Industrial Organizational Psychology Flashcards
A leader, the best way to reach our group goals is by maximizing my authority in making decisions for the group. This line demonstrates what structural principle is under classical organizational theory.
Scalar principle
A set of propositions that explains or predicts how groups and individuals behave in varying organizational structures and circumstances.
Organizational theory
Product of Job analysis
Job Description
What are the two fundamental requirements of organizational structures?
Division of labor and coordination
The division of labor as well as the patterns of coordination, communication, workflow, and formal power that direct organizational activities
Organizational structure
Form of coordination
Informal communication
Formal Hierarchy
Standardization
Org. Structure in which employees are organized around geographic areas, outputs (products or services), or clients.
Divisional structure
Org structure built around self-directed teams that complete an entire piece of work.
Team-based structure
An org structure that has wide span of control, no formal leader, highly decentralized, low formalization because teams are given relatively few rules about how to organize their work.
Team-based
Org structure that overlays two structure (such as a geographic divisional and functional structure) in order to LEVERAGE the benefits of both. It is usually has two chains of command.
Matrix Structure
An alliance of several org for the purpose of creating a product or serving a client. This structure is more decentralized and more flexible than other structures.
Network structure
systematic process for collecting and analyzing information about a job.
Job Analysis
foundation of all human resource function
Job analysis
Line of authority from lowest to top
Scalar Chain
Emphasis on kindness and justice
Equity
Harmony and union among personnel is strength. Camaraderie
Esprit de corps
Importance of Job Analysis
Writing Job Description
Employee selection
Training
Person-power training
Performance appraisal
Job classification
Job Evaluation
Job Design
Compliance with Legal Guidelines
Organizational analysis
A written results of the job analysis
Job Description
A written summary of the tasks performed in a job, the conditions under which the job is performed, and the requirements needed to perform the job.
Job Descriptions
Worker Mobility
Personpower planning
Promoting employees until they reach their highest level of incompetence
Peter Principles
process of obtaining information about a job by talking to a person performing it.
Job Analysis Interview
Eight Sections of Job Description:
Job Title
Brief Summary
Work Activities
Tools and Equipment Used
Job Context
Work Performance
Compensation information
Job Competencies
KSAO’s represents as:
Knowledge, Skills, Ability and Other Characteristics
Steps in conducting Job Analysis:
Step 1: Identify Task Performed
Step 2: Write Task Statements
Step 3: Rate Task Statements
Step 4: Determine Essential KSAOs
Step 5: Selecting Test to Tap KSAO’s
A job analysis method in which a group or panel of job experts identifies the objectives and standards to be met by the ideal worker.
Ammerman Technique
A job analysis method in which the job analyst watches job incumbents perform their jobs.
Observing incumbents
A job analysis method in which the job analyst actually performs the job being analyzed
Job Participation
A proper written task statements must contain?
Action and Object
- Action- what is done
Object- to which the action is done
The process of determining the monetary worth of a job. Determining the Job worth.
Job Evaluation
Two Stages of Job Evaluation.
Internal pay equity and External Pay equity
A group of SMEs rate each task statement on the frequency and the importance
Task analysis
The extent to which employees within an organization are “Paid Fairly” compared with other employees within the same org.
Internal Pay Equity
A field of inquiry dedicated to the advancing knowledge
about the nature of groups, the law of their development
and their interrelations with individuals, other groups and
larger institutions.
Group dynamic
The extent to which employees within an organization are “Paid Fairly” compared with other employees outside the org.
External pay equity
Breaking down job into simple tasks. But it could result to boredom and negative attitudes, and fails to offer sense of accomplishments
Job simplification
Having employees perform different tasks. It reduces boredom and provides relief from repetitive movements
Job Rotation
Giving more responsibilities to employee. Combining two or more simplified jobs.
Job Enlargement (Horizontal)
the enhancement of employees’ interest in and attitude toward work tasks by improving their quality of life on the job. This methods include (a) reducing boredom by giving employees a variety of different tasks and (b) allowing employees to plan their own work activities.
Job Enrichment
“Job worth” How much employees in a position should be paid.
Job Evaluation
A questionnaire sent to other organization to see how much they are paying their employees in positions similar to those in the org sending the survey
Salary Survey
The process of attracting employees to an organization.
Recruitment
Steps in selecting employees:
Job Analysis
Selection of testing methods
Test Validation
Recruitment
Screening
Testing
Selecting
Hiring/Rejecting
Internal Recruitment: Types of promotion, that are not competitive type wherein their are career progression. Ex. Engr 1 to Engr
Noncompetitive Promotions
Internal Recruitment: Types of promotion, that is competitive, internal and and/or external applicants compete with one another for a limited number of higher positions.
Competitive Promotions
External Recruitment: Media Advertisements,____ typically ask the applicant to respond in four ways: respond by calling, Apply-in-person, Send-resume Ads, Blind box
Newspaper Ads
Types of external recruitment tool that org is anonymous because the company might fear having no applicants if they knew the name of the company. They want to hire 1st for replacement before termination.
Blind Box ads
Recruitment method in which help of “wanted” signs are placed so that they can be viewed by people who visit the org. Ex. Store windows, Bulletin Boards, restaurant placemats
Point of purchase methods
Send recruiters to college campuses
Campus Recruiters
Also called “Headhunters”. Recruiters that specialize in placing applicants in high paying-jobs. Expensive.
Executive Search Firms
An employment service operated by a state/ local government, designed to match applicants with job openings.
Public Employment Agencies
An organization that specializes in finding jobs for applicants and finding applicants for org looking for employees
Employment Agency
A method of recruitment in which a current employee refers a friend or family member for a job.
Employee Referral
Vrooms theory that motivation is a function of expectancy, instrumentality and valence
Expectancy Theory
Recruitment method in which several employers are available at one location so that many applicants can obtain information at one time
Job Fair
The process of determining the monetary worth of a job.
Job Evaluation
A method of performance appraisal in which employees are ranked from best to worst. Usually use when there are only few employees to rank. easiest and most common
Rank Order
A method a recruitment in which job applicants are told both positive and negative aspects of a job.
Realistic Job Preview (RJP)
A method of recruitment in which an organization sends out mass mailings of information about job openings to potential applicants.
Direct Mail
A group job analysis interview consisting of subject-matter experts (SMEs).
SME conference
A theory of leadership stating that effective leaders must adapt their style of leadership to fit both the situation and the followers.
Situational leadership theory
A type of structured-interview question designed to tap an applicant’s knowledge or skill.
Skill-level determiner
Newspaper advertisements run by applicants looking for jobs rather than by organizations looking for applicants.
Situation-wanted ads
An exercise designed to place an applicant in a situation that is similar to the one that will be encountered on the job.
