Term
|
Definition
• Technical
• Interpersonal
• Consulting |
|
|
Term
| Phases of the consulting project |
|
Definition
1. Entry & Contracting
2. Discovery & Dialogue
3. Analyses & the Decision to act
4. Engagement & Implementation
5. Extension, recycle or termination |
|
|
Term
| Skills relating to Entry & Contracting phase |
|
Definition
• Negotiating wants
• Coping with mixed motivation
• Dealing with concerns about exposure and the loss of control
• Contracting with multiple stakeholders |
|
|
Term
| Skills relating to discovery phase |
|
Definition
• Surfacing layers of analysis
• Dealing with political climate
• Resisting the urge for complete data
• Seeing the interview as an intervention |
|
|
Term
| Skills relating to the feedback phase |
|
Definition
• Funneling data
• Identifying and working with different forms of resistance
• Presenting personal and organizational data |
|
|
Term
| On which 2 levels do consultants operate? |
|
Definition
1. Content
Cognitive, analytical, rational, or explicit part of the discussion
Technical or business situation
2.Relational, affective level
Responsibility (50/50)
Feelings
Trust
Your own needs as a consultant |
|
|
Term
|
Definition
1. Expert
2. Pair-of-hands
3. Partner |
|
|
Term
| Characteristics of the expert role |
|
Definition
| The manager is inactive and his role is to judge and evaluate after the fact. The decision, data collection and analyses, and technical control all in the hands of the consultant. Collaboration is not needed and communication is limited. The consultant is responsible for implementation and the goal is to solve the immediate problem. |
|
|
Term
| Characteristics of the Pair-of-hands role |
|
Definition
| The consultant takes a passive role during interactions. The manager makes the decision, collect data, analyses the data and does the technical control. Communication is limited and collaboration is not needed. The manager specifies change procedures for the consultant to implement. The managerial role is to judge and evaluate from a close distance. While the goal of the consultant is to make system more effective by the application of specialized knowledge. |
|
|
Term
| Characteristics of the partner role |
|
Definition
| Here, the consultants goal is to solve problems so they stay solved. Interactions are interdependent and decisions are made bilateral. Data collection and analyses are joint efforts. Communication is two-way and collaboration is essential. The manager role is determined by discussion and agreement. |
|
|
Term
|
Definition
1. To establish a collaborative relationship
2. To solve problems so they stay solved
3. To ensure attention is given to both the technical business problem and the relationships
4. To develop client commitment |
|
|
Term
| Characteristics of management trends (fads) |
|
Definition
• Contagious through socialization
• Seem to be innovative, functional and rational
• Aimed at improving organizational performance
• Based on the desire to solve existing problems; proactively profit from possible benefits over competition
• Temporary |
|
|
Term
| Environment pressures to follow management fads |
|
Definition
• Competitiveness
• Increase in union activity
• Political and regulatory environment
• Dynamic and turbulent environment |
|
|
Term
| Conformity forces regarding management fads |
|
Definition
• Knowledge cascades
• Desire to be in the in-crowd
• Desire to avoid sanctions |
|
|
Term
| Organisational characteristics leading to follow management fads |
|
Definition
• Frustration from past efforts
• Desire for differentiation
• Culture of risk taking |
|
|
Term
| Companies that follow management fads are |
|
Definition
• More admired
• Seen as more innovative
• Perceived higher quality of management
• CEO’s get paid more |
|
|
Term
| 3 phases of the relationship between consulting and management research |
|
Definition
1. Management fashions as a quasi-scientific element
2. Management fashions as a foreign body
3. Management fashions as an object of scientific reflection |
|
|
Term
| Problems relating to Typologies |
|
Definition
1. Unsound theoretical foundations
2. Type is at odds with biological variation
3. Fictitious and incorrectly used scales
4. The tests are unreliable, artificially reliable, or unresearched |
|
|
Term
