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
MOD pizza case
Employees perform better when they are motivated (then know the motivating factors in the case) - MOD has both hygiene factors and motivators
how is value created?
- -satisfied, loyal, productive employees
- -customers who return!
- -strengthened comunities
- -owners live their values through - real estate choices, measurement in jobs created v. profit
what type of ppl do they hire:
–passionate, story tellers, dinner companions - can be themselves
they give their employees a sense of ownership!!!!
- -unlimited toppings at a flat rate
- -freedom to give free pizzas occasionally
- -no discrimination on hiring
LTV of customers
hire process
- -interview diff.
- -full time benefits
- -past not an issue
- -trained in various skills to do any of the roles
wanted ppl to feel a sense of community - a third place like home - feel safe and secure
Rob Parson case
When you are trying to implement a comp. culture, you may have to make decisions when trying to make sure the change happens (ex. Not promoting him)
Feedback style, timing, detail, quantity and location can make a huge diff. in performance
- -how will you manage your own career
- -developmental feedback is same whether you promote or not!
- -feedback is an on-going process
- -professionalism - the basics of rigorous self-evaluation, personal responsibility, good work habits, good attitude and interpersonal skills”
Alpha/beta exercise
• Imp. To maintain a culture that allows for personal differences but also utilizes each diff. effectively - focus on the strengths in personal differences - capitalize on those differences to make the company improve and accomplish goals
• Incorporate personal differences in your comp. strategy
Alpha dominated team won in first exercise - but round 2 they lost - need personal differences to be successful - diversity
—help us understand where indiv. behavior comes from, what is predictable and how to work with differences
NASA case
• Knowing why some people resist change
• Motivating factors
Kotter change model - FOCUS ON THIS!!!
ways Davis and Richards could have created more urgency?
- -cont. to provide support - create small wins - eliminate obstacles
- -have scientists run the exercise – emphasize early wins inside and ACROSS the org. to foster community
- -find ways to present as opp. not a threat
OB:
Systematic study of how indiv. and groups act w/in an organization
organization - 2+ ppl unified by same purpose
organizational culture consists of 3 levels:
2 conditions that help effect cultural change include ____ in a firm and _____ impacting the firm
the process through which new employees learn the attitudes, knowledge, skills and behaviors req. to function effectively w/in an organization is:
T/F - The mere act of publishing the mission stmt. makes it effective as it clarifies to all employees the purpose of the organization
assumptions, artifacts and values
–it is a system of shares assumptions, values, and beliefs that show ppl what is appropriate and inappropriate behavior
2 conditions that help effect cultural change include EXPERIENCING FAILURE in a firm and CHANGES IN THE EXTERNAL ENV. impacting the firm
organizational socialization
TRUE
some ex. of culture artifacts
mission stmt
–phrase that expresses a key
organizational value
rituals
–planned affairs/special events for audience benefit
rules and policies
–set acceptable and unacceptable behavior - indivates level of formalism in org. and shows priorities
stories
–narrative based on true events that is repeated and shared among org. employees - keep org. primary values alive
symbols
-object, act, or event that conveys meaning to others - physical layout is a symbol!!!
heroes
culture is imp. bc
- –an org. strongest assets or biggest liability
- –shared values are related to inc. performance
- -effective control mechanism dictating employee behavior
- -organizations with a rare and hard to imitate culture enjoy a competitive advantage
internal v. external focus
internal focus = unity
external = rivalry
flexibility = dynamism stability/focus = control
CFA is most valuable diagnostic tool for ALIGNING culture and strategy
culture comes from EMPLOYEES - CVF helps you identify if and where strategy and culture are aligned
Mod pizza quiz:
1. T/F - Mod has both a people strategy and a real estate strategy
- T/F enlightened capitalism involved becoming a non-profit after being a for-profit business
TRUE
FALSE
behavior
internal attribution
behavior
- -a function of the person and the situation interacting
- -conscientiousness predicts how successfully a person performs in a variety of jobs
internal attribution
–when you believe that behavior is caused by the internal characteristics of a person
social identity theory
people derive their identity and sense of self-esteem from groups to which they belong
–ppl seek to maximize inter-group distinctiveness and see other group members as less attractive
causes of behaviors/attitudes w/in organizations
situation and person = determine behaviors/attitudes
person factors
personality
demographics
national culture
self concept
self-concept = idea about who we are - physically, socially, spiritually and in terms of any other aspects that make up who we are
personality
set of traits, characteristics, and predispositions of a person
–nature and nurture —> personality
personality has an effect on
- -how ppl behave in org.
