Final Exam Flashcards
First Short Answer Gaining Power and Influence
Two Basic Factors that determine individuals power in an organization.
- Position Characteristics
- Things that deal with their position:
Centrality
Flexibility
Visibility
Relevance
- Personal Attributes Expertise
Attraction
Effort
Legitimacy
Position Characteristics
Centrality
Flexibility
Visibility
Relevance
Centrality
Access to information in a communication network. Power is accrued via horizontal and vertical relationships
Flexibility
Freedom to exercise judgement
Visibility
Interacting with influential people; presentations vs. reports; task forces
Relevance
Working on the central objectives and issues in an organization
Personal Attributes
Expertise
Attraction
Effort
Legitimacy
Expertise
Work Related Knowledge from education, self learning, and experience
Attraction
Charisma, agreeable behavior, physical characteristics
Effort
Desirable quality; viewed as sign of dedication and commitment; know your boss!
Legitimacy
Taking action congruent with the prevailing value system (i.e. vision/mission/competitive advantage)
Being able to to transform power into influence
Retribution
Reciprocity
Reason
Retribution
Forcing others to do what you want
Direct Approach: Coercion (threaten)
Indirect Approach
Intimidation (pressure)
Reciprocity
Motivate others to do what you want
Direct Approach:
Bargaining
Indirect Approach:
Ingratiation
Reason
Demonstrate sensibility of doing what you want
Direct Approach:
Present Facts (or needs)
Indirect Approach:
Appeal to personal values
Expectancy Theory
The theory that states employees are able to be rational about how much work to perform
- Job outcomes
-Valences - Instrumentality
- Expectancy
- Force
Job Outcomes
Things organizations provide their employees (promotion, vacation time, pay, etc…)
Valences
Employees feelings about the outcomes
Usually +10 -10 scale
each outcome has a valence
Instrumentality
Extent to which I believe the obtainment of an outcome is related to my performance
Expectancy
Degree to which I believe that, If i put forth the effort I can achieve the needed performance level
Force
Amount of pressure within the individual to be motivated
Equity Theory
Feelings of inequity cause tension. The greater the inequity, the greater the tension
Person will be motivated to reduce tension
Job Characteristics Model Core dimensions
Skill Variety
Task Identity
Task Significance
Autonomy
Feedback
Job Characteristics Model Critical Physiological States
Experienced meaningfulness of work
Experienced responsibility of outcomes of work
Knowledge of actual results of work activities
Incremental Change vs Fundamental Change
fine tune change vs big philosophical or cultural change
Change can be either blank or blank
reactive or proactive
Maximizing return on people from course pack article
NO CLUE but 3 questions on this
Theory of Reasoned action
Beliefs
Attitude
Intention
Job Performance
Know the ven diagram (four questions)
NO CLUE about this
Rater Motivation
Managers giving out favorable ratings
Reasons for it:
- no reward/sanctions for accuracy
- needed by subordinate for promotion/salary increases
- reflect managers performance
- avoid negative reactions
- politics
False positives
+ covid test when you are not sick
(Accept)
False Negatives
- covid test when you are sick
True Positives
+ covid test when you are sick
True negative
- covid test when you are not sick
We can predict how employee is going to do by using equation and plugging in X
we can solve for Y and increase level of productivity and create cut scores
Work Sample Test
Candidate asked to actually perform a representative sample of work
Among the most valid predictors
Excellent Face validity and applicant acceptance
Civil Rights act of 1964 (Title 7)
It shall be an unlawful employment practice for an employer to fail or refuse to hire or to discharge any individual to otherwise to discriminate against any individual
The big 5
Race
Color
Religion
Sex
National Origin
Equal employment opportunity commission
receives and investigates complaints, issues guidelines and monitors hiring practices
Sexual harrassment
quid pro quo and hostile environment
Adverse impact math
is the selection ratio of one group is not atleast 4/5 of the majority group SEE SLIDE
Take amount of hired divide by number of total applicants, then divide it by the ratio of the opposite.
Short answer #2
Motivating others
Hackman and Oldams Job Characteristics Model
skill variety
task identity
task significance
autonomy
feedback
Apply this to our own sense of motivation at my orginization
Short Answer #3
Establishing climate positivity
Creating readiness
Being able to articulate a vision
Generate commitment to the change effort
Institutionalizing the Change
Short answer #4
Theory of reasoned action
beliefs
attitude
intention
Job performance
Theories are meant to describe and predict human behavior. How can this theory be utilized to explain and predict why their employees might be motivated?
Short answer #5 Ven diagram of performance appraisal
Ven diagram
conceptual criteria
- what we conceptualize to rate an employee
- Criterion deficiency things that should have been in actual but are left out
Actual criteria
- how we operationalize our theoretical criteria into some actual form into how we rate employee performance
- Criterion contamination random errors in employee evaluation
Intersection of these two
- Criterion relevance
- Validity of performance appraisal
Short Answer #6 Human resources selection
Two psycho metric criteria for evaluating any kind of assessment that are essential to have an effective program
Reliability and Validity
Reliability is all about consistency
Validity is inference based. Do the scores give something useful in correlation with Job performance
Content validity vs. Criterion related validity
Short answer #7
when want to see a Linear relationship between our criteria and a given test
y=a+bx
this linear equation can be useful to human resources
Short answer #8
two theories of discrimination
Disparate treatment
- plantif would need to show that the employer intentionally discriminated against the employee
Adverse impact
- intentions are irrelevant
- employer can have the effect of disadvantaging a certain group
- statistical disparity between groups and the 4/5 rule