| How to sell a pseudoscience |
|
Definition
1. Create a phantom
2. Set a rationalization trap
3. Manufacture source credibility and sincerity
4. Establish a Granfalloon
5. Use self-generated persuasion
6. Construct vivid appeals
7. Use pre-persuasion
8. Frequently use heuristics and commonplaces
9. Attack opponents through innuendo and character assassination |
|
|
Term
| Aspects that help establish a granfalloon |
|
Definition
• Rituals & symbols
• Jargon and beliefs
• Shared goals
• Shared feelings
• Specialized information
• Enemies |
|
|
Term
| Evidence-based managers are |
|
Definition
• Multidisciplinary
• Adaptable
• Self-critical
• Cautious
• Empirical |
|
|
Term
| Problems to adapt evidence-based management |
|
Definition
1. Too much information
2. Persistent convictions
3. Jumping to conclusions |
|
|
Term
|
Definition
1. Formulate an answerable question (PICOC) (Ask)
2. Search for the best available evidence (Acquire)
3. Critical appraise the quality of the found evidence (Appraise)
4. Integrate the evidence with managerial expertise and organizational concerns and apply (Apply)
5. Monitor and evaluate the results (Assess) |
|
|
Term
|
Definition
- Population
- Intervention
- Comparison
- Outcome/objectives
- Context |
|
|
Term
|
Definition
- Scientific evidence
- Experiential evidence
- Organizational evidence
- Organizational values and stakeholders’ concerns |
|
|
Term
| Types of search strategies |
|
Definition
- Shotgun
- Snowball
- Building blocks |
|
|
Term
|
Definition
- Bias
- Confounding
- Reverse causation |
|
|
Term
| 7 ways to enhance individual performance at work |
|
Definition
1. Reward desired behavior
2. Goal setting
3. Mentoring
4. Executive coaching
5. Self-efficacy interventions
6. Training
7. ProMes |
|
|
Term
| Top 5 HR outsourced activities in Belgium |
|
Definition
1. Pay administration
2. Employee training
3. Interim/temp work
4. Recruitment and selection
5. Advice on HRM |
|
|
Term
| Operational reasons to outsource |
|
Definition
- Cost saving: economies of scale, scope, and skill
- Saving on labor “head count”
- Buffer against ups-and-downs
- Insufficient resources
- Developments in HR-technology
- Imitating others |
|
|
Term
| Strategic reasons to outsource |
|
Definition
- Focus on core value creating activities
- Increase innovation capabilities
- Increase financial flexibility (& risk spreading)
- Need for specialized knowledge |
|
|
Term
|
Definition
- Loss of control
- Dependence on the supplier
- Loss of expertise and knowledge
- Negative influence on employees
- Hidden costs
- Irreversibility
- Opportunistic partners
- Conflicts and cultural differences
- Risk of information leaks
- Intensive management of the relation |
|
|
Term
| 2 perspectives regarding HR outsourcing |
|
Definition
1. Opportunity for HR
a. Strong focus on strategic anchoring of HRM
b. Strategic role becomes more important
c. Routine and administration is outsourced
2. Threat for HR
a. Strong focus on cost saving in HR
b. Reduce head count
c. In-company HR disappears |
|
|
Term
| Scientific findings regarding Outsourcing and organizational performance |
|
Definition
- 75% of managers indicates that expectations are not met
- No direct effect of outsourcing on firm performance
- Outsourcing is positive if companies pursue a cost leadership strategy
- Outsourcing of peripherical activities is good for an innovation-differentiation strategy
- Outsourcing of training and payroll activities related to innovativeness
- Outsourcing of training related to stakeholder performance |
|
|
Term
| 7 deadly sins of outsourcing |
|
Definition
1. Outsourcing activities that should not be outsourced
2. Selecting the wrong vendor
3. Writing a poor contract
4. Overlooking personnel issues
5. Losing control over the outsourced activity
6. Overlooking the hidden cost of outsourcing
7. Failing to plan an exit strategy |
|
|
Term
|
Definition
1. Understanding opinions and attitudes
2. Evaluate management
3. Baseline measurement for internal and external benchmarking
4. Use data for organizational change and development |
|
|
Term
|
Definition
1. Preparation phase (pooling resources)
2. Design and development
3. Communication
4. Survey administration
5. Analysis and interpretation
6. Presenting
7. (transfer & action planning) |
|
|
Term
