1
Q
What are the dimensions of employee performance?
A
- Task
- Membership
- OCB
2
Q
What are the dimensions of employee work attitude?
A
- Job satisfaction
- Organisational commitment
- Motivation
3
Q
What is social exchange theory?
A
- HRM practices signal to employees how much the organisation values them and supports their well-being
- HRM practices, which are experienced primarily through managers (agents of the organisation), shape the type of exchange relaiotnship employees have with the organisation
- Social exchange theory posits that the type of perceived exchange relationship between employees and organisations affects job performance and employee engagement
- Employees who perceive that the organisation values them and cares for their well being will reciprocate that treatment
4
Q
What are the types of exchange and social exchange theory and what are the outcomes?
A
- Social exchange - reciprocity
- Economic exchange - purely transactions
- When employees perceive the relationship to be based on social exchange, they are more likely to be committed high performers
5
Q
What are psychological contracts?
A
- Built on social exchange theory, psychological contracts refer to employees’ “belief that a promise has been made and a consideration offered in exchange for it, binding the parties to some set of reciprocal obligations”
- The fulfilment or breach of these expectation influences work attitudes and behaviours
- Psycholgical contract breach takes place when one party in a relationship perceives that the other party has neglected to fulfil what has been committed or promised
- Implicit, not contractualised
6
Q
What is the soft model and what does the opposite entail?
A
- Sometimes called the ‘high commitment’ model of HRM
- There are bundles of HR practices that support the Harvard model or ‘soft’ model of HRM
- Investment in learning and development
- Enhanced communication systems
- Employee involvement and participation in decisions
- Fair rewards
- The ‘hard’ approach focuses on efficiency and reducing labor costs
7
Q
What is organisational justice?
A
- Felt-fairness or perceived fairness is central to the state of the psychological contract
- Also known as organisational justice perceptions
8
Q
What are the dimensions of organisational justice?
A
- Procedural justice
- Interpersonal justice
- Distributive justice
9
Q
What is procedural justice?
A
- Dimension of organisational justice
- Concerns fairness in HR processes and managerial decision making
- Considerations are epsiecally pertinent to the procedures involved in measuring and assessing individual performance
10
Q
What is distributive justice?
A
- Dimension of organisational justice
- Related to the felt-fairness of allocative decision making outcomes
- Paritucalry pertinent to employee evaluations and expectations of reward processes
- Based on relative and absolute equity perceptions (equity theory) over/under reward
11
Q
What is Leader-Member Exchange?
A
- According to LMX, the quality of the realtoinshp between a leader/supervisor and follower predicts employee attitudes and behaviours
- Reinforces the importance of FLMs in the people management - performance causal chain
- There is evidence that LMC quality predicts job performance, satisfaction with supervisors, commitment and turnover intentions
12
Q
What is expectancy theory?
A
- Can offer some practical insights into motivation in the context of reward and performance processes
- Based on the assumption that work behaviour is determined by individual expectation of the likely consequences of such behaviour
13
Q
What are the conditions of expectancy theory?
A
- Valency (the worth of the reward)
- Expectancy (effort-performance link)
- instrumentality (performance-reward link)
