Ch9 Flashcards
employee behaviour
pattern of actions by the members of an organization that affects the organiation’s effectiveness
performance behaviours
total set of work-related behaviours that the organization expects employees to display
organizational citizenship
positive behaviours that do not directly contribute to the bottom line
counterproductive behaviours
behaviours that detract from organizational performance
absenteeism
when employee doesn’t show up for work
turnover
annual percentage of an organization’s workforce that leaves and must be replaced
individual differences
personal attributes that vary from one person to another
personality
relatively stable set of psychological attributes that distinguish one person from another
big five personality traits
- agreeableness (person’s ability to get along with others)
- conscientiousness (number of things a person tries to accomplish)
- emotionality (degree to which ppl tend to be positive or negative in their outlook and behaviours toward others)
- extraversion (person’s comfort level with relationships)
- openness (how open or rigid a person is in terms of his/her beliefs)
emotional intelligence (emotional quotient – EQ)
extend to which ppl are self-aware, can manage their emotions, can motivate themselves, express empathy for others, and possess social skills
altitudes
person’s beliefs and feelings about specific ideas, situations, or ppl
job satisfaction
the extent to which ppl have positive attitudes toward their jobs
organizational commitment
individual’s identification with the organization and its mission
psychological contract
set of expectations held by an employee concerning what he/she will contribute to an organization and what the organization will provide the employee in return
person-job fit
extent to which a person’s contributions and the organization’s inducements match one another
motivation
set of forces that causes ppl to behave in certain ways
- different approaches: classical theory/scientific management, early behavioural theory, and contemporary motivational theories
classical theory of motivation
a theory of motivation that presumes workers are motivated almost solely by money
scientific management
analyzing jobs and finding better, more efficient ways to perform them
time-and-motion studies
use of industrial-engineering techniques to study every aspect of a specific job to determine how to perform it most efficiently
Hawthorne effect
tendency for workers’ productivity to increase when they feel they are receiving special attention from management
classic motivation theories
human resources model, hierarchy of needs model, and two-factor theory
human resources model
theory x: a mngment approach based on the belief that ppl must be forced to be productive because they are naturally lazy, irresponsible, and uncooperative
theory y: a mngment approach based on the belief that ppl want to be productive because they are naturally energetic, responsible, and cooperative
hierarchy of human needs model
made by psychologist abraham maslow
- theory of motivation describing five levels of human needs and arguing that basic needs must be fulfilled before ppl work to satisfy higher-need level needs
- needs: physiological (concerned with survival), security (need for stability and protection from the unknown), social (need for friendship), esteem (need for recognition), self-actualization (need for self-fulfillment)
two-factor theory
theory of human relations developed by Frederick Herzberg that identifies factors that must be present for employees to be satisfied with their jobs and factors that, if increased, lead employees to work harder
- consist of motivation factors (achievement, recognition, etc) and hygiene factors (working conditions, company policies, etc)
contemporary motivation theories
expectancy theory – theory that ppl are motivated to work toward rewards that they want and that they believe they have a reasonable chance of obtaining
equity theory: the theory that ppl compare (1) what they contribute to their job with what they get in return, and (2) their input/output ratio with that of other employees
reinforcement/behaviour modification
reinforcement – controlling and modifying employee behaviour through the use of systematic rewards and punishments for specific behaviours
- manager has 4 basic reinforcement options: 1) positive (apply positive rewards when employees are good), 2) punishment (negative consequences when employees are bad), 3) omission (withhold positive reward when employee exhibits bad behaviour), and 4) negative reinforcement (withhold negative consequences when employees are good)
goal-setting theory
theory that ppl perform better when they set specific, quantified, time-framed goals
management by objectives (mbo)
a system of collaborative goal-setting that extends from the top of an organization to its bottom
participative management and empowerment
method of increasing job satisfaction by giving employees a voice in the mngement of their jobs and the company
wikis
websites that allow employees to add content on issues that are of use to the business
quality circle
technique for maximizing quality of production. employees are grouped into small teams that define, analyze, and solve quality and other process-related problems within their area
problem-solving team
focus on developing solutions to specific problems a company is facing
self-managed team
set their own goals, select their own team members, evaluate their own performance, and generally manage themselves
project team (venture team)
team that works on specific projects, such as developing new processes, new products, or new businesses
transnational team
teams composed of members working in different countries
virtual team
team of geographically dispersed ppl who use technology and telecommunication to complete specific tasks
benefits of teams
motivation, job satisfaction, increasing communication, etc
job enrichment
method of increasing employees’ job satisfaction by extending or adding motivating factors such as responsibility or growth
job redesign
method of increasing employees’ job satisfaction by improving the person-job fit through combining tasks, creating natural work groups, and/or establishing client relationships
flextime
method of increasing employees’ job satisfaction by allowing them some choice in the hours they work
compressed workweek
employees work fewer days per week, but more hours on the days they do work
telecommuting
allowing employees to do all or some of their work away from the office
advantages of telecommuting for employees
health benefits (lower stress), lower costs (gas), better use of time (no commute), better use of time (no interruptions)
disadvantages of telecommuting for employees
feeling out of the loop, separating personal and professional life, feeling ill-suited for telework (lack of discipline), finding it difficult to work closely with colleagues when needed, fear of career derailment
advantages of telecommuting for organization
increases productivity, saves cost (fewer offices), lower electric bills, access to qualified staff, less travel expenses, lower employee turnover
disadvantages of telecommuting for the organization
requires a change in mngement thinking, managers have difficulty trusting employees, bosses cannot communicate face-to-face with employees, boss
worksharing (job sharing)
method of increasing employee job satisfaction by allowing two or more ppl to share one job
leadership
process of motivating others to work to meet specific objectives
trait approach
based on the idea that leaders had different traits from non-leaders
- focused on identifying the essential traits that distinguished leaders
behaivioural approach
leadership approach focused on determining what behaviours are employed by effective leaders
- two basic forms of leader behaviour: task-oriented (leader focuses on how tasks should be performed in order to meet goals), and employee-oriented: leader focuses on satisfaction, motivation, and well-being of employees
three main leadership styles
autocratic: manager issues orders and expects them to be obeyed without question
democratic: manager requests input from subordinates, but manager keeps decision-making power
free-rein: manager serves as an adviser to subordinates who have a lot of authority when making decisions
situational (contingency) approach to leadership
leadership approach that assumes that appropriate leader behaviour varies from one situation to another
transformational leadership
set of abilities that allows a leader to recognize the need for change, to create a vision to guide that change, and to execute change effectively
transactional leadership
similar to management, it involves routine, regimented activities
charismatic leadership
type of influence based on the leader’s personal charisma
recent trends in leadership
leaders as coaches, gender and leadership (growing number of women in power), cross-cultural leadership (need to be sensitive and knowledgeable about other cultures)
Canadian vs American management
- canadian managers are more subtle and subdued, more committed to their companies, less willing to mindlessly follow the latest mngment fad, and more open to multiculturalism
strategic leadership
leader’s ability to understand the complexities of both the organization and its environment and to lead change in the organization so as to enhance its competitiveness
ethical leadership
leader behaviours that reflect high ethical standards
virtual leadership
leadership in settings where leaders and followers interact electronically rather than face-to-face