Simulation
Interviews in which questions are based on a job analysis, every applicant is asked the same questions, and there is a standardized scoring system so that identical answers are given identical scores
Structured interviews
The listening style of a person who pays attention mainly to the way in which words are spoken.
Stylistic listening
Medium use of interview in which the applicant and interviewer are in the same room
Face-to-Face Interview
The extent to which an
employee wants to remain with an organization and
cares about the organization.
Affective commitment
In path–goal theory, a
leadership style in which the leader sets challenging
goals and rewards achievement.
Achievement-oriented style
The conflict style of a person
who tends to respond to conflict by giving in to the
other person.
Accommodating style
A performance appraisal system in which feedback is obtained from multiple sources such as supervisors, subordinates, and peers.
360-degree feedback
A basic capacity for performing a wide range of different tasks, acquiring knowledge, or developing a skill.
Ability
The fourth and final stage of emotional reaction to downsizing, in which employees accept that lay-offs will occur and are ready to take steps to secure their future.
Acceptance stage
one applicant and one interviewer
one-on-one interview
series of one-on-one interview. Ex. hr-dept head- CEO
serial interview
multiple interviewers asking questions and evaluating answers of the same applicant at the same time
Panel interview
In path–goal theory, a leadership style in which the leader allows employees to participate in decisions
Participative style
Have multiple applicants answering questions during the same interview
Group interview
One could put together several combinations of interview type
serial-panel-group interview
Similar with serial with differ in passing time between the first and subsequent interview. Ex. Hr- After a week- CEO
Return Interview
Medium use of interview in which the interview conducted virtually
Video Conference
Medium use of interview in which often used to screen applicants but do not allow the use of visual cues. Preliminary interview.
Telephone interview
Medium use of interview in which an applicant answering the series of written questions and then sending the answers back through regular mail or email.
Written Interview
Interviews in which questions
are based on a job analysis, every applicant is asked the same questions, and there is a standardized scoring system so that identical answers are given identical scores.
Structured interviews
An interview in which applicants are not asked the same questions and in which there is no standard scoring system to score applicant answers.
Unstructured interview
Problems with unstructured interview:
*Poor Intuitive Ability
*Lack of Job relatedness
*Primacy Effects
*Contrast Effect
*Negative-Information Bias
*Interviewer-Interviewee Similarity
*Interviewee Appearance
*Nonverbal Cues
Interviewers often base their hiring decisions on “gut reactions” or intuition which is inaccurate predictors of a variety of factors ranging from future employees success.
Poor Intuitive Ability
Interviewer conduct interviews base on questions that are not related to any particular jobs (competencies)
Lack of Job relatedness
The fact that information presented early in an interview carries more weight than information presented later. “First Impressions”
Primacy effect
A pattern of grapevine communication in which a message is passed randomly among all employees.
Probability grapevine
When the performance of one applicant affects the perception of the performance of the next applicant.
Contrast effect
A type of rating error in which the rating of the performance level of one employee affects the ratings given to the next employee being rated.
Contrast error
The extent to which employees believe they must remain with an organization due to the time, expense, and effort they have already put into the organization.
Continuance commitment
The effort employees make to get along with their peers, improve the organization, and “go the extra mile.”
Contextual performance
The fact that negative information receives more weight in an employment decision than does positive information.
This seems to occur only when the interviewers aren’t aware of job requirements
The applicants are afraid to be honest for the fear that one negative info might cost them their job opportunities
Negative information bias
An interviewee receive a higher score base on the similarity in personality, attitude, gender or race of interviewer.
Interviewer-Interviewee Similarity
A computer-based employee communication network used exclusively by one org.
Intranet
A type of structured interview question that clarifies info on the résumé or application.
Ex. You joined the annual summer fair. What is that?
Clarifier
A type of structured interview question in which a wrong answer will disqualify the applicant from further consideration.
Ex. Are you available to work in weekends? or Do you have a psychometrician license?
Disqualifier
A type of structured-interview question designed to tap an applicant’s knowledge or skill.
Ex. You listed that you are proficient in excel, can you create a pivot table? or You listed that you are fluent in spanish, (ask the applicant in spanish)
Skill-level determiner
Proficiency to perform a particular task
Skill
A type of structured interview question in which applicants are given a situation and asked how they would handle it. (situational question)
Ex. how would you handle an angry customer?
Future-focused question
A type of structured-interview question that taps an applicant’s experience. Better predictors of high-level positions than future-focused approach.
Past-focused question
A type of structured-interview question that taps how well an applicant’s personality and values will fit with the organizational culture.
Organizational fit questions
A method of scoring interview
questions in which the answer is either right or wrong. Scored on the basis of correctness (e.g., What is the legal drinking age in Phil.?)
Right/wrong scoring
A method of scoring interview answers that compares an applicant’s answer with benchmark answers.
Typical-answer approach
Standard answers to interview questions, the quality of which has been agreed on by job experts.
Benchmark answers
A method of scoring interview answers that provides points for each part of an answer that matches the scoring key.
Key-issues approach
CONDUCTING THE STRUCTURED INTERVIEW
- Build Rapport
- Explain the Interview process
- Ask Interview Questions
- Provide Information about the Job and the Organization
- Answer Questions applicants might have
- End the interview on a pleasant note
An assessment center exercise
designed to simulate the types of information that daily come across a manager’s or employee’s desk in order to observe the applicant’s responses to such information.
In-basket technique
The listening style of a person who cares about only the main points of a communication.
Inclusive listening
A theory of leadership that states that there are six styles of leadership (informational, magnetic, position, affiliation, coercive, and tactical) and that each style will be effective only in one of six organizational climates.
IMPACT theory
An organizational climate in which important information is not available.
Ignorance
Leaders use available information to make a decision without consulting their subordinates.
Autocratic I strategy
Leaders obtain necessary information from their subordinates and then make their own decision.
Autocratic II strategy
The conflict style of a person who reacts
to conflict by pretending that it does not exist. “ignore the conflict”
Avoiding style
A method of selection involving application
blanks that contain questions that research has shown will predict job performance.
Biodata
A method of performance appraisal involving the placement of benchmark behaviors next to each point on a graphic rating scale.
Behaviorally anchored rating scales (BARS)
A method of performance appraisal in which supervisors rate the frequency of observed behaviors.
Behavioral observation scales (BOS)
Leaders share the problem on an individual basis with their subordinates and then make a decision that may or may not be consistent with the thinking of the group.
Consultative I strategy
Leaders share the problem with the group as a whole and then make a decision that may or may not be consistent with the thinking of the group.