| Tips for formulating survey items |
|
Definition
1. Keep it simple
2. Avoid items with two questions
3. Avoid the extremes
4. Avoid leading questions
5. Reversed items |
|
|
Term
|
Definition
1. Takers
a. Like to get more than they give
b. Believe in a dog eat dog world
c. Self focused
2. Givers
a. Give more than they get
b. Other focused
3. Matchers
a. Quid pro quo
b. Principle of fairness |
|
|
Term
|
Definition
- The greater the expectation placed upon people, the better they perform
- Set high expectations
- High-expectations culture via goals and examples in the organization
- Works best with new inexperienced employees or in learning situation
- Train managers in the dangers of the golem effect |
|
|
Term
|
Definition
- The individual’s opinion about his ability and his self-expectations about his performance largely determine his performance
- Communicate strengths and high expectations to employees
- Openly identify high potentials
- Boost self-confidence
- Galatea effect also works with experienced employees |
|
|
Term
| Some learning principle for training |
|
Definition
- Prior knowledge
- Learning takes time, effort and motivation
- Individual differences
- Concentration is short
- Spread practice in time
- Multimedia works |
|
|
Term
|
Definition
1. Forming the design team
2. Identifying objectives
3. Identifying indicators
4. Defining contingencies
5. Designing the feedback system
6. Giving and responding to feedback
7. Monitoring the project over time |
|
|
Term
|
Definition
1. discovery stage
2. the wild-acceptance stage
3. digestion
4. disillusionment
5. hard core |
|
|
Term
|
Definition
Demonstrates that the person is up-to-date on current management techniques
prepares the individual for the next management fad
admired by the public
thought to be more innovative
perceived as having better managers
CEOs benefit from increased compensation |
|
|
Term
|
Definition
| the great popularity of a tool is a clear indication of its superiority. |
|
|
Term
| Rational choice theory & market efficiency assumption |
|
Definition
| the market is regarded as a process through which inefficiencies are eliminated and innovation is encouraged |
|
|
Term
| Academic criticism toward management fashions |
|
Definition
mystification and vague definitions
management advice is often formulated tautologically
creators are gurus
no accumulation of knowledge
old wine in new bottles
fashion techniques do not meet methodological standards |
|
|
Term
| Problems with Jungian theory and tests |
|
Definition
Unsound theoretical foundations
type is at odds with biological variation
fictitious and incorrectly used scales
the test are unreliable, artificially reliable, or unresearched |
|
|
Term
| 3 aspects that need to be highlighted in Evidence-Based Practice |
|
Definition
1. Evidence-based practice integrates the practitioner’s expertise and external evidence from research
2. It’s all about trying to obtain and use the best available evidence even if ultimately determined to be inconsistent or rejected as irrelevant
3. It uses systematic reviews to assess all available and relevant evidence rather than relying on single studies |
|
|
Term
| Key characteristics of Evidence-Based Practice |
|
Definition
1. The term “evidence based” is used or well known
2. The latest research finding and research summaries are accessible
3. Articles reporting primary research and traditional literature reviews accessible to practitioners.
4. “Cutting-edge” practices, panaceas, and fashionable new ideas are treated with healthy skepticism
5. There is a demand for evidence-based practice from clients and customers
6. Practice decisions are integrative and draw on the four sources of information and evidence described above
7. Initial training and continuing professional development (CPD) adopt evidence-based approaches |
|
|
Term
| The systematic review process |
|
Definition
i. Identify and clearly define the question the review will address
ii. Determine the types of studies and data that will answer the question
iii. Search the literature to locate relevant studies
iv. Sift through all the retrieved studies to identify those that meet the inclusion criteria
v. Critically appraise the studies by assessing the study quality determined in relation to the review question
