with support from pay, benefits, and other rewards

HR overview

analysis and design of work

work analysis, job design

HR planning

workforce forecasting. analytics

recruiting

job posting

selection

staffing, interviewing

training and development

orientation, career development

performance management

performance measures, feedback

compensation

pay structure, insurance

employee relations

attitude survey, labor relations

median salaries for HR positions

end of ch 1 HRM

developing a work flow analysis

work flow in organizations

very important question for HR

Do we have the kind of people we need (and in the numbers that we need) to achieve our objectives?

job analysis

the process of getting detailed information about jobs.

• Used for existing jobs: HR planning, legal compliance, work redesign, staffing, compensation, training, performance appraisals, and career planning

• Defines what a person in a certain position does and what qualifications are needed for the job.

• 2 essential parts:

  • job description

  • job specification