Consultative II strategy
A type of rating error that occurs when
raters allow either a single attribute or an overall impression of an individual to affect the ratings they make on each relevant job dimension.
Halo error
When employees change their behavior due solely to the fact that they are receiving attention or are being observed.
Hawthorne effect
Conflict between an individual and the other members of a group.
Individual–group conflict
An exercise, usually found in assessment centers, that is designed to simulate the business and marketing activities that take place in an
organization.
Business game
A method of selecting employees in which applicants participate in several job-related activities, at least one of which must be a simulation,
and are rated by several trained evaluators.
Assessment center
A selection technique, usually found in assessment centers, in which applicants meet in small groups and are given a problem to solve or an issue to discuss.
Leaderless group discussion
The intentional placement of untrue information on a résumé
Résumé fraud
A method of selecting employees in which an applicant is asked to perform samples of actual job-related tasks.
Work sample
A leadership theory that focuses on the interaction between leaders and subordinates
Leader–member exchange (LMX) theory
Communication among employees in an organization that is not directly related to the completion of an organizational task
Informal communication
The process of confirming the accuracy of résumé and job application information.
Reference check
A letter expressing an opinion regarding an applicant’s ability, previous performance, work habits, character, or potential for success.
Letter of recommendation
The expression of an opinion, either orally or through a written checklist, regarding
an applicant’s ability, previous performance, work habits, character, or potential for future success.
Reference
Leadership power that exists when followers can identify with a leader and the leader’s
goals
Referent power
Poorly substantiated information that is passed along the grapevine
Rumor
A variation on top-down selection in which the names of the top three applicants are
given to a hiring authority who can then select any of the three.
Rule of three
Recruitment ads in which applicants are instructed to call rather than to apply in person or send résumés.
Respond by calling ads
The first step in organizational change, in which employees look for practices and policies that waste time and are counterproductive
Sacred cow hunt
The conflict style of a person who responds to conflict by always trying to win.
Forcing style
A series of studies, conducted at the Western Electric plant in Hawthorne, Illinois, that have come to represent any change in behavior when people react to a change in the environment.
Hawthorne studies
A state of mind in which a group is so concerned about its own cohesiveness that it ignores important information.
Groupthink
A person who screens potential communication for someone else and allows only the most important information to pass through.
Gatekeeper
When high self-expectations result in
higher levels of performance.
Galatea effect
A group incentive system in which employees are paid a bonus based on improvements in group productivity
Gainsharing
Leaders share the problem with the group and let the group reach a decision or solution
Group I strategy
In Herzberg’s two-factor theory, job-related elements that result from but do not involve the job itself.
Hygiene factors
In path–goal theory, a leadership style in which the leader plans and organizes the activities of employees.
Instrumental style
A method of performance appraisal that involves rating employee performance on an interval or ratio scale.
Graphic rating scale
The shared values, beliefs, and traditions that exist among individuals in an org.
Organizational culture
The job analysis system used by the federal government that has replaced the Dictionary of Occupational Titles (DOT).
Occupational Information Network (O*NET)
The process of determining the organizational factors that will either facilitate or inhibit training effectiveness.
Organizational analysis
In equity theory, what employees get from
their jobs.
Outputs
A theory that postulates that if employees perceive they are being treated fairly, they will be more likely to be satisfied with their jobs and motivated to do well.
Organizational justice
Unnecessary paperwork generated within
organizations out of force of habit.
Paper cow
A form of ranking in which a group of employees to be ranked are compared one pair at a time.
Paired comparison
Also called cross-functional teams, they
consist of representatives from various departments (functions) within an organization.
Parallel teams
In path–goal theory, a leadership style in which the leader allows employees to participate in decisions.
Participative style
The idea that organizations tend to promote good employees until they reach the level at which they are not competent—in other words, their highest level of incompetence.
Peter Principle
A theory of leadership stating that leaders will be effective if their behavior helps subordinates achieve relevant goals.
Path–goal theory
A meeting between a supervisor and a subordinate for the purpose of discussing performance appraisal results.
Performance appraisal review
A system in which employees are paid on the basis of how much they individually produce.
Pay for performance
The idea that reinforcement is relative both within an individual and between
individuals.
Premack Principle
The perceived fairness of the methods used by an organization to make decisions
Procedural justice
A leadership style in which the leaders
influence others by virtue of their appointed or elected authority; most effective in a climate of instability
Position style
A group incentive method in which employees get a percentage of the profits made by an organization.
Profit sharing
Groups formed to produce one-time outputs such as creating a new product, installing a new software system, or hiring a new employee.
Project teams
Research method in which the experimenter either does not manipulate the independent variable or in which subjects are not randomly assigned to conditions.
Quasi-experiment
A type of sexual harassment in which the granting of sexual favors is tied to an employment decision.
Quid pro quo
Employee groups that meet to propose changes that will improve productivity and the quality of work life.
Quality circles
An exercise, usually found in assessment
centers, that is designed to simulate the business and marketing activities that take place in an organization.
Business game
A leadership style in which the individual
leads by controlling reward and punishment; most effective in a climate of crisis
Coercive style
the real backbone of the assessment center because they observe an applicant “in action”. Exposed in actual equipment.
Simulation
Predicting Employee performance: Knowledge and Ability: Abilities involving the knowledge and use of information such as math and grammar
Cognitive ability
A type of rating error in which a rater consistently rates all employees in the middle of the scale, regardless of their actual levels of performance
Central tendency error
A person who enjoys change and makes
changes for the sake of it. “if ain’t broke, break it”.
Change agent
A person who is not afraid of change but makes changes only when there is a compelling reason to do so. “if ain’t broke, leave it alone; if it’s broke, fix it”.
Change analyst
A person who hates change and will do anything to keep change from occurring. ““It may be broken, but it’s still better than the unknown”.
Change resister
A person who is willing to change. “If it’s broke, I’ll help fix it”.
Receptive Changer
A person who will initially resist change but will eventually go along with it. “are you sure it’s broken?”.
Reluctant changer
The conflict style of a person who wants a conflict resolved in such a way that both sides get what they want.
Collaborating style
An aim or purpose shared by members
of a group.
Common goal
A style of resolving conflicts in which an individual allows each side to get SOME of
what it wants. “give and take” tactics
Compromising style
A method of resolving conflict in which two sides get together to discuss a problem and arrive at a solution.
Cooperative problem solving
The psychological and behavioral reaction to a perception that another person is either keeping you from reaching a goal, taking away your right to behave in a particular way, or violating the expectancies of a relationship.
Conflict
An event that affects one member of a group will affect the other group members.
Corresponding effects
Predicting Employee performance: Knowledge and Ability:
- Measure of facility with such processes as spatial relations and form perception
Perceptual ability
Predicting Employee performance: Knowledge and Ability:
-Tests that measure an applicant’s level of physical ability required for a job.