vi. Synthesize the findings from the studies
vii. Disseminate the review findings |
|
|
Term
| Barriers to Evidence-based Practice in I-O Psychology |
|
Definition
1. The apparent lack of demand from out clients for evidence-based I-O psychology
2. Predominance of master’s-level practitioners who have learned to practice I–O psychology in unsupervised ways.
3. Reluctance to acknowledge the limitations of our knowledge; limited skepticism
4. Politics of evidence in organizations (seniors,..) |
|
|
Term
| Common Misconceptions of Evidence-Based Practice |
|
Definition
1. Evidence-based practice ignores the practitioner’s professional experience
2. EBP is all about numbers and statistics
3. Managers need to make decisions quickly and don’t have time for EBP
4. Each organization is unique, so the usefulness of scientific evidence is limited
5. If you do not have high-quality evidence, you cannot do anything
6. Good-quality evidence gives you the answer to the problem |
|
|
Term
| 6 substitutes that managers often use for the best evidence: |
|
Definition
1. obsolete knowledge
2. personal experience
3. specialist skills
4. hype
5. dogma
6. mindless mimicry of top performers |
|
|
Term
| What makes it hard to be evidence based? |
|
Definition
- Too much evidence
- Not enough good evidence
- Evidence doesn’t quite apply
- People are trying to mislead you
- You are trying to mislead you
- Side effects outweigh the cure
- Stories are more persuasive |
|
|
Term
| 2 reasons that source credibility is an effective propaganda device |
|
Definition
i. We often process persuasive messages in a half-mindless state
ii. Source credibility can stop questioning |
|
|
Term
| Forms of organisational facts, indicators and metrics |
|
Definition
Soft elements
i. Organizational culture
ii. Employees’ educational level & skills
iii. Management style
Harder figures:
i. Departmental turnover rates
ii. Workload
iii. Productivity trends |
|
|
Term
| career-related support (mentoring) |
|
Definition
a. This type of support enhances protégé’s advancement in the organization
b. mentor functions: sponsorship, exposure and visibility, coaching, protection, and challenging assignments.
c. This mentor function is possible because of the senior person’s position, experience, and organizational influence and serves the career-related ends of the junior person by helping him or her learn the ropes of organizational life, gain exposure, and obtain promotions. |
|
|
Term
| Psychosocial support (mentoring) |
|
Definition
a. This type of support addresses interpersonal aspects of the relationship and refers to “those aspects of a relationship that enhance an individual’s sense of competence, identity, and effectiveness in a professional role” (Kram, 1985, p. 32).
b. Specific psychosocial functions include role modeling, acceptance and confirmation, counseling, and friendship. |
|
|
Term
| 5 basic arguments of Feedback Intervention Theory |
|
Definition
o Behavior is regulated by comparisons of feedback to goals or standards
o Attention is limited and therefore only feedback-standard gaps that receive attention actively participate in behavior regulation
o Attention is normally directed to a moderate level of the hierarchy
o FIs change the locus of attention and therefore affect behavior
Arguments are interdependent, and each consecutive argument is built on the preceding argument |
|
|
Term
| Goals affect performance through four mechanisms. |
|
Definition
1. Goals serve a directive function; they direct attention and effort toward goal-relevant activities and away from goal-irrelevant activities.
2. Second, goals have an energizing function. High goals lead to greater effort than low goals. This has been shown with tasks that
a. directly entail physical effort, such as the ergometer
b. entail repeated performance of simple cognitive tasks, such as addition
c. Include measurements of subjective effort include physiological indicators of effort
3. Third, goals affect persistence. When participants are allowed to control the time they spend on a task, hard goals prolong effort
4. Fourth, goals affect action indirectly by leading to the arousal, discovery, and/or use of task-relevant knowledge and strategies |
|
|
Term
| Two key categories of factors facilitating goal commitment are |
|
Definition
(a) factors that make goal attainment important to people, including the importance of the outcomes that they expect as a result of working to attain a goal, and
(b) their belief that they can attain the goal (self-efficacy). |
|
|
Term
| There are many ways to convince people that goal attainment is important. |
|
Definition
1. Making a public commitment to the goal enhances commitment
2. enhanced by leaders communicating an inspiring vision and behaving supportively.
3. allow subordinates to participate in setting them.
