GMU MGMT 303 Final Study Guide

Definition of strategic human resource management and what it entails

Consists of the activity's managers perform to plan for, attract, develop, and retain an effective workforce

Understand the difference between job analysis, job description, and human resource inventory

Determining the basic elements of a job by observation and analysis

Summarizes what the holder of the job does and how and why he or she does it

A report listing your organization's employees by name, education, training, languages, and other important information

Disadvantages of Internal Recruiting

Internal recruitment restricts the competition for positions and limits the pool of fresh talent and fresh viewpoints

It may encourage employees to assume that longevity and seniority will automatically result in promotion

Whenever a job is filled, it creates a vacancy elsewhere in the organization

Advantages of Internal Recruiting

Employees tend to be inspired to greater effort and loyalty. Morale is enhanced because they realize that working hard and staying put can result in more opportunities

The whole process of advertising, interviewing, and so on is cheaper

There are fewer risks. Internal candidates are already known and are familiar with the organization

Advantages of External Recruiting

Applicants may have specialized knowledge and experience

Applicants may have fresh viewpoints

Disadvantages of External Recruiting

The recruitment process is more expensive and takes longer

The risks are higher because the persons hired are less well known

Background Info

Application forms and resumes provide basic background info about job applicants, such as citizenship, education, work history, and certifications

Unstructured interview

Asking probing questions to find out what the applicant is like

Structured interview

Asking each applicant, the same questions and comparing their responses to a standardized set of answers

Situational interview

Behavioral interview

Situational interview

The interviewer focuses on hypothetical situations

Behavioral - description interview

The interviewer explores what applicants have actually done in the past

Employment Tests

Legally considered to consist of any procedure used in the employment selection decision process, even application forms, interviews, and educational requirements

Includes: Ability, Performance, Personality, and Integrity

Ability Tests

Measure physical abilities, strength and stamina, mechanical ability, mental abilities, and clerical abilities

Performance Tests

Measure performance on actual job tasks - so-called job tryouts- as when computer programmers take a test on a particular programming language

Personality Tests

Measure such personality traits as adjustment, energy, sociability, independence, and need for achievement

Integrity Test

Assess attitudes and experiences related to a person's honesty, dependability, trustworthiness, reliability, and prosocial behavior

Rational decision making

Explains how managers should make decisions

Assumes managers will make logical decisions that will be optimum in furthering the organization's best interests

Also called the classical model

Nonrational Decision Making

assume that decision making is nearly always uncertain and risky, making it difficult for managers to make optimal decisions

Bounded rationality

Suggests that the ability of decision makers to be rational is limited by numerous constraints

Complexity, time and money, cognitive capacity

Group

Two or more freely interacting individuals who share norms, share goals, and have a common identity

Team

Small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable

Includes: Cross-functional, Self-managed, and Virtual

Cross-functional

Designed to include members from different areas within an organization, such as finance, operations, and sales

Self-managed

Groups of workers who are given administrative oversight for their task domains

Virtual

Work together over time and distance via electronic media and combine effort and achieve common goals

Norms

General guidelines or rules of behavior that most groups or team members follow

Roles

Socially determines expectations of how individuals should behave in a specific position

Formal

Created to accomplish specific goals. Assigned by organizations or its managers to accomplish specific goals

Informal

Created for friendship. Formed by people whose overriding purpose is getting together for friendship or a common interest

Forming

Process of getting oriented and getting acquainted

Storming

Emergence of individual personalities and roles and conflicts within the group

Norming

Conflicts are resolved, close relationships develop, and unity and harmony emerge

Performing

Members concentrate on solving problems and completing the assigned task

Adjourning

Members prepare for disbandment

Why is conflict needed?

Conflict is needed in order to affect performance

Dysfunctional conflict

Bad for organizations

Conflict that hinders the organization's performance or threatens its interests

Functional conflict

Good for organizations

Benefits the main purpose of the organization and serves its interests

Indolence

Too little conflict

Work groups, departments or organizations that experience too little conflict tent to be plagued by apathy, lack of creativity, indecision, and missed deadlines

The result is that organizational performance suffers

Warfare

Too much conflict

Can erode organizational performance because of political infighting, dissatisfaction, lack of teamwork, and turnover

Trait

We cannot ignore the implications of leadership traits

The positive and "dark triad" traits suggest the qualities you should cultivate and avoid if you want to assume a leadership role in the future

Organizations may want to include personality and trait assessments in their selection and evaluation processes