Physical ability tests
Predicting Employee performance: Knowledge and Ability:
-Measure of facility with such processes as finger dexterity and motor coordination.
Psychomotor ability
A person who is willing to change
Receptive changer
Letter of recommendation issues: An organization’s failure to meet its legal duty to supply relevant information to a prospective employer about a former employee’s potential for legal trouble.
Negligent reference
A psychological assessment designed to measure various aspects of an applicant’s
personality
Personality inventory
A type of honesty test that measures personality traits thought to be related to antisocial behavior.
Personality-based integrity test
The fourth and final stage of the team process, in which teams work toward accomplishing their goals.
Performing
A psychological test designed to identify vocational areas in which an individual
might be interested.
Interest inventory
The perceived fairness of the interpersonal treatment that employees receive.
Interactional justice
Also called an honesty test; a psychological test designed to predict an applicant’s tendency to steal.
Integrity test
A style of leadership in which the leader is concerned with neither productivity nor the well-being of employees
Impoverished leadership
A letter from an organization to an applicant informing the applicant that he or she will not receive a job offer.
Rejection letter
REJECTING AN APPLICANT, To do list:
~ Personally addressed and signed letter
~ Appreciation for applying for a position
~ Compliment the Applicant’s Qualifications
~ Comment about the high qualification of other applicants and the individual who was actually hired
~ A wish of good luck in future endeavors
~ Promise to keep the applicant resume on file
An incentive plan in which employees receive pay bonuses based on performance appraisal scores.
Merit pay
A statistical procedure in which the scores from more than one criterion-valid test are weighted according to how well each test score predicts the criterion.
Multiple regression
Selection practice of administering one test at a time so that applicants must pass that test before being allowed to take the next test.
Multiple-hurdle approach
A selection strategy in which applicants must meet or exceed the passing score on more than one selection test.
Multiple-cutoff approach
A performance appraisal strategy in which an employee receives feedback from sources (e.g., clients, subordinates, peers) other than just his/her supervisor.
Multiple-source feedback
Three needs theory (David McClelland): According to trait theory, the extent to which a person desires to be successful.
Need for achievement
Three needs theory (David McClelland): The extent to which a person desires to be around other people
Need for affiliation
Three needs theory (David McClelland): According to trait theory, the extent to which a person desires to be in control of other people.
Need for power
A leadership style in which a person leads through organization and strategy; most effective in a climate of disorganization.
Tactical style
A potential source of conflict that arises when the completion of a task by one person affects the completion of a task by another person.
Task interdependence
Selecting applicants in straight rank order of their test scores.
Top-down selection
The variable in Fiedler’s contingency model that refers to the extent to which tasks have clear goals and problems can be solved.
Task structuredness
Visionary leadership in which the leader changes the nature and goals of an organization.
Transformational leadership
The extent to which behavior learned in training will be performed on the job.
Transfer of training
Leadership style in which the leader focuses on task-oriented behaviors.
Transactional leadership
A planned effort by an organization to facilitate the learning of job-related behavior on the part of its employees.
Training
Organizational behaviors or practices that convey messages to employees.
Symbols
In path–goal theory, a leadership style
in which leaders show concern for their employees.
Supportive style
Employees who retain their jobs following a
downsizing.
Survivors
A group member who intentionally provides an opposing opinion to that expressed by the leader or the majority of the group.
Devil’s advocate
Communication within an organization in which the direction of communication is from management to employees.
Downward communication
The perceived fairness of the decisions made in an organization
Distributive justice
Employees who receive much grapevine information but who seldom pass it on to others.
Dead-enders
The fourth step in Maslow’s hierarchy, concerning the individual’s need for recognition and success.
Ego needs
The listening style of a person who cares primarily about the feelings of the speaker. Most likely to pay attention to nonverbal cues.
Empathic listening
A theory of job satisfaction stating that employees will be satisfied if their ratio of effort to reward is similar to that of other employees.
Equity theory
Aldefer’s needs theory, which describes
three levels of satisfaction: existence, relatedness, and growth.
ERG theory
Conflict that keeps people from working together, lessens productivity, spreads to other areas, or increases turnover.
Dysfunctional conflict
The extent to which employees feel an obligation to remain with an organization.
Normative commitment
A method of resolving conflicts in which a neutral third party is asked to choose which side is correct but in which either party may appeal the decision.
Nonbinding arbitration
Those who seek leadership positions because they will result in personal gain.
Noncalculative motivation
The listening style of a person who cares about only information that is consistent with his or her way of thinking. This type of listener doesn’t agree to the speaker, they tend to not listen to what the speaker say. Unless, they consider the speaker to be strong or having authority.
Nonconforming listening
A method of resolving conflict in which two sides use verbal skill and strategy to reach an agreement.
Negotiation and bargaining
A theory based on the idea that employees
will be satisfied with jobs that satisfy their needs.
Needs theory
The idea that people behave in ways consistent with their self-image.
Self-fulfilling prophecy
The fifth step in Maslow’s hierarchy, concerning the need to realize one’s potential.
Self-actualization needs
The third step in Maslow’s hierarchy, concerning the need to interact with other people.
Social needs
The second step in Maslow’s hierarchy, concerning the need for security, stability, and physical safety.
Safety needs
The first step in Maslow’s needs hierarchy, concerning survival needs for food, air,
water, and the like.
Basic biological needs
Power that individuals have because they
have knowledge.
Expert power
The extent to which employees within an organization are paid fairly compared with
employees in other organizations
External equity
In Herzberg’s two-factor theory,
job-related elements that result from but do not involve the job itself. Ex. benefits, pay, relations to coworker, physical working conditions, status, security etc.
Hygiene factors
In Herzberg’s two-factor theory, elements of a job that concern the actual duties performed by the employee. Ex. Level of responsibility, the amount of job control, level of autonomy or discretion, interest of the work hold by the employee, opportunities for creativity
Motivators
One of the big five personality categories
(the opposite of emotional stability), a description of people who are anxious, tense, and worried.
Neuroticism
Working more than one job.
Moonlighting
Job Characteristics Theory (Oldham & Hackman): Using wide range of skills and abilities in your work
Skill Variety
The theory proposed by Hackman and Oldham that suggests that certain characteristics of a job will make the job more or less satisfying, depending on the particular needs of the worker.
Job characteristics theory
Job Characteristics Theory (Oldham & Hackman): Feeling your work has an impact on others
Task Significance
Job Characteristics Theory (Oldham & Hackman): Getting clear information on your performance.