4. Working collaboratively
5. Monetary incentives are one practical outcome that can be used to enhance goal commitment. |
|
|
Term
| Leaders can raise the self-efficacy of their subordinates |
|
Definition
(a) by ensuring adequate training to increase mastery that provides success experiences,
(b) by role modeling or finding models with whom the person can identify,
(c) through persuasive communication that expresses confidence that the person can attain the goal |
|
|
Term
| Practical applications Goal setting |
|
Definition
1. Productivity and Cost Improvement:
setting a specific difficult goal leads to significant increases in employee productivity
2. Performance Appraisal
the higher the goal, the higher and more positive the performance appraisal.
3. Selection:
Situational interview to asses applicants prior employment
4. Self-regulation at work |
|
|
Term
| Commissions beyond sales to customers. |
|
Definition
a. aligned with the organization's strategy and core competencies.
b. determined by customer satisfaction and/or sales team outcomes such as meeting revenue or profit targets. |
|
|
Term
| Rewarding leadership effectiveness. This newly emerging technique is |
|
Definition
a. based on factors beyond the financial success of the organization.
b. employee satisfaction or commitment measure |
|
|
Term
|
Definition
a. recognizes the need for flexibility and change
b. based on their demonstrated skills rather than the jobs they perform. |
|
|
Term
|
Definition
a. rewards the more abstract knowledge or competencies of employees,
b. such as those related to technology, the international business context, customer service, or social skills. |
|
|
Term
|
Definition
(1) the detrimental effects of rewards occur under highly restricted, easily avoidable conditions;
(2) mechanisms of instrumental and classical conditioning are basic for understanding incremental and detrimental effects of reward on task motivation;
(3) positive effects of rewards on performance are easily attainable using procedures derived from behavioral theory. |
|
|
Term
| Money (motivational properties) |
|
Definition
- Outcome utility.
Employees are typically attracted to financial incentives and are likely to become dissatisfied if these are threatened or taken away.
- Informative value
Money does not provide much specific information regarding the nature of the performance-standard discrepancy
- Regulatory mechanism
Considering the mechanism through which it impacts human action, money can take on instrumental or symbolic motivational properties.
o instrumental mode: money can be used to satisfy physical or psychological needs.
o Symbolic mode: provides a potent source of social-comparison information, indicate a person’s standing (e.g., status) relative to comparison others. |
|
|
Term
| Feedback (motivational properties) |
|
Definition
- Outcome utility
To achieve role clarity, performance feedback needs to be:
(a) operationalized as an external intervention,
(b) conveyed in a positive manner,
(c) immediate,
(d) specific
- Informative value
o Outcome feedback
conveys to the employee only the discrepancies between the level of performance and the desired performance standard.
o Process feedback
includes communicating to the employee how the performance was executed and what could be done in the future to improve the performance, and what are the dynamic complexities where sequencing may need to change)
- Regulatory mechanism
feedback regulates human action through a feedback-standard discrepancy process |
|
|
Term
| Social Recognition (motivational properties) |
|
Definition
- Outcome utility.
o Social recognition derives motivation potential from its predictive value and, importantly, not from the social reactions themselves.
o Social reactions to performance become a predictor of future rewards, which, in turn, strengthens one’s behavior.
- Informative content.
o does not entail much of the informative task-related content that may be useful for the direct improvement of performance.
o It is the difference between the indiscriminate approval and the genuine appreciation with promising outcomes that portrays the continuum from dichotomous to the ordinal informative level of social recognition
- Regulatory mechanism.
Based on the social recognition received and, thus, the perceived prediction of desired consequences to come, people will self-regulate their future behaviors by forethought. By using forethought, employees may plan courses of action for the near future, anticipate the likely consequences of their future actions, and set performance goals for themselves. |
|
|
Term
| Why leaders use the sandwich approach |
|
Definition
- They think it is easier for people to hear and accept negative feedback
- Think it provides balanced feedback
- Believe that giving positive feedback with negative feedback, reduces worker discomfort and anxiety
- They find giving negative performance feedback too stressful |
|
|
Term
| Nine-step approach for correct correcting: |
|
Definition
1. Plan the discussion
2. Keep positives and negatives separate
3. Timing
4. Focus on the behavioral issues
5. Link the issue to business impact
6. State consequences if behavior does not improve
7. Identify the proper and required behavioral change that the supervisor expects
8. Help the worker
9. Express confidence in the employee’s ability to improve
10. Maintain appropriate documentation of the discipline administered |
|
|
Term
|
Definition
| This theory suggests that a single survey design attribute will have different ‘‘leverages’’ on the cooperation decision for different persons. The theory further stipulates that the activation of the potential leverage depends on whether the attribute is made salient to the sample person during the survey request. Thus, different design alternatives may be attractive to different subgroups. |