A global mind-set is an increasingly valued task-oriented trait

Behavioral

Task-oriented

Relationship-oriented

Passive

Transformational

Task-oriented behavior

Ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or organization

Relationship-oriented behavior

Primarily concerned with the leader's interactions with his or her people

Passive behavior

Transformational behavior

leadership, Path goal and LMX)

Difference between a manager and a leader based off Kotter's philosophy

5 types of power

Expert

Referent

Legitimate

Reward

Coercive

Expert power

Power resulting from one's specialized information or expertise

Referent power

Power deriving from one's personal attraction

Legitimate power

Power that results from managers' formal positions within the organization

Reward power

Power that results from managers' authority to reward their subordinates

Coercive power

Results from managers' authority to punish their subordinates

Proactive Change

Involves making carefully thought-out changes in anticipation of possible or expected problems or opportunities

Also called planned change

Reactive Change

Making changes in response to problems or opportunities as they arise

External Forces of Change

Demographic characteristics

Technological advancements

Shareholder, customer, and market changes

Social and political pressures

Internal Forces of Change

Human resource concerns

Manager's behavior

What is a change agent?

A consultant with a background in behavioral sciences who can be a catalyst in helping organizations deal with old problems in new ways

What can a manager do when employees resist change?

Lewin's change model

Unfreezing

Changing

Refreezing

Unfreezing

Create the motivation to change

Changing

New information, models, and procedures

Refreezing

Support and reinforce the change

Attitudes

A learned predisposition toward a given object

Values

Abstract ideals that guide one's thinking and behavior across all situations

Self-efficacy

Belief in one's personal ability to do a task

Self-esteem

The extent to which people like or dislike themselves

Organizational development

Set of techniques for implementing planned change to make people and organizations more effective

Personality

The stable psychological traits and behavioral attributes that give a person his or her identity

Job Satisfaction

Extent to which you feel positively or negatively about various aspects of your work

Organizational Behavior

Tries to help managers not only explain workplace behavior but also to predict it, so that they can better lead and motivate their employees to perform productively

Individual, group behavior

Employee Engagement

An individual's involvement, satisfaction, and enthusiasm for work

Norms (Organizational Culture)

Physical manifestations such as manner of dress, awards, myths and stories about the company

Visible behavior exhibited by managers and employees

Values (Organizational Culture)

Espoused

Enacted

Espoused values

Explicitly stated values and norms preferred by an organization

Enacted values

Represent the values and norms actually exhibited in the organization

Assumptions

Represent the core values of the organization's culture

Those taken for granted and highly resistant to change

Competing Values Framework

Clan

Adhocracy

Hierarchy

Market

Clan

Internal focused

Values flexibility rather than stability

Encourages collaboration among employees

Adhocracy

Attempts to create innovative products by being adaptable, creative, and quick to respond to changes in the marketplace

Hierarchy

Apt to have a formalized structured work environment aimed at achieving effectiveness through a variety of control mechanisms

Market

Focused on the external environment

driven by competition and a strong desire to deliver results

Individual Behaviors

Maslow

Hierarchy of needs

Hierarchy of needs

Physiological

Safety

Love/belonging

Esteem

Self-actualization

Hertzberg

Two-factor theory

Two-factor theory

Proposed that work satisfaction and dissatisfaction arise from two different factors - work satisfaction from so-called motivating factors and work dissatisfaction from so-called hygiene factors

Hygiene factors

Factors associated with job dissatisfaction which affect the job context in which people work

Motivating factors

Factors associated with job satisfaction which affect the job content or the rewards of work performance

McClelland

Acquired needs theory

Big Five Personality Dimensions?

Extroversion

Agreeableness

Emotional Stability

Conscientiousness

Openness to Experience

Self-determination

Assumes that people are driven to try to grow and attain fulfillment, with their behavior and well-being influenced by three innate needs: competence, autonomy, and relatedness

Competence

People need to feel qualified, knowledgeable, and capable of completing a goal or task and to learn different skills

Autonomy

People need to feel they have freedom and the discretion to determine what they want to do and how they want to do it

Relatedness

People need to feel a sense of belonging, of attachment to others

Extrinsic Rewards

Payoff a person receives from others for performing a particular task

Intrinsic Rewards

Satisfaction a person receives from performing the particular task itself

Equity Theory

Focuses on employee perceptions as to how fairly they think they are being treated compared to others

Inputs, outputs, comparison

Expectancy Theory

Suggests that people are motivated by two things: (1) how much they want something and (2) how likely they think they are to get it

How can organizations use Job design to improve motivation? --Job simplification, Job enlargement, Job enrichment

What are the steps in the control process?

Establish standards

Measure performance

Compare performance against standards

Take corrective action if necessary