HRM 360 Final

Job design

the process of linking specific tasks to specific jobs and deciding what techniques, equipment, and procedures should be used to perform those tasks

Scientific management

a set of principles and practices designed to increase the performance of individual employees by stressing job simplification and specialization

Job simplification

the breaking up of the work that needs to be performed in an organization into the smallest identifiable tasks

Job specialization

the assignment of employees to perform small, simple tasks

Time and motion studies

studies that reveal exactly how long it takes to perform a task and the best way to perform it

Job enlargement

increasing the number of tasks an employee performs but keeping all of the tasks at the same level of difficulty and responsibility; also called horizontal job loading

Job enrichment

increasing an employee's responsibility and control over his or her work; also called vertical job loading

Job characteristics model

an approach to job design that aims to identify characteristics that make jobs intrinsically motivating and the consequences of those characteristics

Skill variety

the extent to which a job requires an employee to use different skills, abilities, or talents

Task identity

the extent to which a job involves performing a whole piece of work from its beginning to its end

Task significance

the extent to which a job has an impact on the lives or work of other people in or out of the organization

Autonomy

the degree to which a job allows an employee the freedom and independence to schedule work and decide how to carry it out

Feedback

the extent to which performing a job provides an employee with clear information about his or her effectiveness

Job crafting

employees proactively modifying the tasks that compromise their jobs, how they view their jobs, and/or who they interact with while performing their jobs

Motivating potential score (MPS)

a measure of the overall potential of a job to foster intrinsic motivation

Experienced meaningfulness of the work

the degree to which employees feel their jobs are important, worthwhile, and meaningful

Experienced responsibility for work outcomes

the extent to which employees feel personally responsible or accountable for their job performance

Knowledge of results

the degree to which employees know how well they perform their jobs on a continuous basis

Growth-need strategy

the extent to which an individual wants his or her work to contribute to personal growth, learning, and development

Knowledge and skills

at an appropriate level enable employees to perform their jobs effectively

Satisfaction with the work context

describes how satisfied employees are with extrinsic outcomes they receive from their jobs

Social information processing model:

an approach to job design based on the idea that information from other people and employees' own past behaviors influence employees' perceptions of and responses to the design of their jobs

Contingent workers

employees whom organizations hire or contract with on a temporary basis to fill needs for labor that change over time

Group

a set of two or more people who interact with each other to achieve certain goals or to meet certain needs

Group goal

a goal that all or most members of a group can agree on as a common goal

Formal work group

a group established by management to help the organization achieve its goals

Informal work group

a group that emerges naturally when individuals perceive that membership in a group will help them achieve their goals or meet their needs

Command group

a formal work group consisting of subordinates who report to the same supervisor

Task force

a formal work group consisting of people who come together to accomplish a specific goal

Team

a formal work group consisting of people who work intensely together to achieve a common group goal

Self-managed work team

a formal work group consisting of people who are jointly responsible for ensuring that the team accomplishes its goals and who lead themselves

Friendship group

an informal work group consisting of people who enjoy others company and socialize with each other on and off the job

Interest group

an informal work group consisting of people who come together because they have a common goal or objective related to their organizational membership

division of labor

dividing up work and assigning particular tasks to specific workers

Homogeneous group

a group in which members have many characteristics in common

Heterogeneous group

a group in which members have few characteristics in common

Group function

the work a group performs as its contribution to the accomplishment of organizational goals

Group status

the simplicity agreed upon, perceived importance for the organization as a whole of what a group does

Group efficacy

the shared belief group members have about the ability of the group to achieve its goals and objectives

Social facilitation

the effects that the presence of others has on performance, enhancing the performance of easy tasks and impairing the performance of difficult tasks

Audience effects

are the effects of passive spectators on individual performance

Co-action effects

are the effects of the presence of other group members on the performance of an individual when the other group members are performing the same task as the individual

Role relationships

the ways in which group and organizational members interact with one another to perform their specific roles

Role making

taking the initiative to create a role by assuming responsibilities that are not part of an assigned role

Role tasking:

performing the responsibilities required as part of an assigned role

Group norms

informal rules of conduct for behaviors considered important by most group members

Compliance

assenting to a norm in order to attain rewards or avoid punishment

Identification

associating oneself with supporters of a norm and conforming to the norm because those individuals do

Internalization

believing that the behavior dictated by a norm is truly the right and proper way to behave