|
|
Term
| Nine techniques are assumed to be effective for increasing response rates. |
|
Definition
1. Advance notice
2. Follow-up
3. Monetary incentives or gifts
4. Highly relevant survey topic
5. Personalization.
6. Preserving the anonymity of participants using identification numbers.
7. University sponsorship of the survey.
8. Personally handing-out surveys
9. Internet technology |
|
|
Term
|
Definition
| are tangible and can be easily verified by due diligence. They refer to the ability of vendors to provide low-cost and state-of-the-art solutions. Important criteria also include business experience and financial strength. |
|
|
Term
|
Definition
| are attitudinal. They may be non-verifiable and may change depending on circumstances. Important soft criteria include a good cultural fit, a commitment to continuous improvement, flexibility, and a commitment to develop long-term relationships. Trustworthiness is an important soft criterion. |
|
|
Term
|
Definition
| A useful technique is to entrust a large number of vendors with commodity activities before outsourcing more sensitive activities to the best vendors. |
|
|
Term
|
Definition
| (i.e., to examine the vendor's reputation). A reputation for proficiency and trustworthiness is a useful asset that vendors care about because it helps attract new clients. |
|
|
Term
| vier soorten verborgen kosten: |
|
Definition
i. zoek- en contractkosten,
ii. initiële (overgangs) transitiekosten,
iii. kosten verbonden aan het managen van de outsourcingsrelatie
1. Deze kosten hebben drie verschillende dimensies:
a. het monitoren van de overeenkomst om ervoor te zorgen dat leveranciers hun contractuele verplichtingen nakomen,
b. het onderhandelen met leveranciers en de leverancier sanctioneren wanneer die de afspraken niet nakomt
c. het onderhandelen van veranderingen in het contract wanneer zich onvoorziene omstandigheden voordoen.
iv. post transitiekosten (switchingkosten). |
|
|
Term
| differences between the academic and practice domain |
|
Definition
- different frames of reference
- Both have developed a different, semi-autonomic language
- trade-off between strictness and relevance
- Academic culture is separated from the advice culture |
|
|
Term
| Latent functionality (Mgt concepts) |
|
Definition
Functions of management concepts that become visible within the social context of implementation. For example, legitimacy, uncertainty absorption, implementation, sense-making
Revealing these function leads to the start of their abolition |
|
|
Term
|
Definition
Management concepts that are considered rational, are not questioned anymore. This institutional element is considered advantageous even when inefficient.
