HRM school Flashcards
Empowerment
Seibert
a set of structures, policies, and practices designed to decentralize power and authority throughout the organization, enabling employees at lower levels in the organization to take appropriate action.
Psychological empowerment (4)
Seibert
a sense of control in relation to one’s work and an active orientation to one’s work role that is manifest in four cognitions: meaning, self-determination, competence, and impact. Highest levels of intrinsic task motivation were proposed to emerge only when all four cognitions are high:
Name & explains the 4 aspect of psychological empowerment
Seibert
- Meaning: the alignment between the demands of one’s work role and one’s own beliefs, values, and standards.
- Self-determination: one’s sense of choice concerning the initiation or regulation of one’s actions.
- Competence: one’s belief in one’s capability to successfully perform work activities.
- Impact: one’s belief that one can influence strategic, administrative, or operational activities and outcomes in one’s work unit.
High performance managerial practices:
Seibert
- include open information sharing, decentralization, participative decision making, extensive training, and contingent compensation. Affects all 4 parts of psychological empowerment: understanding increases meaning, more info means better determination of action, more knowledge= more competence and more control over practices mean they can make an impact.
Socio-political support:
Seibert
- which elements in the work context provide an employee with material, social, and psychological resources. It will enhance employees’ feelings of task competence and impact because of the greater availability of the material resources, power, and influence needed to accomplish tasks and work-related goals.
Leadership:
Seibert
- a supportive, trusting relationship with one’s leader is an important in psychological empowerment. Leaders supply informationmeaningfulness, leaders can give autonomydetermination/impact, role models/feedback/coaching competence.
Work design characteristics:
Seibert
- nature of job influences psychological empowerment. Challenging work competence, learningself-efficacy, autonomyimpact.
Job satisfaction:
Seibert
- Jthe extent to which one’s needs are fulfilled at work. Meaning/self-determinationgrowth through autonomy/self-control. Competence/impactexperience competence/control. Phycological empowerment fulfill intrinsic needs and therefore are more satisfied at work.
Organizational commitment:
Seibert
- assesses the fit between the demands of the work role and the individual’s needs and values. Empowerment will increase ability of individual to express values and interests through work.
Strain:
Seibert
- empowerment is a form of work intensification that involves increasing the scope of employee responsibilities without a concomitant increase in rank or pay. No actual power strain. Phycological empowermenthigher perceived control over stressors reduce strain (through impact/self-determination).
Turnover intentions:
Seibert
- empowerment is perceived as valuable resourceloyalty to employer. Might be difficult to find anywhere else.
Task performance:
Seibert
- psychologically empowered employees anticipate problems and act independently in the face of risk or uncertainty, exert influence over goals and operational procedures so that they can produce high-quality work outcomes, and demonstrate persistence and resourcefulness in the face of obstacles to work goal accomplishment. Competency (i.e., self-efficacy) and impact beliefs increase performance by increasing task effort and persistence.
Organizational Citizenship Behavior:
Seibert
- employees who feel a sense of empowerment are likely to take an active orientation toward their work and perform “above and beyond” the call of duty. Meaningful work (impact)identification/involvement.
Innovation:
Seibert
creativity is associated with intrinsic motivators (meaning and self-determination). Competence/impact enhance the ability of employees to implement their ideas and suggestions for changeresulting in greater innovation at work.
Team empowerment:
Seibert
shared perceptions among team members regarding the team’s collective level of empowerment. Empowered teams are likely to be motivated by a sense of ownership or responsibility over their work; they are likely to take an active orientation toward their work and their work environment, seeking continuous improvement in work processes and seeking innovative solutions to work problems; and they are likely to strive to produce higher quality work products and services.
Summary findings
Seibert
Psychological empowerment is influenced by contextual factors + individual traits.
Psychological empowerment leads to employee attitudes & work behavior.
Psychological empowerment consists of: meaning, self-determination, competence & impact.
> speculate that psychological empowerment might be more effective in collectivist cultures because members of such cultures may react more strongly to cues promoting identification and inclusiveness, such as psychological empowerment.
Name the first 5 Evidence-based change management principles
Stouten
- Get facts regarding the nature of the problem (Diagnosis)
- Assess and address the organization’s readiness for change (Diagnosis): the capacity of the organization and its members to take on the demands effective change requires and if necessary, improve.
- Implement evidence-based change interventions (use research to ground your process):
- Develop effective change leadership throughout the organization (trust, support, honesty & transparency > room for voice, mistakes & learning)
- Develop and communicate a compelling change vision
Name the last 5 Evidence-based change management principles
Stouten
- Work with social networks and tap their influence: can influence organizational member who remain resistant.
- Use enabling practices to support implementation: (goal setting, learning, employee participation, faireness & justice)
- Promote micro-processes and experimentation: (bottom-up & failure may improve sollutions!)
- Assess change progress and outcomes over time: (feedback & tracking succes)
- Institutionalize the change to sustain its effectiveness: (integrate in culture, change management systems etc)
Slack resources
Bentley
resources in excess of current business requirements.
PRO: Slack offers increased capacity to deploy resources for learning and exploration.
CON: Slack represents unutilized assets, and at worst, slack contributes to lax and irresponsible resource management, leading to reduced organizational efficiency.
3 findings of slack model
Bentley
- Firms use financial slack to increase human capital in the context of strategic change (new skills/competencies).
- Changes in human capital investment are likely to strengthen the positive relationship between HR slack and firm performance by helping to overcome knowledge.
- Changes in human capital investment are most relevant in enhancing the benefits of HR slack, particularly in service-industries, such as in the sample of commercial banks that comprise our research context.
Firms with slack either… or..?
Bentley
Firms with slack:
- EITHER: more likely to engage in change based on the availability of excess resources for the development of new capabilities.
- OR: Slack buffers firms from the immediate effects of unfavorable changes in the environment; the possession of slack may decrease a firm’s likelihood of pursuing change in circumstances that may otherwise warrant its consideration.
Financial slack
Bentley
the accrual of financial resources in excess of a firm’s typical holdings at a given level of operations, is liquid and easily deployed for different purposes
