HR Midterm Flashcards
P/E v. P/O
P/E = person/env. fit - how a person fits in their environment
P/O = Person/organization fit -
ex. Rob Parson - fit in env. but not the organization
Organization identification
Identify yourself with the company and consider yourself part of it - Walmart ex. - affects unity among employees
–you are also part of the team and feel invested and critical to the progress/success of the company
identification - the extent to which group membership and beliefs about the group are incorporated into the individual’s self concept
OCB - Org. citizenship behaviors
behaviors that aren’t necessarily in your job description (being kind, helpful)
- -v. work attitudes
- -LOOK IN 2 book 3 slides
culture
diff. btwn strong and weak culture
strong culture - consensus on values that drive the comp. with an intensity that is recognizable even to outsiders
- -facilitate performance bc characterized by goal alignment
- -create high levels of motivation bc shared values by members
- -provide control w/o oppressive effects of bureaucracy
self-efficacy v. self esteem
self-efficacy
- -feeling that you can do something
- -a belief that one can perform successfully
self-esteem
- -feeling confident in yourself and in your abilities
- -degree to which a person has overall positive feelings about oneself
locus of control
LOC - beliefs about what causes things to happen - the person or other ppl/things
high LOC v. low – or in the book says internal (high) v. external (low) LOC
–internal is better - bc if have internal LOC you believe you can change things around you - you also feel happy despite your circumstances bc you believe you can change things
psychological contracts
(elements, violation, consequences)
- -unwritten set of rules - what you assume the job is going to be - (assume clean work conditions, AC)
- -I signed no where to show up with clothes on…but you would feel weird if he showed up w/o clothes bc breach of psychological contract
- -Prof. sitting on floor in middle of class
EPO/VIE - expectancy theory
Expectancy theory (effort, performance, outcomes) - if you put in the effort, perform well, outcomes)
- expectancy - the person’s perception about the extent to which his/her effort will result in a certain level of performance
- -CAN I do the task to receive it? Am I capable of performing well enough to earn the $1 - instrumentality - the person’s perception about the extent to which performance at a certain level will result in attainment of outcomes
- -do I believe that if i complete the task I will get the reward? - does the prof. really have $1 to give me if I do it? - Valence - do I value the reward?
- -if it is $1 and i don’t think it is worth it…then I won’t do the work
if any of these are absent then the person will not put forth the effort to get the reward
called EPO or VIE
2 factor theory of motivation
- motivators
- -achievement, recognition, the work itself, responsibility, advancement, growth
- -things that motivate you to grow and improve! better performance bc of them - hygiene factors
- -comp. policies, supervision, relationships, work conditions, remuneration, SALARY, security
- -things that will make you upset if they don’t exist - help you enjoy work
- -IMP. to remember that if you don’t have these you won’t like work…but they are not things that motivate you
2 factor theory of motivation
- motivators
- -achievement, recognition, the work itself, responsibility, advancement, growth
- -things that motivate you to grow and improve! better performance bc of them - hygiene factors
- -comp. policies, supervision, relationships, work conditions, remuneration, SALARY, security
- -things that will make you upset if they don’t exist - help you enjoy work
- -IMP. to remember that if you don’t have these you won’t like work…but they are not things that motivate you
equity theory
individual outputs / indiv. inputs = others output/ others input
- -shows up a lot in new hires - if doing the same work, equally competent but getting paid diff. - feel it is unfair - think you should be equally compensated for same work (pay or benefits)
- -if you perceive that your outputs/inputs are not equal to others outputs/inputs what would you change to make it equal?