Management concepts as institutional element to increase legitimacy |
|
|
Term
| criticism towards Management by Objective |
|
Definition
| Too much emphasis on bottom line aspects of the organization |
|
|
Term
| criticism towards sensitivity training |
|
Definition
sessions led by poorly trained facilitators
the interdependency of co-workers gave the groups a very personal nature, in contrast with the original importance that participants had to be strangers
little/no proof of sufficient carry-over of training results to job |
|
|
Term
| criticism toward Quality Circles |
|
Definition
lack of central support & guidance
not very effective |
|
|
Term
| criticism toward Total Quality Management |
|
Definition
high cost
too much bureaucracy
difficult processes
management did not embrace TQM as part of the culture |
|
|
Term
| Criticism toward Self-managed teams |
|
Definition
performance improvements overstated in literature
individual resistance to team participation
proofed not to be beneficial to many organizations |
|
|
Term
|
Definition
3 dimensions:
attitude (Extraversion - Introvertion)
irrational information process preference (experience - intuition)
rational preference (think - feel)
1 dominant and the others are auxiliary functions |
|
|
Term
| key strategies for promoting evidence based practice |
|
Definition
Practice oriented evidence
systematic reviews |
|
|
Term
| 4 feedback characteristics that influence performance enhancement |
|
Definition
task familiarity
feedback is not a threat for the self
cues that support learning
contains information about discrepancy between the standard and the performance |
|
|
Term
| feedback system moderators |
|
Definition
feedback quality
number of feedback received before the start of the program
changes in the feedback system |
|
|
Term
| best outsourcing contracts are |
|
Definition
| precise, complete, incentive-based, balanced, flexible |
|
|
Term
| When are small effect sizes meaningful? |
|
Definition
For interventions that require few resources
for interventions at population level
for very serious issues |
|
|
Term
| Goals may cause systematic problems in organizations due to... |
|
Definition
narrowed focus
increased risk taking
unethical behavior
inhibited learning
decreased cooperation
decreased intrinsic motivation |
|
|
Term
|
Definition
| people are over-reliant on the first piece of information they hear. |
|
|
Term
|
Definition
| people overestimate the importance of information that is available to them. |
|
|
Term
|
Definition
| the probability of one person adopting a belief increases based on the number of people who hold that belief. This is a powerful form of groupthink and is reason why meetings are often unproductive |
|
|
Term
|
Definition
| failing to recognize your own cognitive biases is a bias in itself. People notice cognitive and motivational biases much more in others than in themselves |
|
|
Term
|
Definition
| when you choose something, you tend to feel positive about it, even if that choice has flaws. Like how you think your dog is awesome - even if it bites people every once in a while. |
|
|
Term
|
Definition
| This is the tendency to see patterns in random events. It is key to to various gambling fallacies, like the idea that red is more or less likely to turn up on a roulette table after a string of reds |
|
|
Term
|
Definition
| We tend to listen only to information that confirms out preconceptions - one of the many reasons it's so hard to have an intelligent conversation about climate change. |
|
|
Term
|
Definition
| Where people favor prior evidence over new evidence or information that has emerged. People were slow to accept that the Earth was round because they maintained their earlier understanding that the planet was flat. |
|
|
Term
|
Definition
| The tendency to seek information when it does not affect action. more information is not always better. With less information, people can often make more accurate predictions. |
|
|
Term
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Definition
| The decision to ignore dangerous or negative information by burying one's head in the sand, like an ostrich. Research suggest that investors check the value of their holdings significantly less often during bad markets. |
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Definition
| Judging a decision based on the outcome - rather than how exactly the decision was made in the moment. Just because you won a lot in Vegas doesn't mean gambling your money was a smart decision. |
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Definition
| Some of us are too confident about our abilities, and this causes us to take greater risks in our daily lives. Experts are more prone to this bias than laypeople, since they are more convinced that they are right. |
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Definition
| When simply believing that something will have a certain effect on you causes it to have that effect. in medicine, people given fake pills often experience the same physiological effects as people given the real thing. |
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Definition
| When a proponent of an innovation tends to overvalue its usefulness and undervalue its limitations. |
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Definition
| The tendency to weigh the latest information more heavily than older data. |
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Definition
| Out tendency to focus on the most easily recognizable features of a person or concept. |
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Definition
| allowing our expectations to influence how we perceive the world. |
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Definition
| Expecting a group or person to have certain qualities without having real information about the person. It allows us to quickly identify strangers as friends or enemies; |
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Definition
| an error that comes from focussing only on surviving examples, causing us to misjudge a situation. For instance, we might think that being an entrepreneur is easy because we haven't heard of all those who failed. |
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Term
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Definition
| Sociologist have found that we love certainty - even if it's counterproductive. Eliminating risk entirely means there is no chance of harm being caused. |
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Term
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Definition
Learning goals
for complex, ambiguous, non-familiar or creative solutions in which new knowledge/skills have to be acquired.