- -the types of careers ppl choose
- -how satisfied ppl are with their jobs
- -how well ppl handle stress
- -how effective ppl are as leaders
quiz answers:
- -realistic job previews help prevent breaches of psychological contracts T/F
- -if one looks at the # of studies conducted on attitudes, which one is most imp.
- -all of the following contribute to org. commitment except
- -which is NOT a predictor of org. citizenship behaviors
- -predictors of turnover include: poor performance, poor work attitudes, stress, personality and age of employee
- -T
- -job satisfaction
- -firm competitiveness on the mkt
- -abilities
- -T
two types of personality tests
- MBTI: Myers-Briggs Type Indicator
- -identifies 8 personality preferences: 4 pairs of opposites
- -based on 4 diff. types of questions
- -extraversion/introversion
- -sensing/intuition
- -thinking/feeling
- -judgment/perception
- –uses FORER EFFECT - were answers are so vague you can’t argue them - also positive so you don’t want to - Big 5 - OCEAN (BEST PREDICTIVE TEST)
- -openness to experience, conscientiousness, extraversion, agreeableness, neuroticism
- -score is percentile - what % of ppl you score HIGHER than in that category
- -tells you what you ran for each trait
—best way to fully understand your personality is to take an assessment multiple times over an extended period of time and use the History feature
BIG 5 PREDICTS BEHAVIOR BEST!!!!!
big 5 - OCEAN in detail
Openness to experience
–the extent to which someone seeks new experiences and is tolerant of change (Creativity)
conscientiousness
–how an indiv. approaches goals (achievement-oriented)
extraversion
–the degree to which a person can tolerate sensory stimulation from ppl and situations
agreeableness
–the degree to which we take other’s opinions into account
neuroticism
–how we respond to stress / negative experiences (Anxiousness)
the monkey business illusion
taught - ppl pay selective attention - and ignore elements not readily apparent
—we can easily miss what is right in front of us - we are not the masters of attention we think we are
types of perception
- visual
- self-perception
- social-perception
- -stereotypes
- -self-fulfilling prophesy
- -selective perception
perception does not matter in isolation
attributes - help us predict behavior
perceptions affect the attributions we make about ppl
–internal or external attributions
attributions come from…
perception - the office video of guy upset at his computer
–the main reason attributions matter is that WE make them so they help is predict OUR behavior
perception - how indiv. detect and interpret env. stimuli
–influenced by values, emotions, personality
internal or external attribution
- -consensus (others behavin the same)
- -distinctiveness
- -consistency (does person behave this was occasionally or always)
factors affecting attributions
- consensus
- -HIGH - everyone else behaves the same way
- -LOW - no one else behaves the same way - distinctiveness
- -HIGH - this person does not usually behave this way in diff. situations
- -LOW - this person usually behaves this way in diff. situations - Consistency
- -HIGH - every time this person is in this situation, he/she acts the same way
- -LOW - this person usually does not behave this way in this situation
performance =
motivation * env. opp. * ability
motivation is a force that leads to performance
- -desire to put forth effort toward achieving a goal
- -direction - what should I do?
- -intensity - how hard should I work?
- -persistence - how long should I work?
need-based theories - Maslow’s hierarchy of needs
pyramid in order from bottom to top
- -psychological
- -safety
- -love/belonging
- -esteem
- -self-actualization
Maslow says we are only motivated to move to next level once prior levels are achieved
needs lower on the pyramid - basic needs like psychological and safety - must be addressed before higher needs can be focused on
need-based theories
Herzberg’s 2 factor theory
motivators - lead to high performance
hygiene factors - the lack of these (when they are low) is a demotivator
–HYGIENE FACTORS ARE MOST POWERFUL IN THEIR ABSENSE
Need based and process based theories
need based
- -Maslow
- -two factor
process based
- -equity theory
- -expectancy theory
- -reinforcement theory
equity theory broken into 3 forms of fairness
equity theory is focused on FAIRNESS of REWARDS
–ppl are motivated by fairness
- procedural justice
- -the degree to which fair decision-making procedures are used to arrive at a decision - interactional justice
- -the degree to which people are treated with respect, kindness, and dignity in interpersonal interactions - Distributive Justice
- -the degree to which outcomes received from the organization are fair
very difficult to CHANGE what motivates someone but very easy to FIND OUT what motivates someone
best ways to make change a part of culture
publicize success
—share concrete results w/ employees
reward change adoption
–publicly recognize those who are giving support to the change effort
why is it imp.k to establish culture?
bc of you don’t develop your own culture, it will develop itself!!!!
