HR Exam 1

human resource management

study of policies, practices, and systems that influence employees’ behavior, attitudes, and performance

organizational behavior

the study of actions and attitudes that people exhibit in organizations

economic rational trajectory

control > rationalization > effectiveness

HR rational trajectory

skills and techniques > corporation > effectiveness

who is the mother of modern management + year

Mary Parker Follett 1920

who created the human problems of an industrial civilization + year

Elton mayo 1933

what were the Hawthorne studies + year

a series of experiments at Western Electric’s Hawthorne Works plant in Illinois that studied the impact of physical conditions on worker productivity 1927-1932

who created theory x vs theory y + year

Douglas McGregor 1960

what was theory x and theory y

Theory X assumes workers are lazy, dislike work, and need close supervision (controlling, top-down).

Theory Y assumes employees are self-motivated, enjoy work, and seek responsibility

who created total quality management and year

William edwards deming late 1960s

limitations of TQM

long term commitment to achieve results

expensive

contingency approach to management states

best use of tools and techniques is driven by unique needs of the situation

HRM perspective

employees = value

employees = resources

human capital

an organization’s employees described in terms of their training, experience, judgement, relationships, insights, etc

productive potential of one’s knowledge

social capital

productive potential of strong, trusting, and cooperative relationships; synergistic gains from people working together

what makes human capital a source of competitive advantage?

value, rareness, not easily imitated

what kind of trait is intelligence

relatively fixed

intelligence

individuals capacity for constructer thinking, reasoning, and problem solving

Gardner’s theory of multiple intelligences

argues that intelligence is not a single, general ability (IQ) but a diverse set of distinct, independent, and specialized cognitive capabilities

intelligence/ cognitive ability is a strong predictor of

job performance

personality

the combination of stable, physical, behavioral, and mental characteristics that give individuals their unique identity more than just liking and fit

big 5 of personality

OCEAN

open to experience, conscientiousness, extraversion, agreeableness, neuroticism

if high in neuroticism, what does that mean

you are vulnerable, nervous, and anxious

personality assesments

big five personality test

Myers-briggs type indicatory

behavior style (DiSC)

4 components of core self-evaluations

self efficacy

self esteem

locus of control

emotional stability

sel efficacy

I believe I can do it; a believe about your chances of successfully accomplishing a specific task

how to develop self efficacy

mastery experience

modeling

social persuasion

physiological factors

self esteem

person’s general believe about their own self

locus of control

who’s responsible? me or external factors?

internal locus of control

past outcomes attributed to internal factors

high control over future

“I make things happen”

external locus of control

outcomes attributed to external factors

little control over future

“things happen to me”

proactive personality

someone who is relatively unconstrained by situational forces and who affects envirornmental change

who in the corporate world have proactive personalities

entrepreneurs

diversity

multitude of individual differences and similarities that exist within team or organization

four layers of diversity

personality, internal dimensions, external dimensions, organizational dimensions

social perception

a cognitive process that enables us to interpret and understand people

stereotypes

indiivual set of beleifs about the characteristics or attributes of a group

how stereotypes are forms and maintained (4 steps)

categorization, inferences, expectations, maintenance

causal attributions

suspected or inferred causes of behavior; why things happened or why someone did what they did

Kelley’s model of attribution

explains how people determine if someone's behavior stems from internal (personality) or external (situational) causes by analyzing three key cues: Consensus (do others behave similarly?), Distinctiveness (is the behavior unique to this situation?), and Consistency (does the behavior happen every time in this situation?)

fundamental attribution error (bias)

one’s tendency to attribute another person’s behavior to his or her personal characteristics, as opposed to situational factors

self-serving bias

one’s tendency to take more personal responsibility for success than for failure

halo effect

one’s judgements of a person’s character can be influenced by one’s overall impression of him or her

implications

attribution biases may lead to unfair/ineffective

stereotypes lead to

discrimination

glass ceiling

an invisible barrier that keeps a given demographic from rising beyond a certain level of hierarchy

performance equation

P = A x M x O

performance, ability, motivation, opportunity

content theories of motivation

focus on identifying internal factors such as meeds and satisfaction that energize employee motivaiton

process theories of motivation

focus on explaining the process by which internal factors and situational factors influence employee motivation

Maslow’s hierarchy of needs from top to bottom

self actualization

esteem

love

safety
physiological

which needs are satisfied internally and externally?

internal: self actualization

external: everything else

mcclelland’s acquired needs theory states

motivation is function of 3 different needs that vary between people

need for achievement and affiliation to satisfy competence, autonomy, and relatedness

herzberg’s motivator-hygiene theory

suggests that job satisfaction and dissatisfaction arise from two different sets of factors: motivators and hygiene factors.

hygeine factors

poor hygiene factors leads to job dissatisfaction

motivating factors

factors associated with tasks being performed, achievement, etc

opposite of satisfaction is dissatisfaction according to the motivator hygiene theory

false

equity theory

perceived equity in the organization impacts employee motivation; employees compare their inputs (effort, time, skills) and outcomes (pay, recognition) to those of others.

what does equity theory debunk

helps explain why pay and conditions alone do not determine motivation

justice theory

the extent to which people perceive they are treated fairly at work influences their behaviors and attitudes

distributive justice

the perceived fairness of how resources and rewards are distributed

procedural justice

perceived fairness of the processes and procedures used to make allocation decisions

interactional justice

quality of the interpersonal treatment people receive when procedures are implemented

motivational force equation =

expectancy x instrumentality x valence

goal mechanisms in goal setting theory

attention, effort, persistence, plans and strategies

job characteristics model 5 core characteristics

skill variety

task identity

task significance

autonomy

feedback

what is a key driver in employee disengagement

ineffective leadership

leaders vs managers

leaders

• focus on the future

• challenge the status quo

• focus on people

• innovates

managers

• focus on the current

• maintain

• focus on structures and systems

• administers

great man approach

attempts to identify personality characteristic or interpersonal attributes that can be used to differentiate leaders from followers

dark side traits

researchers have shown that individuals who possess certain dark traits are more likely to emerge as leaders; these traits are negatively associated with leadership effectiveness

dark side trait examples

narcissism, machiavellianism, psychopathy

leader emergence does not equal what

leader effectiveness

behavioral styles approach and its correlation to leaders

leaders are made; developing a person into the right leader b

behavioral apprpproach

sought to identify behavioral differences between effective and ineffective leaders using the production and employee oreintation

psychological empowerment

when employees feel a sense of meaning, competence, self-determination, and impact at work

gender differences in leadership

female

• more relationship-oriented behaviors

• democratic and participative styles

• managers and employees rated female executives as more effective than male executives

male

• task oriented behaviors

• autocratic and directive styles

  • male leaders rated male executives as more effective than female executives

__ is your general believe about your own self worth

self esteem

Caleb is concerned with what he considers to be an unfair situation at work.

Although he put in 10 hours of overtime last week, he received the same

pay as a co-worker who didn’t put in any Overtime This week he decided to

take an extra hour for lunch every day. Using the terminology of equity

theory, Caleb has decided to:

A. Increase his efficiency

B. Decrease his inputs

C. Increase his outcomes

D. Increase his inputs

E. Decrease his outcomes

B