Performance goals
for easy situations, in which mainly motivation is important. |
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Term
| How to apply executive coaching? |
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Definition
1. Data Gathering
relationship building, assessment, interviews, observation
2. feedback phase
provide results from phase 1
cope with resistance
3. periodic coaching sessions
action plans
exercises
4. evaluation |
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Term
| Results from Stajkovic & Luthans (2003) regarding rewards |
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Definition
d = .47; 16% performance increase; 63% change of succes
pay: d=.68; 23% performance increase
social recognition: d=.51, 17% performance improvement
Feedback: d=.29, 10% performance increase
all 3 combined: d=1.88 |
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Term
| Results from Kluger & DeNisi (1996) regarding feedback |
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Definition
d=.41
1/3 of the cases showed that performance reduced |
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Term
| SMART (Kenedy, 1961) & results |
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Definition
Specific, Measurable, Attainable, Relevant, Time-bound
d=.77 compared to 'do your best' |
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Term
| Results regarding mentoring (Allen etal.2004) |
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Definition
d=.24 for Salary
d=.65 for promotion
d=.36 for Job satisfaction
d=.12 for intention to stay |
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Term
| Results regarding HR-outsourcing (Delmotte & Sels, 2005) |
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Definition
Strong relation between the degree of strategic anchoring of HR and the degree of HR outsourcing
No relation between degree of outsourcing and focus on cost reduction in HRM |
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Term
| results Coaching (Theeboom etal, 2003) |
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Definition
performance/skill = .60
well-being = .46
Coping = .43
Goal attainment = .74
work/career attitude = .54 |
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Term
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Definition
| people are over-reliant on the first piece of information they hear. |
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Term
| Change comes in 2 varieties |
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Definition
Create change in the line organization of a structural policy of procedural nature
the end result that one/many people in the line organization have learned something new |
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Term
| assumption 'flawless consulting' |
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Definition
problem solving requires valid data
effective decision making requires free & open choice
effective implementation requires internal commitment |
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Term
| 2 advantages from creating a collaborative relationship |
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Definition
promises max use of people's resources
spreads responsibility for succes/failure & implementation |
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Term
| problems relating to the pair-of-hands role |
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Definition
dependent on the manager's ability to understand & develop a plan
managers interpret questions/requests as doubting their experience
willing to do what is asked, even when it's shit |
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Term
| problems with operating in the expert role |
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Definition
Consultant's ability to make an accurate assessment
commitment of people to take the recommended actions
you have to know everything, no room for mistakes |
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Term
| problems with operating in the collaborative role |
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Definition
skills as quick answers to management problems
management with preference for the expert role, see it as indifference
Mgt. with preference for pair-of-hands, see it as insubordination
takes time |
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Term
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Definition
| faulty practices and decision making |
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Term
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Definition
actively exploring alternatives
seeking understanding
testing assumptions about effectiveness |
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Term
| Advantages of EBHR over other fields |
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Definition
HR research is well developed
bodies of evidence relating to ongoing challenges
richest, most expansive base of scientific evidence |
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Term
| Why is it important to make your decisions more explicit? + 2 parts of doing this |
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Definition
to reduce decision neglect
to avoid making decisions on auto pilot
to increase mindful, deliberate decision making
1. developing decision awareness
2. paying attention to how a decision gets made |
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Term
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Definition
1. science-based practice of management promotes better outcomes from your decisions & eases their implementation
2. it's empowering; helps to develop powerful arguments to convince others
3. ensures ongoing learning throughout your career |
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Term
| Factors that influence the effectiveness of the interventions (PROMES) |
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Definition
1. degree of match: how close the original ProMes formulation was followed
2. quality of feedback
3. levels of change in the feedback system
4. amount of prior feedback
5. interdependence: Promes is less effective for highly interdependent units |
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Term
| 5 areas where practitioners think they are ahead of science and non-practitioners think the opposite |
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Definition
recruitment
performance management
organizational culture
training and development
employee engagement |
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Term
| Reasons why meta-analysis and reviews aren't useful for practice |
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Definition
open to many forms of bias
do not focus on a specific research, practical question or problem |
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Term
| How to help organizations to become more evidence based |
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Definition
provide systematic review services
help make sense of existing data/collect new data to diagnose problems/indicate effectiveness
Work as facilitators/coaches for management |
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Term
| Findings relating to workplace coaching |
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Definition
effective for: individual performance > mood & motivation > skill based
internal > external coaches; negative impact of multisource feedback
face-to-face = online coaching |
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