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HRM 1101 > Exam #2 > Flashcards

Exam #2 Flashcards

1
Q

Why study motivation?

A

If we understand why people behave the way they do, managers can exercise leadership and grow employee engagement

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2
Q

Daniel Pink

A

Studied what motivates people

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3
Q

Rote Tasks v. Brainpower

A

Rote taskes motivated by money; Money decreases performance for brainpower tasks

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4
Q

What motivates us?

A

Self-direction (autonomy); Mastery (being good at something); Purpose (working toward something worthwhile)

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5
Q

Two attitudes that relate to performance

A

Job Satisfaction (how happy are you?); Employee Engagement (how motivated are you?)

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6
Q

Job Satisfaction Indicators

A

Positive attitude; Work matches needs/interests; Good working conditions; Good pay/benefits; Like for co-workers/boss

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7
Q

What makes work meaningful?

A

Being self-aware (understanding strenghts); Hope (optimism for goals); Resonant Environment (energized, exciting, efficient); Inspirational leadership (respectful); Ethical organization

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8
Q

Intrinsic Motivation

A

“Self-satisfaction” feeling you get from work; No external rewards besides feeling of acomplishment

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9
Q

Extrinsic Motivation

A

Motivation that comes from outside of yourself– reward, compliment, increased status; Comes from someone else

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10
Q

Maslow’s Hierarchy of Needs

A

LESS POPULAR: Physiological Needs (basic needs); Safety Needs (safe environment); Belongingness Needs (acceptance by peers); Esteem Needs (positive self-image/attention); Self-Actualization Needs (needs for self fulfillment)

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11
Q

Hierarchy and Jobs

A

Heat/Air/Base Salary; Safe work/benefits/job security; Co-workers/Supervisors; Recognition/Increased responsibility; Opportunity for training/growth

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12
Q

What is the Two-Factor Theory?

A

Motivators; Hygiene Factors

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13
Q

Motivators

A

Factors that positively motivate such as recognition, responsibility, achievement, opportunities for growth

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14
Q

Hygiene Factors

A

Factors that create/eliminate job dissatisfaction but don’t result in job motivation; Ex: pay, working conditions, co-workers, job security

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15
Q

Three Needs Theory

A

Needs for Achievement (challenges, personal goals, success); Need for Affiliation (warm, fulfilling relationships); Need for Power (Influence, control, responsibility, social status)

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16
Q

Equity Theory

A

All about people’s perceptions of fairness (are you getting what you deserve?)

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17
Q

TAT Projective Test

A

Look at pictures of people alone or working with groups; asked to write short story describing what is happening in pictures

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18
Q

Motivating Behavioral Change

A

Theories resulting from psychology/research help explain how people can change behavior as a result of experience, consequences, and practices

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19
Q

Changing Behavior with Reinforcement

A

Positive Reinforcement; Avoidance Learning (stop criticizing); Punishment (negative statements); Extinction (no raise)

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20
Q

HR Techniques to Motivate

A

Job Enrichment (opportunities for learning, leadership or travel); Job Enlargement (growing a job by combining from smaller to bigger); Job Rotation (increasing satisfaction through change of jobs)

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21
Q

Employee Engagement

A

Large range shows connection between high engagement and financial success; Drives ethical behavior

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22
Q

What companies lead in employee engagement?

A

Gallup, Towers Watson, Aon Hewitt

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23
Q

Engagement Spectrum

A

Engaged (passionate, driven, goes extra mile); Not Engaged (Put in time but not energy); Actively Disengaged (negative and sabotages, no loyalty)

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24
Q

Engagement History

A

Became issue in 1930; “War for Talent” (used for modern engagement studies)

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25
Q

Why do companies care about engagement?

A

Huge cost of employee turnover (150% of salary)

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26
Q

Why manage performance?

A

Aligns organization behind goals; Drives behavior; Motivates employees and rewards them

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27
Q

Traditional Performance Management Programs

A

Establish goals for departments and individuals; Track progress throughout year; Measure end results; Reward efforts

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28
Q

Peter Drucker

A

Austria 1909-2005; Management consultant/author/educator; Considered father of modern management

29
Q

What were some Peter Drucker’s big ideas?

A

Management by objectives; Knowledge by workers; Decline of blue collar; Outsourcing; Decentralization; Importance of culture

30
Q

Drucker’s MBO Process Cycle

A

Set Corporate Objectives –> Set & Align Employee Objectives –> Monitor Performance –> Evaluate Performance –> Reward Employees

31
Q

360 Degree Feedback

A

Collect feedback on individual from variety of sources (self, manager, co-workers, customers, etc.)

32
Q

Rank and Yank System

A

Forced distribution; Pro: forces managers to have touch discussions w/ employees; Cons: Breeds mistrust among employees and management

33
Q

Rank and Yank Categories

A

A (top 20% loved and nurtured); B (middle 70%, must improve performance); C (bottom 10% fired)

34
Q

Compensation is a Critical Motivator

A

Helps attract/retain high-performance employees, impacts performance; Ex: salary, bonus, commissions, stock options

35
Q

Factors that Influence Pay/Benefits

A

Employee tenure/performance; Job type/skill; Industry; Unionized; Labor intensitivity ; Management philosophy; Geographic Location; Company Performance; Company Size

36
Q

Organization Levels

A

Customers/Clients; Operating Workers (front line); Team Leaders/Managers; Top Executives; Board of Directors

37
Q

What does the Board of Directors do?