- —you would start to live to a lower standard
- -you will perceive that if you are rec. less for same work, you will start working less hours or inputting less
one way to deal with perceived inequity is to decrease your own inputs
–people are motivated by sense of fairness in interactions
person (outcomes/inputs) = others (outcomes/inputs)
inputs = contributions ppl feel they make in the env. (hard work, loyalty)
outcomes = perceived rewards you can receive from env. (pay)
Elements of culture
- center of circle is ASSUMPTIONS
- -most ppl have the same assumptions when they join a team - essential elements inside the culture
- –assumptions at BYU is that everyone here is okay with praying in class - unwritten and don’t have everyone’s consent…but assume it is ok
- –deeply held beliefs that guide behavior and tell members of an organization how to perceive and think about things (bottom of iceberq so can’t see - invisible) - VALUES (warrior spirit, servant heart, fun) - SW airlines example
- -ex. Tanner building - spiritually strengthening, intellectually enlarging = values BYU as a whole promises and works toward
- –espoused = what members say they value
- –enacted - reflected in the way indiv. actually behave - Artifacts - tangible things - the design of the Tanner building = evident of our culture
- -ex. flags going up the stairs says we are diverse and global - rewards and pictures
- -symbols of culture in the physical and social work env.
ASA
- Attraction - based on comp./culture/reputation they will attract certain applicants
- selection - based on culture they will select certain applicants to join as employees
- Attrition - your turnover - after working there, the employees will leave if the comp. is not like the assumptions they made about it…or the comp. will not give return offer if the employee is not the person they assumed would be = leads to keeping/sustaining/maintaining comp. culture - those who like the culture and fit in will STAY
- -naturally get rid of ppl who don’t fit
- -pros/cons = BOTH that it keeps the culture
is is HOW cultures are MAINTAINED – ASA then onboarding
CVF
Competing values framework
- COLLABORATE or CLAN- upper left
- –flexible and internal
- -do things together - mentor, team builder
- -Mod pizza - zappos
- -internally focused - Mod overpays employees bc wants them to feel like they have freedom and are happy at work - very focused on teamwork and positive employee/customer interaction - Control or hierarchy - lower left
- -focused and internal - structured
- -do things right - effciency, consistency, timeliness, uniformity
- -NASA
- -commercial banks - try to keep it internally focused but very strict on how they focus - accounting firms - structured and hierarchical - focused on internal processes and internal growth - leaders are organizers
- -Rob Parson came from compete focused bank to MS who was trying to become more internally focused - CREATE or adhocracy- upper right
- -flexible and external
- -do things first
- -apple and google - focused on innovation, creating new things - ahead of their competitors
- -shaping the mkt. and coming up with new ideas
- -dynamic and entrepreneurial - innovator, visionary - COMPETE or market - lower right
- -focused and external
- -do things fast - results oriented and competitive - profitability and mkt. share goals - aggressive
- -IB = fin. institutions
- -fast food or car comp. - competing with others - try to make a better burger than their competitor - trying to make a better car and sell it quickly before a competitor reaches the customer
Kotter’s 8 step model
Be able to go through the steps and take a single example through each one
- Create urgency - make people believe the change is necessary so things start happening
- Form a powerful coalition - getting ppl onboard to make the change happen
- Create a vision for change
- Comm. The vision - let ppl know what you are working towards
- Empower action - give incentives, rewards - make people motivated to change!!
- Create quick wins - give ppl little milestones to be accountable and see the change implemented and being successful
- Build on the change - cont. to build and make people see that it has been successful and valuable
- Make it stick - make it a part of comp. culture LT - keep it among new hires
Individual diff. (alpha/beta discussion)
person factors is center surrounded by: all these things contribute to personal diff. evident in ppl and how they act
- personality
- national culture
- self evaluation/concept
- demographics
self-concept
–how we view ourselves - knowing what we are good at and how we personally add value
precursors to positive work attitutdes
- -personality
- -person-env. fit
- -job characteristics
- -psychological contract
- -org. justice
- -work relationships
- -stress
- -work-life balance
all THESE ABOVE contribute to POSITIVE WORK ATTITUDES
- -job satisfaction
- -org. commitment
- -org. identification
AND if you are satisfied with your job will lead to
- -good job performance
- -low turnover
- -org. citizenship behavior
- -low absenteeism
LEARN THE CHART
The job performance chart
know the main columns and top 2 that lead to them
- citizenship
- -most affected by how we are treated at work and personality - absenteeism
- -health problems and work/life balance issues - turnover
- -poor performance and negative work attitudes - job performance
- -general mental abilities and how we are treated at work