Feedback
Job Characteristics Theory (Oldham & Hackman): Having control over how you perform your work
Autonomy
Job Characteristics Theory (Oldham & Hackman): Completing a whole and meaningful piece of work
Task Identity
The conflict style of a person who reacts to conflict by pretending that it does not exist.
Avoiding style
A method of increasing performance in
which employees are given specific performance goals to aim for. (Edwin Locke & Gary Latham)
Goal Setting (Theory)
What are the goal setting theory qualities:
Difficulty- difficult goals are more motivating than easier goal
Acceptance- It hinges on a person belief that a goal is attainable
Specificity- Specifying a particular level of performance is more motivating
Feedback- on the goals should be considered
Commitment- goals need to be accepted by the individual
In expectancy theory, the perceived
probability that a particular level of performance will result in a particular consequence. Belief that good performance will be rewarded.
Instrumentality
In expectancy theory, the perceived desirability of a consequence that results from a particular level of performance.
If an employee is rewarded, the reward must be something they value.
Valence
The extent to which an employee identifies with and is involved with an organization.
Organizational commitment
A theory of leadership that concentrates on helping a leader choose how to make a decision
Vroom-Yetton Model
A theory that postulates that if employees perceive they are being treated fairly, they will be more likely to be satisfied with their jobs and motivated to do well.
Organizational justice
The field of study that investigates the behavior of employees within the context of an organization
Organizational psychology
The process whereby new employees learn the behaviors and attitudes they need to be successful in an organization.
Organizational socialization
Such personal factors as personality, willingness, and interest that are not knowledge, skills, or abilities.
Other characteristics
In equity theory, what employees get from
their jobs.
Outputs
An attendance policy in which all paid vacations, sick days, holidays, and so forth are combined.
Paid time off (PTO)
A formal method of downward communication in which an organization’s rules and procedures are placed in a manual; legally binding by courts of law
Policy manual
A system in which part-time employees who work only during peak hours are paid at a higher hourly rate than all-day, full-time employees.
Peak-time pay
Leadership power that exists to the
extent that the leader has the ability and authority to provide rewards.
Reward power
A training technique in which employees act out simulated roles.
Role play
Procedures in which employees participate to become “one of the gang.”
Rituals
The extent to which an employee’s roles and expectations are unclear.
Role ambiguity
The extent to which an employee’s role and expected role are the same.
Role conflict
The extent to which an employee is able to psychologically handle the number of roles and tasks assigned.
Role overload
The fact that individuals in a group often exert less individual effort than they would if they were not in a group.
Social loafing
States that the addition of a group member has the greatest effect on group behavior when the size of the group is small.
Social impact theory
The negative effects that occur when a person performs a task in the presence of others.
Social inhibition
States that employees model their levels of satisfaction and motivation from other employees.
Social learning theory
The tendency for organizations to require employees to work faster and produce work sooner than needed.
Speed cow
The listening style of a person who cares about only facts and details.
Technical listening
The second stage in group formation in which group members disagree and resist their team roles.
Storming
A leadership style in which the leader
is concerned with both productivity and employee well-being.
Team leadership
Employees who lose their jobs due to a layoff
Victims
A job fair held on campus in which students can “tour” a company online, ask questions of recruiters, and electronically send résumés
Virtual job fair
A method of absenteeism control in which employees are paid for their unused
sick leave.
Well pay
An approach to handling conflict in which one side seeks to win regardless of the
damage to the other side.
Winning at all costs
An approach to handling conflict in which one of the parties removes him/ herself from the situation to avoid the conflict.
Withdrawal
A person who always thinks the worst is going to happen.
Worrier
(Behavioral Approach) Organizational Behavior Modification: Increases the target behavior by adding something desirable to the employee.
Positive Reinforcement
(Behavioral Approach) Organizational Behavior Modification: Increase the target behavior by taking away something adverse.
Negative Reinforcement
(Behavioral Approach) Organizational Behavior Modification: It involves the addition of adverse stimulus to decrease behavior.
Positive Punishment
(Behavioral Approach) Organizational Behavior Modification: Involves the removal of a desirable stimulus to decrease behavior.
Negative Punishment
An exact amount of time passes between each reinforcement. Ex. Getting the paycheck every two weeks.
Fixed-interval schedule
A varying amount of time passes between each reinforcement. Ex. Check-ins of Management
Variable-interval Schedule
Reinforcement occurs after a fixed number of responses. Ex. Commission-Based Scales
Fixed-Ratio Schedule
Reinforcement occurs after varying a number of responses. Ex. Employee of the month program with varying criteria.
Interval-ratio schedule
A method of resolving conflict in which a neutral third party is asked to help the two parties reach an agreement. High process of control but Low in Decision control.
Mediation
Situational Leadership Theory: Employee is Unable and Unwilling (insecure)
Directing Leadership
Third party intervention Strategies: A method of resolving conflicts in which a position in authority in the company dominates the intervention process as well as make a binding decision. High in process control and high in decision control.
Inquisition
A method of resolving conflicts in which a neutral third party is asked to choose which side is correct. Low in process control but high in decision control.
Arbitration
____ Used to distinguish which factors within a situation or organization drive a person towards or away from a desired state, and which oppose the driving forces. These can be analyzed in order to inform decisions that will make change more acceptable.
Lewin’s force field analysis
Situational Leadership Theory: Employee is able and but unwilling.
Supporting Leadership
Situational Leadership Theory: Employee is unable but willing.
Coaching Leadership
Situational Leadership Theory: Employee is able and willing
Delegating Leadership
A leadership theory that focuses on the INTEACTION between leaders and subordinates. (Graen & Uhl-Bien)
Leader–member exchange (LMX) theory
Leader–member exchange (LMX) theory: Characterized by a high-quality relationship with the leader.
In-goup
Leader–member exchange (LMX) theory: Characterized by low-quality relationship with the leader
out-group
Impact Theory (Greier, Downey & Johnson): A style of leadership most effective in a climate of ignorance.
Information/Informational style
A style of leadership in which the leader
has influence because of his or her charismatic
personality; most effective in a climate of despair.
Magnetic style
Impact Theory (Greier, Downey & Johnson): A style of leadership that is most effective in a climate of despair.
Magnetic/Magnetic style
Impact Theory (Greier, Downey & Johnson): A style of leadership that is most effective in a climate of instability.
Position style
Impact Theory (Greier, Downey & Johnson): A style of leadership that is most effective in a climate of anxiety.
Affiliation style
Impact Theory (Greier, Downey & Johnson): A style of leadership that is most effective in a climate of crisis.
Coercive style
Impact Theory (Greier, Downey & Johnson): A style of leadership that is most effective in
a climate of disorganization.
