HR Exam 2

Motivation

describes the psychological processes “that underlie the direction, intensity, and persistence of behavior or thought”

Extrinsic Motivation

like money, fancy office, cool title

Intrinsic Motivation

like honesty, self-worth, doing something you really care about

Content Theories

identify internal factors such as needs and satisfaction that energize employee motivation

Process Theories

explain the process by which internal factors and situational factors influence employee motivation

McGregor’s Theory X

·      Pessimistic view of employees

·      Employees dislike work and must be monitored

·      Can only be motivated with rewards and punishments

Theory Y

·      Modern and positive set of assumptions about employees

·      Employees are self-engaged, committed, responsible, and creative

Maslow’s Need Hierarchy

·      Physiological: most basic need. Entails having enough food, air, and water to survive

·      Safety: Consists of the need to be safe from physical and phycological harm

·      Love: desire to be loved and to love, includes needs for affection and belonging

·      Esteem: Need for reputation, prestige, and recognition from others. Also includes need for self-confidence and strength

·      Self-Actualization: Desire for self-fulfillment – to become the best one is capable of becoming

McClelland’s Acquired Needs Theory

Achievement, Affiliation, and Power

Self Determination Theory

• Assumes that three innate needs influence our behavior and well-being:

  • Competence

  • Autonomy

  • Relatedness

• Focuses on Intrinsic motivation

• Needs are learned over time

Herzberg’s Motivator-Hygiene Theory

Job satisfaction and dissatisfaction arise from two different sets of factors:

• Hygiene may cause a person to move from a state of no dissatisfaction to dissatisfaction

• Motivating may cause a person to move from a state of no satisfaction to satisfaction

Equity (Justice) Theory

• Model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships

• Model is based on our evaluation and comparison of outputs and inputs with relevant others

Organizational Justice

the extent to which people perceive that they are treated fairly at work

Expectancy Theory

people are motivated to behave in ways that produce desired combinations of expected outcomes

Expectancy

What are the chances of reaching my performance goals?

Instrumentality

What are the chances of receiving various outcomes if I achieve my performance goals?

Valence

How much do I value the outcomes I will receive by achieving my performance goals?

(Expectancy = Instrumentality * Time)

Goal Setting

Specific and Difficult goals lead to higher performance

For goal setting

people must have ability and resources and people need to be committed to the goal

Job Design

Altering jobs to improve the quality of employee experience and level of productivity

Top-Down Approach

Management designs job

Historical

Bottom-Up Approach

Employee or work teams design job

Recent

Idiosyncratic Deals Approach

Employee and management design job

Emerging

Job Crafting

represents employee’s attempts to proactively shape their work characteristics

Employee Benefits

Compensation to employees in forms other than cash

Social Security

• Flat payroll tax on employees and employers

• Required

Unemployment insurance

• Payroll tax on employers that depends on state requirements and experience rating

• Required

Worker’s Compensation Insurance

• State programs that provide benefits to workers who suffer related injuries/illness, or to their survivors

• Provide coverage according to state requirements; premiums depend on experience rating

• Required

Family and Medical Leave

• Up to 12 weeks of unpaid leave for childbirth, adoption, or serious illness

• Required

Health Care

• For employers with at least 50 employees, payment of a fee to the federal gov if the employer does not meet conditions for providing health insurance benefits

• Required

Paid Leave

• Average paid leave in U.S. after five years is 15 vacation days and 10 paid holidays

• Optional

Group Insurance - Medical Insurance

• 70% of all full-time employees in U.S. receive medical benefits

• Optional

Consolidated Omnibus Budget Reconciliation Act (COBRA)

employers required to allow employees to extend health insurance coverage at group rates for up to 36 months after layoff, reduction in hours, or employee’s death (for dependents)

Health maintenance organizations (HMO)

requires patients to receive their medical care from the HMO’s health care professionals

Preferred provider organizations (PPO)

contracts with health care professionals to provide services at a reduced fee

Flexible spending accounts

employees set aside a portion of pretax earnings to pay for eligible expenses

High-deductible health plans

Typically brings together insurance with a high deductible and a medical savings account with a specified limit ($2,700 in 2020) that the employee contributes to as a payroll deduction

