Term
| People-Centered Practices (Pfeffer) |
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Definition
- Protection of job security
- Rigorous hiring process-
- Employee empowerment
- Compensation linked to performance
- Comprehensive training
- Reduction of status differences
- Sharing of key information |
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Term
| Textbook Model of Human Resource Management |
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Definition
(Attracting Qualified Employees)
1. Recruiting
2. Selecting
(Developing Qualifed Employees)
3. Training
4. Performance Appraisal
(Keeping Qualified Employees)
5. Compensation
6. Employee Sepatation |
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Term
| Strategic Model for Human Resource Management |
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Definition
| (Desired Performance is in the Middle of all the stages) |
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Term
| Characteristics of Good Training Programs |
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Definition
(Created using process):
- Begin with needs assessment
- Have objectives used to select methods
- Evaluated for effectiveness
(Possess useful features):
- Cover general principles
- Provide variety of examples
- Provide practice and feedback |
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Term
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Definition
-Use social networks of existing employees and friends
- Use personal contact
-Target, target, target (what is desired performance? Thequalifications? Where will find people who fit?)
---Targeted online better than broad
-Monitor ‘brand’ on social networks, carefully proofread all ads |
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Term
| Job Descriptions & Specifications |
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Definition
Description Deff: List of duties, responsibilities, required
Specifications Deff: Qualifications needed for job
-Developed via job Analysis
1. Work-Centered (for job DESCRIPTION)
2. Worker-Centered (For job SPECIFICATION)
3. Hybrid (MOST COMMON)
-Include many sections |
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Term
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Definition
| MOST COMMON TOOL for Selection |
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Term
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Definition
-No fixed questions or systematic scoring
-Shortcomings |
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Term
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Definition
Susceptible to distortions and interview bias- (LOW VALIDITY)
-Open to legal Attack |
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Term
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Definition
| Set of Standardized Job-related Questions |
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Term
| Questions used in Structured Interviews |
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Definition
1. Hypothetical situations (situational interview)
2. Past behavior (behavioral interview)
3. Background
4. Job knowledge or job sample
5. Case interview |
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Term
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Definition
Process of:
1. Determining the degree of environmental uncertainty
2. Adapting the organization’s and its subunits’ design. |
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Term
| Contingency Design (UNDERLYING LOGIC) |
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Definition
| There is NO single best design for all companies and situations |
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Term
Contingency Design
(The Burns and Stalker Model) |
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Definition
Mechanistic Design:*(APPROPRIATE IN STABLE CONDITIONS) Set Hierarchical Structure, methods, responsibilities, and powers in company
Organic Design: *(APPROPRIATE IN CHANGING CONDITIONS) NO Hierarchical Structure, when fresh problems and unforeseen problems constantly arise |
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Term
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Definition
| Set of forces that initiates, directs, and makes people persist in their efforts to pursue a goal |
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Term
Importance of Motivation
(Job Performance Model) |
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Definition
*Job Performance =
Ability x Motivation x Situational Constraints
(CAN do x WILL do x ALLOWED to do) |
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Term
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Definition
1. Maslow (Hierarchy of needs)
2. Alderfer (ERG)
3. McClelland |
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Term
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Definition
*Hierachy of needs
5 needs:
1. Physiological needs (food, water)
2. Safety needs (Security of employment, health and family)
3. Love and belonging (friends, family, sex)
4. Esteem (Confidence, Respect)
5. Self-actualization (Morality, Creativity) |
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Term
| Alderfer Needs theory (ERG) |
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Definition
3 fundimental needs, all have various degrees:
1.(E)xistence
2.(R)elatedness
3.(G)rowth
*E & R less motivating as they are met; G more motivating! |
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Term
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Definition
Different ppl motivated by different needs:
1. Affiliation (nAff)
2. Achievement (nAch)
3. Power (nPow) |
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Term
| Redesigning jobs to be more motivating using job characteristics |
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Definition
(Job Characteristics):
- Skill Variety
- Task Identify
- Task Significance
--------->
(Psychological States):
-Experienced Meaningfulness at Work
------------->
High Motivation |
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Term
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Definition
Outcomes(self) / Input(self)
=
Outcomes(other) / Input(other)
(If one worker is paid more and works less--> You ask for a raise or less work) |
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Term
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Definition
3 Principles of fairness:
1. Distributive (Equity theory)
2. Procedural
3. Interactive
(Relevance of Managers):
- Efforts to be fair multi-faceted
- Being perceived fair (helps avoid problems at work) |
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Term
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Definition
Pay cut w/ inadequate explanation-Theft rates highest
Pay cut w/ adequate explanation- Theft rates increased but only half as much as other plant
Control Group- Stayed constent
*Shows- When employees have adequate explanation they are less likely to feel inequality and steal then employees with an inadequate explanation on pay cut. |
