Exam 2 Flashcards
Gaining power and influence: two basic factors to determine power
Personal attributes: expertise, attraction, effort, legitimacy
Position characteristics: centrality, flexibility visibility, relevance
Personal attributes
Expertise: work related knowledge
Attraction: charisma
Effort: desirable quality
Legitimacy: taking action congruent withthe prevailing value system
Position characteristics
Centrality: access to info in a communication network
Flexibility: freedom to exercise judgement
Visibility: interacting with influential people
Relevance: working on central objectives
Sources of personal power
Reward power: ability to dispense valued rewards
Coercive power dispense punishments
legitimate power: “right” of supervisor to influence subordinate
Referent power: desire to be liked, admiration
Expert power: knowledge, experience, ability
Transform power into influence -strategies
Retribution: forcing others to do what you want
Reciprocity: motivate others to do what you want
Reason: demonstrate sensibility of doing what you want
Retribution strategy
Direct approach: Coercion (threaten)
Indirect approach: Intimidation (pressure)
Reciprocity strategy
Direct approach: Bargaining (exchange)
Indirect approach: Ingratiation (obligate)
Reason strategy
Direct approach: present facts or needs
indirect approach: appeal to personal values
Motivational theory: Hackman & oldham
Skill variety, Task identity, Task significance → experienced meaningfulness of work motivation
Autonomy → experienced responsibility for outcomes of work
Feedback →knowledge of actual resultsof work activities
Outcomes:high internal work motivation,high qualityperformance,high satisfaction with work, low absenteeism and turnover
Expectancy theory:
A cognitive theory for motivation where people are assumed to be rational decision makers
Components of expectancy theory
Job outcomes: things organizations provide their employees, pay, vacation, etc.
Valences: employees feelings about outcomes
Instrumentality: performance related to outcome
Expectancy: effort leads to performance
Force: pressure to be motivated
Force = expectancy x sum of valences x instrumentalities
Equity theory (social)
Quantify our inputs and outcomes in common scale units, comparing inputs/ outcomes ratio with others
Person: the one doing the comparing
Other:the individual that one chooses to compare to
Inputs: all assets one brings to the job
Outcomes: all the benefits derived from work
Inequity reduction
Change inputs Change outcomes Get other to change inputs or outcomes Quit job for more equitable one Distort own and others outcomes Change comparison
Leading positive change
- Establish a positive climate
- Create readiness
- articulate vision
- Generate commitment
- Institutionalize the change
Types of planned change
Incremental: improve on current ways of doing things fine tune
Fundamental: do things fundamentally differently. Change assumptions.
Climate of positivity
- create positive energy networks
- establish compassion forgiveness
- identify strengths
Small wins
Concrete, complete, implemented outcome of moderate importance
Theory of reasoned action
Beliefs → Attitude → Intention → Job Performance
An individual’s decision to engage in particular behavior is based on the outcomes the individual expects will come as a result of performing behavior
Human Capital Management - drivers
- Leadership practices: communication, inclusiveness, supervising system
- Employee engagement:job design, commitment, time:
3.knowledge accessibility:availability, collaboration,informationsharing - Workforce optimization: process, conditions,accountability, hiring
5, Learning capacity:innovation, training, development, value and support
HCM maturity
Level 1: little or no attempt to address HCM area or factor
Level2: makes cursory, nonsystematic attempts
Level 3: demonstrates adequate,or baseline, capacity for foundation
Level4: beginning to systematically extend capability in HCM area
Level 5: Organization consistently demonstrates superior capability in optimizing HCM
HR impact
HR Management → organizational strategy,type of human capital, and employee behavior→ organizational performance
Human Capital
Employees training/knowledge, experience, judgments, insights, relationships
- can be a sustainable competitive advantage due to valuable, rare, cannot be imitated, and there are no good substitutes
Performance criteria
Theoretical/ conceptual:theoretical construct, and abstract idea that can never be measured. Need to find a way to operationalize.
Actual: actual measures of the conceptual criterion
Venn diagram
Conceptual criterion→ criterion deficiency: stuff that should be in actual criterion buts left off, example: only caring about quantity and not quality
Criterion relevance→validity of measurement and does what is intended, overlap
ActualCriterion → Criterion contamination: something in measurementthat shouldn’t be there. Can be random or systematic, but always error