Idiosyncrasy credit

the freedom to violate group norms without being punished that is accorded to group members who have contributed a lot to the group in the past

Deviance

deviation from a norm

Socialization:

the process by which newcomers learn the roles, rules, and norms of a group

Social loafing

the tendency of individuals to exert less effort when they work in a group than when they work alone

Sucker effect

a condition in which some group members, not wishing to be considered suckers, reduce their own efforts when they see social loafing by other group members

Group cohesiveness

the attractiveness of a group to its members

Groupthink

a pattern of faulty decision-making that occurs in cohesive groups whose members strive for agreement at the expense of accurately assessing information relevant to the decision

Devil's advocate

someone who argues against a cause or position in order to determine its validity

Brainstorming

a spontaneous, participative decision-making technique that groups use to generate a wide range of alternatives from which to make a decision

production blocking

loss of productivity in brainstorming groups due to various distractions and limitations inherent to brainstorming

Nominal group technique (NGT)

a decision-making technique that includes the following steps: group members generate ideas on their own and write them down, group members communicate their ideas to the rest of the group, and each idea is then discussed and critically evaluated by the group

Delphi technique

a decision-making technique in which a series of questionnaires are sent to experts on the issue at hand, though they never actually meet face to face

Benchmarking

selecting a high-performing group and using this group as a model

Empowerment

the process of giving employees throughout an organization the authority to make decisions and be responsible for their outcomes

Team role

a tendency to behave, contribute, and interrelate with others in a particular way

Organizational conflict

the struggle that arises when the goal-directed behavior of another person or group

Negotiation

a process in which groups with conflicting interests meet together to make offers, counteroffers, and concessions to each other in an effort to resolve their differences

Third-party negotiator

an outsider skilled in handling bargaining and negotiation

Mediator

a neutral third party who tries to help parties in conflict reconcile their differences

Arbiter

a third party who has the authority to impose a solution to a dispute

Agreement bias

the tendency for inexperienced negotiators to accept deals they should not

Distributive negotiation

typically involves a single issue- where one's gain is the other's loss

Integrative solution

one in which parties achieve a higher joint benefit than they would have if they would have compromised

Distributive issues

where one side's gain is the other side's loss

Common value issues

parties have parallel interests

Integrative issues

are issues that are valued differently

Logrolling

each party concedes on issues that are of low priority to itself and high priority to the other party

Power

the ability of one person or group to cause another person or group to do something they otherwise might not have done

Organizational politics

activities in which managers engage to increase their power and to pursue goals that favor their individual and group interests

political decision-making:

decision-making characterized by active disagreement over which organizational goals to pursue and how to pursue them

coalition

a group of managers who have similar interests and join forces to achieve their goals- power can lead an organization to act in ways that improve its performance

Formal individual power

power that originates from a person's position in an organization

Legitimate power

power to control and use organizational resources to accomplish organizational goals

Reward power

the power to give pay raises, promotion, praise, interesting projects, and other rewards to subordinates

Coercive power

the power to give or withhold punishment

Information power

the power that stems from access to and control over information

Informal individual power

power that stems from personal characteristics such as personality, skills, and capabilities

Expert power

informal power that stems from superior ability or expertise

Referent/Charismatic power

informal power that stems from being liked, admired, and respected

Foot-in-the-door technique

start with a small request to set up your bigger, actual request

Door-in-the-face technique

you start with more than you want (probably won't get) to set up your smaller, actual request

The low ball

a verbal commitment to do something small and then you escalate it and ask for something more

Organizational culture

the set of shared values, beliefs, and norms that influences the way employees, think, feel, and behave toward each other and toward people outside the organization

Values

general criteria, standards, or guiding principles that people use to determine which types of behaviors, events, situations, and outcomes are desirable or undesirable

Terminal values

a desired end state or outcome that people seek to achieve

Instrumental values

a desired mode or type of behavior that people seek to follow

Norms

are informal rules of conduct that emerge over time to encourage employees to cultivate the work attitudes and behaviors important to an organization

Organizational ethics

the moral values, beliefs, and rules that establish the appropriate way for an organization and its members to deal with each other and with people outside the organization

National culture

a product of the values and norms its citizens use to guide and control their behavior

Whistle-blowing

when an employee decides to inform an outside person or agency about illegal or unethical managerial behavior

Task interdependence

the extent to which the work performed by one member of a group affects what other members do