Tactical style
____ looks at the relationship between the org and environment in which they are involved. This focus reflects on org ability to adapt to changes in environment conditions
Open System Theory
Four System theory (Rensis Likert): Having no trust and No communication to the employee. The type of organization was similar to theory X because it is characterized as having little trust in employees. Scant communication between employees and management, very centralized decision making, and control achieved in a very “top-down” manner.
Exploitative Authoritarian (System 1 of Management)
Four System theory (Rensis Likert): Little Trust and Have little communication. In short, employees are still treated in a largely authoritative manner, but the organization is a bit nicer to them.
Benevolent Authoritative (System 2 of Management)
Four System theory (Rensis Likert): have trust and communication is combination of top-down and bottom-up. There is more overall communication and much more of it flows from the bottom up. However, decision making is still primarily in the hands of those at higher organizational levels, but the manner in which this authority is exerted is different than in the System 1 & 2 organizations.
Consultative (System 3 of Management)
Four System theory (Rensis Likert): Full trust and open communication. A company have a good performance. In this type of organization, managers have completely trust in subordinates and, as a result, always seek their input before making decisions.
Participative (System 4 of Management)
___ is primarily concerned with the growth and development of organizations human resources. Ex. Career Development, Performance Management, Employee Training, Creating programs, Empowerment, Employee Engagement, Learning
Human Resource Development
____ task such as creating training program, training manuals, survey employees, manage budgets related to training and development. ___ task related to payroll specialist, benefits manager, recruitment, Staffing, Manpower planning, managing and maintaining relationships, monitoring.
HRD:HRM
____ is focused on broader set of functions related to managing the employee lifecycle within an organization
Human Resource Management
____ focuses on improving the organization overall health and effectiveness.
Organizational Development
Involves in Strategic planning, Organizational Culture change, process re-engineering.
Organizational Development
Overlaps in functions such leadership development, change management, team building
Both HRD and OD
Overlaps in functions such as Performance Appraisal, Talent Management Training
Both HRD and HRM
____ Focuses specifically on improving job-related skills and knowledge
Employee Training
A stress-prone person who is competitive, impatient, and hurried.
Type A personality
An employee discusses a conflict with a third-party such as a friend or supervisor. In doing so, the employee hopes that the third party will talk to the second party and that the conflict will be resolved without the need for the two parties to meet.
Triangling
A non–stress-prone person who is relaxed and agreeable.
Type B personality
A method of making decision in which a high score on a test can compensate for low score on another test. For example, a high GPA might compensate for a low GRE score.
Compensatory Approach
Selecting applicants in straight “rank order” of their test scores. Staring from high scores and moving down until all opening have been filled.
Unadjusted Top-Down
A variation on top-down selection in which the names of the top three applicants are given to a hiring authority who can then select any of the three. A technique often used in a public sectors.
Rule of three / (Rule of Five)
The minimum test score that an applicant must achieve to be considered for hire
Passing score
A statistical technique based on the standard error of measurement that allows similar test scores to be grouped. Attempts to hire the top test scorers while still allowing some flexibility for affirmative action
Banding
A meeting between a supervisor and a subordinate for the purpose of discussing performance appraisal results
Performance appraisal review
Determine the reason for EEP, are the ff;
Providing employee feedback and training
Determining Salary Increase
Making Promotion Decisions
Making Termination Decisions
Conducting Organizational Research
Determine Who will evaluate performance:
- Supervisor- (common source) “they do see the end results”
- Peer- often see the actual behavior (co-worker)
- Subordinates -upward feedback
- Self Appraisal
- Customer
Also called upward feedback
Subordinates
A performance appraisal system in which feedback is obtained from multiple sources such as supervisors, subordinates and peers.
360 degree feedback
A performance appraisal strategy in which an employee receives feedback from sources (e.g., clients, subordinates, peers) other than just his/her supervisor.
Multiple-source feedback
Concentrates on such employee attributes such as dependability, honest and courtesy. But it provide poor feedback and thus will not result in employee development and growth.
Trait-Focused Performance Dimensions
Concentrates on employees KSAOs. Ex. Report-writing skills, driving, knowledge of the law, etc. It advantage is, it is easy to provide feedback and suggest the steps necessary to correct deficiencies.
Competency-Focused Performance Dimensions
Through organized by the similarity of tasks that are performed. This often easier to evaluate performance than with other dimension but its more difficult to offer suggestions for how to correct deficiency.
Task-focused performance Dimensions
Appraised on the basis of goals to be accomplished by the employee. Advantage is that the employee has easier way to understand why certain behaviors are expected.
Goad-focused performance dimensions
Appraised base on prosocial organizational behaviors. Advantage: The effort of an employee makes to get along with peers, improve organization and “GO THE EXTRA MILE”
Contextual Performance
Easily used when there are only few employees and most common methods of comparing employee performance.
Rank Order
A form of ranking in which a group of employees to be ranked are compared one pair at a time. Comparing each possible pair of employees and choose which is better.
Paired comparison
A performance appraisal method in which a predetermined percentage of employees are placed into a number of performance categories. Also called as “Rank and Yank” or “Stack Ranking”
Forced distribution method
Four types of objective measures used to measure job performance:
Quantity of Work
Quality of work
Attendance
Safety
A type of objective criterion used to measure job performance by comparing a job behavior with a standard.
Quality of work
A type of objective criterion used to measure job performance by counting the number of relevant job behaviors that occur.
Quantity of work
A common method for objectively measuring one aspect of an employee’s performance is by looking at attendance. Three criteria: Absenteeism, tardiness, and tenure
Attendance
Ratings of performance: Tools for rating employee performance
Graphic rating Scale
Behavioral Checklist
Comparison with others
Frequency of Desired behavior
Extent to which expectations were met
The effect when an individual working on a task compares his or her performance with that of another person performing the same task.
Comparison
A method of performance appraisal involving the placement of benchmark behaviors next to each point on a graphic rating scale.
Behaviorally anchored rating scales (BARS)
A type of rating error that occurs when raters allow either a single attribute or an overall
impression of an individual to affect the ratings they make on each relevant job dimension.
Halo error
Gives a negative rating based inly on the single negative attributes of an employee
Horn Error
A type of rating error in which a rater consistently gives all employees high ratings,
regardless of their actual levels of performance.
Leniency error
A type of rating error in which a rater consistently gives all employees low ratings, regardless of their actual levels of performance.
Strictness error
A type of rating error in which a rater consistently rates all employees in the middle of the scale, regardless of their actual levels of performance.
Central tendency error
A type of rating error in which raters base their rating of an employee during one rating period on the ratings the rater gave during a previous period.
Ex. Previous rating is excellent, next rating is still excellent even thought the performance of the employee deteriorate.