Employee wellness program (EWP)

communications, activities, and facilities designed to change health-related behaviors in ways that reduce health risks

Group Insurance - Disability Insurance

• Short-term: percentage of employee’s salary paid as benefits fro six months or less

• Long-term: percentage of employee’s salary paid as benefits after an initial period and potentially for rest of employee’s life

Contributory Retirement Plan

funded by employer and employee

Noncontributory plan

funded entirely by employer

Defined-benefit plan

• guarantees specified level of retirement income

• meets requirements of Employee Retirement Income Security Act (ERISA)

• aided by the Pension Benefit Guarantee Corporation (PBGC)

Defined-contribution plan

• employer sets up account for each employee; specifies size of contribution into account

• Examples:

  • Money Purchase Plan

  • Profit-sharing and employee stock ownership plans

  • Section 401(k) plans

Cash balance plan

employer sets up account for each employee; contributes percentage of employee’s salary

Vesting rights

When employees become participants in pension plans and work a specified number of years, they are guaranteed to receive pension at retirement regardless of if they remained with the employer.

Summary Plan Description (SPD)

• report that describes pension plan’s funding, eligibility requirements, risks, and other details

• individual benefit statement describes employee’s vested and unvested benefits

Equal Employment Opportunity (EEO)

• condition in which all individuals have an equal chance for employment

• efforts to create EEO include constitutional amendments, legislation, executive orders, and court decisions

Thirteenth Amendment

• abolished slavery in U.S.

• Has been applied in cases where discrimination involved symbols and incidents of slavery

Fourteenth Amendment

• Forbids states from taking life, liberty, or property without due process of law

• Prevent states from denying equal protection of discrimination

Legislation

• Civil Rights Acts of 1866 and 1871

• Equal Pay Act of 1963

• Title VII of the Civil Rights Act of 1964

  • enforced by Equal Employment Opportunity Commission (EEOC)

• Age Discrimination in Employment Act (ADEA)

Legislation (continued)

• Vocational Rehabilitation Act of 1973

  • Orgs. must engage in affirmative action for individuals with disabilities

• Vietnam Era Veterans’ Readjustment Act of 1974

• Pregnancy Discrimination Act of 1978

• Americans with Disabilities Act (ADA) of 1990

  • clearly defines the word disability

Legislation (Continued)

• Civil Rights Act of 1991

• Uniformed Services Employment and Reemployment Rights Act of 1994

• Genetic Information Nondiscrimination Act of 2008

• Lilly Ledbetter Fair Pay Act of 2009

Executive Order 11246

• Prohibits federal contractors and subcontractors from discriminating based on race, color, religion, sex, or national origin

• Employers whose contracts meet minimum size requirements must engage in affirmative action

Executive Order 11478

• Requires federal government to base all its employment decisions on merit and fitness

• Also covers contractors doing at least $10,000 worth of business with federal government

• Enforced by the U.S. Office of Personnel Management

Equal Employment Opportunity Commission (EEOC)

• Responsible for enforcing most EEO laws

• Investigates and resolves discrimination complaints

• Monitors organizations’ hiring practices

• Issues guidelines to determine law violations

Office of Federal Contract Compliance Programs (OFCCP)

Enforces executive orders that cover companies doing business with the federal gov

Disparate treatment

• differing treatment based on race, color, religion, sex, national origin, age, or disability status

• companies should evaluate interview questions and decision criteria to make sure they are job related and applied equally

Bona Fide Occupational Qualification (BFOQ)

• A necessary (not merely preferred) qualification for performing a job

• Supreme Court ruled that BFOQs are limtied to policies directly related to worker’s ability to do the job

Four-Fifths Rule

• Commonly used test of disparate impact in hiring practices

• If hiring rate for minority group is less than four-fifths the hiring rate for the majority group, there is evidence of potential discrimination

