I/O review 1 Flashcards
Training Methods
On the job training-watch and learn Job Rotation-rotate between jobs (mangers) Cross-Training- teach employee how to perform essential tasks of another job (usually union, factory) Off job training- lectures, simulation, behavior modeling
Training Methods positive and negative
+ less costly, alleviates problems w/ job transfer - potential for error, decrease shadow or disruption of productivity
Mentoring
a) Career function -mentor states and organizations -mentor mentee w/behaviors for advancement (sponsor) b) Psychosocial Functions -bond between mentor & mentee -engaging in behaviors to promote growth
Coaching
-encourages employee to be responsible achieve and sustain goals treat as partners
Coaching activities
a) coaching analysis -identify employee satisfactory/unsatisfactory performance b) coaching discussion -direct communication mentee/coach to max performance
Coaching vs Mentoring
Coaching Mentoring -task oriented Relationship -decrease performance focus career focus -decrease shorter duration longer -needs of employee/job needs employee only
Performance coaching
help on all levels of job requirement
Executive coaching
leadership to achieve short/long term goals
Team coaching
improve ability of team to achieve goals
Factors that affect learning
- Massed(speed)
- Distributed -more effective learning all in one session -multiple learning sessions
Overlearning
learning beyond mastery recalled without thinking important when errors have big consequence
Overtrainining
symptoms- physical and psychological when athlete over trains include a decrease in performance, tired, continuous muscle pain, soreness, GI issues, apathy (lack of interest) depression, anxiety
Factors that affect the transfer of training
Identical elements aka physical & psychological fidelity -stimulus variability (variety of stimulus) -support-offer training support
Formative Evaluation
FORMED-development & improvement -needs assessment, determine needs & how to meet -evaluability assessment, evaluate the effectiveness -process evaluation, how a program is implemented&planned
Summative Evaluation
SUMMARY-results of program and goals -outcome evaluation, did program achieve its goals -input evaluation, find intended/unintended effects -economic evaluation, cost-effectiveness/benefit of program
Confirmative Evaluation
CONFIRM- done lonnnnnnnnnnng after training confirm utility of training
Meta-Evaluation
Ongoing during & after formative and summative & confirmative -purposeful for assessing reliability/validity
Job Maturity
Hersey & Blanchard-employee “readiness” “think I am ready for a Hershey kiss” willingness & motivation to do the job ex. maturity level how lucy/ethel handled job at hersey factory
Situational Leadership Model
Hershey & Blanchard Telling-not willing, & not able (LEAST READY) ex you need to be told to screen for suicide Selling-not able but willing (i.e. motivated) ex reminded notes can/b subpoenanaed follow my my way Participating-able but not willing (i.e. not motivated) ex we are good on staff, lets make a flextime plan 4u Delegating-able and willing (i.e. motivated)(MOST READY) ex. boss already knows you stay on top of your tasks and work hard
Rational Economic Model of Decision Making
AKA Classical/Traditional Approach-AKA Optimizing Style/Principle (Harrison) look at all of the options before choosing “optimal”
Bounded Rationality
aka Administrative Model of Decision Making aka Behavioral Approach aka Satisficing Style/Principle (SIMON) -Satisficing-first good option TAKE IT -used 4 ambiguous unclear problems “ain’t nobody got time for that”
Foundation for Leadership
Theories X,Y and Z (McGregor) combines scientific with human relations -Theory X-people r lazy need threats&coercion 2 work -Theory Y-w/right conditions people will work hard and seek increase responsibility and challenge -Theory Z- workers seek ways to participate in management, motivated by teamwork and share responsibility
Leadership power (Who) and position, personal, incremental, compliance
French and Raven reward, coervice & legitmate are position power referent & expert are personal power referent & expert are incremental power reward & legitimate are compliance
5 types of leadership power
legitimate-formal right to make demands (boss’ boss) referent-worthiness, right2respoect (admire) expert-superior knowledge or skill reward-ability to compensate for compliance coercieve-ability to punish 4 noncompliance most - associated w/satisfaction
Transactional/transformational Leadership
-BASS -Transactional=$, reinforcement, rewards/punishment2motivate, stability/not change -Transformational= intellectual/inspirational2motivate, empower employees
Goodness of fit
Holland -most productive and increase of congruence w/personality & work -personality/work match=most predictive job outcome
Differentiation
high score on one personality (Holland), low on others
Vocation Identity
clear and stable goals, interest and tasks well informed, feel more confident after making career choice
Leadership Ohio state University
Initiating structure-task oriented, increase productivity, Consideration-person oriented, respect/trust, increase motivation/satisfaction
Big five Personality
Costa& McCrae Openness–correlated to creativity Conscientiousness- job success Extraversion Agreeableness Neuroticism (also least stable over time)
Personality traits antisocial
antisocial= +neuroticism, - agreeableness and - conscienctiousness
Leader effectiveness
extraversion and conscientiousness largest correlation
Group Tasks in Organizations
additive-added to provide combined effect disjunctive-most effective member (dis others) conjunctive-aka pink eye, worst (least eff member) compensatory-inputs are averaged
Relationship satisfaction/job performance satisfaction/job longevity alternated work schedule
satisfaction/performance=positive and weak satisfaction/longevity=positive and moderate alternate work schedule=increase morale not performance
Needs Analysis aka needs assessment
-identify training needs organizational Job Demographic person
Social facilitation vs Social inhibition
Social Facilitation-performs well in presence of others Social Inhibition-challenges performing well presence of others if the task is new or difficult
Flextime Rotating shifts Swing shifts
Flex-+satisfaction/productivity, decrease absenteeism Rotating-worse, - health, highest rate accidents/injuries Swing Shifts- negative impact on social relationships
Assessment centers
determine which upper-level management should be promoted ex in basket technique or leaderless group discussion
Job burnout
feeling exhausted depersonalization-sense of feelings ones behavior/thoughts/feeling feeling inefficacious-unable to produced desired effect
Type A Behavior
increase heart disease
Overlearning
know it beyond mastery important for infrequent tasks, decrease errors for big consequences
Overtraining
physical & psychological too much athlete decreased performance, tired, muscle pain/soreness GI issues, apathy (lack of interest), depression, anxiety