Assimilation
A type of rating error in which a rating made on one dimension influences the rating made on the dimension that immediately follows it on the rating scale
Proximity error
A type of rating error in which the rating of the performance level of one employee affects the ratings given to the next employee being rated.
Contrast error
Rating Error: The tendency for supervisors to recall and place more weight on recent behaviors when they evaluate performance.
Recency effect
Rating error: The idea that supervisors do not see most of an employee’s behavior.
Infrequent observation
Rating error: The amount of stress under which a supervisor operates also affects their performance ratings
Emotional State
Raters who like the employees being rated may be more lenient and less accurate in their ratings than would raters who neither like or dislike their employees.
Bias
Legal Causes For termination of employees:
Just Cause : Serious Misconduct, Willful Disobedience, Gross and Habitual Neglect of Duties, Fraud, and Willful Breach of Trust
Authorized Cause: Redundancy, Retrenchment to prevent losses, and Closure or Cessation of Operation
Legal Process of termination:
Written Notice
Hearing
Written Notice
The employer must furnish the workers to be dismissed with two written notices before termination of employment can be effected.
Twin Notice Rule
A planned effort by an organization to facilitate the learning of job-related behavior on the
part of its employees.
Training
The process of determining the training needs of an organization
Needs analysis
Three types of need analysis:
Organizational Analysis
Task Analysis
Person Analysis
The process of determining the organizational factors that will either facilitate or inhibit training effectiveness.
If the organization may able to fund the expenses of the training
Organizational Analysis
The process of identifying the employees who need training and determining the areas in which each individual employee needs to be trained.
Person Analysis
The process of identifying the tasks for which employees need to be trained.
Task Analysis
A noninteractive training method in which
the trainer transmits training information over the Internet.
Webcast
Short for “web seminar”, an interactive
training method in which training is transmitted over the Inernet.
Webinar
Types of training methods:
Classroom training
Distance learning
On-the-Job Training
Types of Classroom Training:
Lecturer
Case Study
Simulation
Role Play
Behavior Modeling
Video
Types of Distance Learning:
Printed Materials
Video/DVD
Interactive Video
Podcast
Mobile Learning
Webinar
Webcast
Chat rooms and Discussion Boards
Types of On-the-Job Training:
Modeling
Job Rotation
Apprentice training
Coaching
Mentoring
Performance Appraisal
A training technique in which an employee is presented with a videotaped situation
and is asked to respond to the situation and then receives feedback based on the response.
Interactive video
Allow employees to learn material at their own pace, at a time and place that is convenient to them.
Distance Learning
A training technique in which employees,
usually in a group, are presented with a real or hypothetical workplace problem and are asked to propose the best solution
Case study
Ensuring transfer of training: Practicing a task even after it has been mastered in order to retain learning.
Overlearning
Ensuring transfer of training: Concentrating learning into a short period of time.
Massed practice
A method of evaluating training in which employees are asked their opinions of a
training program.
Employee reactions
Evaluating the effectiveness of a training program by measuring how much employees learned from it.
Employee learning
A method of evaluating the effectiveness of training by determining whether the goals of the training were met.
Business impact
The amount of money an organization makes after subtracting the cost of training or other interventions
Return on investment (ROI)
Measurement of the effectiveness of training by determining the extent to which an employee apply the material taught in a training program.
Training Application
A group incentive method in which employees are given the option of buying stock in the future at the price of the stock when the options were granted.
Stock options
A group incentive method in which employees get a percentage of the profits made by an
organization
Profit sharing
An incentive plan in which employees receive pay bonuses based on performance appraisal scores
Merit pay
A group incentive system in which employees are paid a bonus based on improvements in group productivity.
Gainsharing
The idea that people behave in ways consistent with their self-image. We behave based on our self-image.
Ex. If the person believes he is intelligent, he should do well in test, but if he thinks he is dumb, he should do poorly.
Self-fulfilling prophecy
The extent to which an employee identifies with and is involved with an organization.
Organizational commitment
The attitude employees have toward their jobs
Job satisfaction
A form of upward communication in which a survey is conducted to determine employee attitudes about an organization.
Attitude Survey
A form of upward communication in which employees are asked to place their suggestions in a box.
Suggestion box
The transmission of business-related information among employees, management, and customers.
Business communication
A method of downward communication in which informal or relatively unimportant written information is posted in a public place.
Bulletin board
A formal method of downward communication in which an organization’s rules and procedures are placed in a manual; legally binding by courts of law.
Policy manual
A method of downward communication typically used to communicate organizational feedback and celebrate employee success
Newsletters
Types of Business communication:
Memos
Telephone calls
Email and voice mails
Business meetings
Communication among employees in an organization that is not directly related to the completion of an organizational task
Informal communication
Type of Informal comm: Poorly substantiated information and insignificant information that is primarily about individuals. The content of the message lacks significance to the people gossiping
Gossip
Type of Informal comm: Poorly substantiated information that is passed along the grapevine. The information has significant to the lives of those communicating the message and can be about individuals or other topics such as job security, personnel changes, the external reputation of the org.
Rumor
An unofficial, informal communication
network.
Grapevine
Types of upward communication:
Attitude Surveys
Focus Groups and Exit Interviews
Suggestion Boxes
Third-Party Facilitators
A pattern of grapevine communication in which a message is passed to a select group of people who each in turn pass the message to a few select others.
Cluster Grapevine
A pattern of grapevine communication
in which a message is passed to only a select group of individuals
Gossip grapevine
A pattern of grapevine communication in which a message is passed randomly among all employees.
Probability grapevine
A pattern of grapevine communication in which a message is passed in a chainlike fashion from one person to the next until
the chain is broken.
Single-strand grapevine
Categories of Grapevine: An employee who receives less than half of all grapevine information
Isolate
Deviation from a standard of quality; also a
type of response to COMMUNICATION OVERLOAD that involves processing all information but processing some of it incorrectly.
Error
Categories of Grapevine: Employees who receive much grapevine information but who seldom pass it on to others.
Dead-enders
A response to communication overload in which the employee leaves the organization to reduce the stress.
Escape
Reaction to information overload: A person who screens potential communication for someone else and allows only the most important information to pass through.
Gatekeeper
A strategy for coping with communication overload in which an organization reduces the amount of communication going to one person by directing some of it to another person.
Multiple channels
A response to communication overload that involves the conscious decision not to process certain types of information.
Omission
A method of coping with communication overload that involves organizing work into an order in which it will be handled.
Queuing
A part of trait theory that postulates that certain types of people will BECOME leaders and certain types will not.
Leader emergence
A part of trait theory that postulates that certain types of people will be BETTER leaders than will other types of people.