A

Provide guidance; Oversee corporate; Approve strategy; Approve compensation; Oversee policy/finances; Act in interests of shareholders

38
Q

Alan Mulally

A

Oakland, CA 1945 –> Lawrence, Kansas; Graduated from U of KS & MIT; Joined Boeing 1969 –> Candidate for CEO 2005; President/CEO of Ford 2006

39
Q

Who hired Alan Mulally?

A

Bill Ford– great-grandson of Henry Ford; Supreme Act of Humility

40
Q

Bill Ford

A

1957 Detroit; Son of Ford and Firestone (tires); Joined Ford in 1979; Chairman 1998, CEO 2001; Went to Ford Headquarters after accident occurred

41
Q

Mulally’s Revolution at Ford

A

Communicate and inspiring vision; Make your values known; Live it; Think win-win

42
Q

Level 5 Leaders (Jim Collins)

A

Highly Capable Individual (uses talent and knowledge to contribute); Contributing Team Member (individ. capabilities); Competent Manager (organizes for efficiency); Effective Leader (committed to higher standard); Level 5 Executive (builds greatness through will)

43
Q

Competency

A

Capability/Ability; Both intent (willingness to do something) and action (actually doing it); Directly linked to performance

44
Q

Kinds of Compentencies

A

Threshhold (necessary to do job/bare minimum); Differentiating (set someone apart with outstanding performance); Technical (tools specific to field); Cognitive (seeing big picture); Relational (strong relationships)

45
Q

Keys to Effective Leadership

A

Emotional Competence (EQ– effective leadership); Power (influential leadership); Ethics (responsible leadership)

46
Q

Power

A

Ability to get people to do what you want by challenging how they think, feel, or act; Effective (increases good decisions, engagement, good workplace); Abusing (victim mentality, discourages engagement, encourages disloyalty)

47
Q

Disengaged to Highly Engaged

A

Isolates, Bystanders, Participants, Activists, Diehards

48
Q

Feedback

A

Info given to you by manager/peers about performance; Advice on how to be good at job

49
Q

Managers & Feedback

A

Essential to motivate; Many managers don’t give it because of time, uncomfortable, or not good at it; Ask for it if not given

50
Q

Managers vs. Leaders

A

Managers (control people/production, allocate resources, appeal to brain); Leaders (guide and inspire, appeal to hearts)

51
Q

Managers vs. Leaders Tasks

A

Managers (problem solve, seek order, concerned w/ how things get done, involved w/ daily action); Leaders (motivate, comfortable w/ uncertainty, function well in chaos, focused on future/culture/people)

52
Q

Emotional Intelligence (EQ)

A

Different way of being smart; How well we handle self/others; We learn it with maturity; More important that EQ

53
Q

EQ & Managing People

A

Major factor in business success; Key to managing and leadership

54
Q

EQ Misconceptions

A

Not just about being nice (may involve confronting); Not about giving free rein to emotions (manage feelings); Women are not better than men (usually equally good and managing EQ)

55
Q

How to improve EQ

A

(1) Become emotionally literate (know what you’re feeling); (2) Take responsibility for feelings; (3) Use feelings to help make decisions; (4) Show respect for other people’s feelings; (5) Validate what other people feel (understand, empathize)

56
Q

Corporate Culture

A

How things are done; Starts with vision of founder; Supported by slogans/rituals/values/beliefs; Integrated into performance management system; Difficult to change once in place

57
Q

Cultural Leaders

A

Articulate vision people can connect with; Encourage daily activities relating to vision; Culture reflects personality of leader

58
Q

Examples of Great Cultural Leaders

A

Thomas Edison, Jack Welch, Jeff Immelt (GE); Bill Hewlett, Dave Packard (HP); Steve Jobs (Apple); Herb Kelleher (SW Airlines); Walt Disney

59
Q

Levels of Culture

A

Visible– above water line (dress, office layout, slogans, websites, logos); Invisible– below water line (deep values/beliefes like 3M or J&J)

60
Q

IBM Cultural Transformation

A

Lou Gerstner CEO 1993-2002; Shifted culture from over-thinking everything to not being perfect but delivering fast; 100% of variable pay based on how well company was doing (encouraged teamwork)

61
Q

Adhocracy Culture

A

External focus with need to detect/interpret/translate signals quickly; Employees can make decisions; Customer response highly valued; Managers reward creativity/risk-taing; Ex: Marriott, Nordstrom

62
Q

Market Culture

A

External/Result-Oriented without need for flexibility; Value competition/aggression/personal initiative; Emphasizes winning and meeting ambitious goals; Ex: American Express, Citigroup, GE

63
Q

Clan Culture

A

Focused on involvement and participant of employees to meet changing needs; Family-like and caring; Values cooperation, consideration, avoidance of status differences; Ex: Google, Wawa, Starbucks

64
Q

Hierarchy Culture

A

Focus on stable environment; Values “following rules”; Orderly/Rational way of doing things; Ex: Government (military/nuclear power plants/hospitals)

65
Q

Cultural Elements

A

Heroes (W. Disney); Myths and Stories (H. Ford $5/day so everyone could afford car); Taboos (Google: Do no evil); Symbols (Nike check)

66
Q

Important Today

A

Innovation; Ethics/Sustainability; Customer Service; Diversity; Holistic mind/body/spirit

67
Q

Researching Culture

A

Read press about company; Read website of company; Ask employees; Ask interviewers

68
Q

HR’s Role in Creating Culture

A

Partner with leaders to determine best culture; Recruit people who fit culture; Design performance management system; Control behavior through rules; Design programs and succession plans

HRM 1101 (3 decks)

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