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Term
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Definition
truck drivers assigned goal of increasing the weight of their truck loads they made modifications to trucks so they could better estimate truck weight before driving to the weighing station
*Shows- When you set goals for people to achieve when they use there own personal knowledge they feel more acomplished
If the path to the goal is not a matter of using automatized skills, people draw from a repertoire of skills that they have used previously in related contexts |
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Term
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Definition
| Inspiring, influencing, guiding others in a common effort |
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Term
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Definition
| Planning, organizing, controlling, and allocating resources in a common effort |
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Term
| Myths of Leadership (Andy Stoll) |
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Definition
- Leaders work alone
- Leaders have all the answers
- Leaders have big titles and offices |
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Term
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Definition
-Getting stuff done for bank
-Take every opportunity you get
-Feedback is a gift
-Mentors are important
-Honesty is the best policy |
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Term
| 4 Broad types of Leadership Theories |
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Definition
1. Trait theory (1950)
2. Behavioral Theory (late 1950)
3. Situational Theory (1970)
4. Transformational Theory (1980) |
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Term
| 4 Components of Transformational Leadership |
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Definition
- Idealized Influence (Charisma)
- Inspirational Motivation
- Intellectual Stimulation
- Individualized Consideration
(Adopts logic of past trait, behavioral, and situational theories) |
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Term
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Definition
*Leadership can be Learned
After training sales men increased transforational leadership behavior
Does it matter? YES
After training sales went up for the managers part of the business |
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Term
| Prevalence of emails and meetings |
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Definition
Microsoft study on 11 ppl:
-23% of daily tasks are emial
-3.3 billion email accounts
-150 billion emails a day, 75% spam
Meetings:
Avg meetings a day: 3
Avg time in meetings: 158
*More meetings---> More tired |
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Term
| Non verbal behavior from managers |
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Definition
effects employee behavior
Positive: Smiles, head nods, eye contact
Negative: Frowns, head shaking, no eye contact
*Positive feedback builds trust and strong realationships |
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Term
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Definition
- Establish a PURPOSE and AGENDA
- Communicate them early and often
- Stick to them as best you can
- Align attendees, space, timing, etc to them
- Repeat and summarize often
- Clarify tasks & responsibilities at the end
- Listen and smile, have a conversation! |
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Term
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Definition
DO:
- Use subject line effectively
- Be clear about desired action
DON’T:
- Use graphics/attachments unless required
- Assume privacy
(Business email should read like a business letter – greeting/closing and proofread for errors) |
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Term
| 5 pieces of advice from Mr. Mondanaro |
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Definition
* Be truthful in everything you do
* Dont hide from Mistakes
* Key to sucess is passion, commitment, and vision
-Don't give up on yourself...you are special
- Be smart, ask for advice and input |
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Term
| 4 approaches to theory and practice to management |
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Definition
1. Scientific (Tests)
2. Administrative
3. Human Relations
4. Systems
(Each emphasizes a different outcome beacause of different values) |
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Term
Compelling Values approach |
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Definition
Flexibility
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HR(Cohesion) | Systems (Inovation)
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Internal | External
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Administrative (Stability) | Scientific (Productivity)
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Control |
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Term
Competing Values
(Which is Best?) |
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Definition
-Learn to BALANCE competing Values
- All important
-Open Mind and Adapt |
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Term
Management by Best Seller (Book)
Problems and Solutions |
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Definition
-Selective inclusion of anecdotal evidence
- Can encourage simplistic “do it because I said so” and “one-size fits all’” thinking
Solutions:
- Critical Thinking
- Stop and Think about your business |
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Term
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Definition
Deff: Systematic Process for collecting info on important work realated aspects of a Job.
-Work Activities (What they do, How and When)
-Tools and equipment used on the job
- Woking conditions and schedule
- Knowledge, Skills, and ability needed for job |
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Term
| Extrinsic Reward vs. Intrinsic Reward |
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Definition
Extrinsic: Tangible Object, given to employees for specific task (Flowers)
Intrinsic: Natural Reward for performing task (Feel good bout self) |
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Term
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Definition
The process of developing a pool of qualified job applicants
(Getting qualified and diverse
individuals to apply… more
applicants, more choices!) |
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Term
| Internal vs. External Recruiting |
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Definition
Internal: "Promotion from within"
(Job Postings)
(Career Path)
External: Getting pool of qualified applicants from outside of company
(Employee Referrals)
(Internet) |
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