Affirmative action and reverse discrimination

• some argue that affirmative action is reverse discrimination; fewer white males can be hired due to preference for women and minorities in hiring

Reasonable Accomodation

• Employer required to do something to enable all otherwise qualified individuals perform the job

  • religion and disabilities should be considered

• Employer may be exempt from providing accommodation if it would require significant expense or difficulty

Occupational Safety and Health Act

• authorizes gov to establish and enforce occupational safety and health standards

Occupational Safety and Health Administration

• inspects companies for safety and health standards, levies fines for violations of standards

General-duty clause

• Employers must furnish each employee a place of employment free from hazards that cause or are likely to cause death or serious physical harm

General and Specific Duties

• General-Duty Clause

• Employers must keep records of work-related injuries and illnesses and post an annual summary of them

General and Specific Duties (Continued)

Employees have right to:

• Request an Inspection

• Have a representative present at an inspection

• Have dangerous substances identified

• Be promptly informed about exposure to hazards and be given access to accurate records regarding exposure

• Have employer violations posted at the work site

Job hazard analysis technique

each job is broken down into basic elements, and each of these is rated for its potential for harm or injury

Formal Groups

Assigned by organization to accomplish specific goals

Informal Groups

Overriding purpose for meeting is friendship or common interest

Group Roles

expected behaviors for members of the group as a whole

Group Norms

the attitudes, opinions, feelings, or actions shared by two or more people that guide behavior

Group becomes a team when:

• Leadership becomes a shared activity

• Accountability shifts from strictly individual to both individual and collective

• The group develops its own purpose or mission

• Problem solving becomes a way of life, not a part-time activity

• Effectiveness is measured by the group’s collective outcomes and products

Work teams

well-defined purpose, typically permanent, and usually require full commitment from members

Project teams

• assembled to address specific problem, task or project

• usually exist for duration to complete purpose

• members usually divide time between primary job and various project teams

Self-managed teams

• groups of workers who are given administrative oversight for their task domains such as planning, scheduling, monitoring, and staffing

• involves a revolutionary change in management philosophy, structure, staffing and training practices as well as reward systems

Cross-functional teams

occurs when specialists from different areas are put on the same team

virtual teams

teams that work together over time and distance via electronic media to combine effort and achieve common . . .

team interdependence

one of the most important aspects of teams is interdependence, or the extent to which members are dependent on each other to accomplish their work

Task interdependence

the degree to which team members depend on each other for information, materials, and other resources to complete their job tasks

Outcome interdependence

the degree to which the outcomes of task work are measured, rewarded, and communicated at the group level so as to emphasize collective outputs rather than individual contributions

Team charters:

how the team will operate

Team performance strategies

delibrate plans that outline what exactly the team is to do

Team composition

describes the collection of jobs, personalities, knowledge, skills, abilities, and experience of team members

Team adaptive capacity

crucial to meet changing demands and to effectively transition members in and out

Functional v Dysfunctional Culture

Functional can be good and dysfunctional is bad

Warning Signs of Conflict Escalation

• Tactics Change

• Number of Issues Grow

• Issues move from specific to general

• Number of parties grow

• Goals change

Relational or Interpersonal Conflicts

• based on personal dislike or disagreement

  • particularly harmful

  • critically important to identify and remedy these conflicts

Intergroup conflict

cohesion and “in-group thinking”

Contact hypothesis

• the more members of different groups interact, the less intergroup conflict they will experience

• An approach to intergroup conflict

Conflict resolution

work to eliminate specific negative interactions, conduct team building, encourage and facilitate frienships via social events . . .

Psychologically safe climate

• shared belief held by team members that the team is a safe place for interpersonal risk taking and captures a sense of confidence that the team will not embarrass, reject, or punish someone for speaking up

Work-Life Conflict

occurs when the demands or pressures from work and life are mutually incompatible

Incivility

Any form of socially harmful behavior

Bullying

• different other forms of incivility

• most evident to others

Programmed conflict

• conflict that raises different opinions regardless of the personal feelings of the managers

• gets contributors to either defend or criticize ideas based on relevant facts rather than personal preference or political interest