Leader performance
Three aspects of motivation to lead: Those who seek leadership positions because they will result in personal gain.
Noncalculative motivation
Three aspects of motivation to lead: The motivation to lead as a result of a desire to be in charge and lead others.
Affective identity motivation
Three aspects of motivation to lead: The desire to lead out of a sense of duty or responsibility.
Social-normative motivation
Model of group socialization:
*Investigation Stage (recruitment/reconnaissance)
*Socialization Stage (accommodation/assimilation)
*Maintenance Stage (Role Negotiation)
*Resocialization Stage (accommodation/assimilation)
*Remembrance Stage (tradition/Reminiscence)
Reasons for joining the groups:
*Assignment
*Physical Proximity
*Affiliation
*Identification
*Emotional Support
*Assistance or Help
*Common Interest
*Common Goals
An aim or purpose shared by members of a group.
Common goal
Roles within group:
Knowledge Contributor
Process Observer
People Supporter
Challenger
Listener
Mediator
Gatekeeper
Take-Charge Leader
Factors affecting Group Performance:
Group Think
Group roles
Individual dominance
Communication Structure
Presence of others
Group Cohesiveness
The manner in which members of a group communicate with one another.
Communication structure
When one member of a group dominates the group.
Individual dominance
The positive effects that occur when a person performs a task in the presence of others.
Social facilitation
The negative effects that occur when a person performs a task in the presence of
others.
Social inhibition
___ That social loafing occurs when a group member notice that other members are not working hard and thus are “playing him for a sucker”. To avoid the situation, the individual lower their performance to match those of the other members.
Sucker Effect
___ That social loafing, a group member does not working hard as should if he were alone.
Free-Loader Effect/ Free-Rider Theory
The effect on behavior when two or more people are performing the same task in the presence of each other
Coaction
The effect on behavior when one or more people passively watch the behavior of another person.
Audience effects
Factors affecting Group Cohesiveness:
Stability
Outside Pressure
Group Status
Group Size
Isolation
Group homogeneity
The esteem in which the group is held by people not in the group. The higher the group status, the more cohesive.
Group status
The number of members in a group. The smaller the group, the more cohesive.
Group size
Types of communication structure:
Chains
Circles
Centralized
Open
The psychological and behavioral reaction to a perception that another person is either keeping you from reaching a goal, taking away your right to behave in a particular way, or violating the expectancies of a relationship.
Conflict
Conflict that keeps people from working together, lessens productivity, spreads to other areas, or increases turnover.
Dysfunctional conflict
Conflict that results in increased performance or better interpersonal relations.
Functional conflict
Potential problems within group:
Changing Membership
Social Loafing
Group Polarization
Group Think
Types of Teams:
Work Teams
Parallel Teams
Project Teams
Management Teams
Groups of employees who manage themselves, assign jobs, plan and schedule work, make work-related decisions, and solve work-related problems.
Work teams
Also called cross-functional teams, they consist of representatives from various departments (functions) within an organization.
Parallel teams
Groups formed to produce one-time outputs such as creating a new product, installing a new software system, or hiring a new employee.
Project teams
Teams that coordinate, manage, advice, and direct employees and teams.
Management teams
The extent to which team members treat each other in a friendly, informal manner.
Social distance
What is work teams:
Identification
Interdependence
Power Differentiation
Social Distance
Conflict Management Process
Negotiation Process
The extent to which team members have the same level of power and respect.
Power differentiation
The extent to which team members need and rely on other team members.
Interdependence
Types of conflict:
Interpersonal Conflict
Group-Group Conflict
Individual-Group Conflict
Conflict between two people.
Interpersonal conflict
Conflict between an individual and the other members of a group.
Individual–group conflict
Conflict between two or more groups.
Group–group conflict
Cause of Conflict:
Belief
Task Interdependence
Communication Barriers
Personality
Jurisdictional Ambiguity
Competitions for Resources
Physical, cultural, and psychological obstacles that interfere with successful communication and create a source of conflict.
Communication barriers
A cause of conflict that occurs when the demand for resources is greater than the resources available.
Competition for resources
Conflict caused by a disagreement about geographical territory or lines of authority.
Jurisdictional ambiguity
Relatively stable traits possessed by an individual.
Personality
A potential source of conflict that arises when the completion of a task by one person affects the completion of a task by another person.
Task interdependence
Five stages of employees go through org changes:
Denial
Defense
Discarding
Adaptation
Internalization
The first stage in the emotional reaction to change or layoffs, in which an employee denies that an organizational change or layoff will occur.
Denial
The second stage of change, in which employees accept that change will occur but try to justify the old way of doing things
Defense
The third stage of change, in which employees accept that change will occur and decide to discard their old ways of doing things.
Discarding
The fourth stage of change, in which employees try to adapt to new policies and procedures.
Adaptation
The fifth and final stage of organizational change, in which employees become comfortable with and productive in the new system.
Internalization
Strategies for minimizing resistance to change:
Communication
Learning
Employee Involvement
Stress Management
Negotiation
Coercion
Four Approaches to Org. Change:
Action Research Process
Appreciative Inquiry Approach
Large-Group Intervention
Parallel Learning Structure Approach
Four-D Model of Appreciative Inquiry:
Discovery
Dreaming
Designing
Delivering
Four-D Model of Appreciative Inquiry: Identifying the positive element of the observed events or org. “What is”
Discovery
Four-D Model of Appreciative Inquiry: Envisioning what might be possible in an ideal org. “What might be”
Dreaming
Four-D Model of Appreciative Inquiry: Engaging in dialogue about “what should be”. It involves the process of dialogue, in which participants listen with selfies receptivity to each other’s models and assumptions and eventually for, a collective model for thinking within the team.
Designing
Four-D Model of Appreciative Inquiry: Developing objectives about “what will be”. Participants establish specific objectives and direction for their own org. on the basis of their model of what will be.
Delivering
12 types of large scale org. change:
Transformational Change
Incremental Change
Developmental Change
Remedial Change
Process and System Change
People and Culture Change
Structural Change
Merger and Acquisition Change
De-merger Change
Downsizing Change
Relocation Change
Rebranding Change
Org. change: Fundamentally shifts how an org. operates, requiring deep commitment.
Transformational Change
Org. change: Small, gradual improvements to organizational systems for better efficiency.
Incremental Change
Org. change: Improving org. by building on what already exists.
Developmental Change
Org. change: Making org. run smoother by improving existing systems and workflows.
Process and System Change
Org. change: Streamlining operations and achieving better results through problem-solving.
Remedial Change
Org. change: People and culture change transform work environments to be more efficient and effective.
People and Culture Change
Org. change: Reshaping an organization to improve efficiency and effectiveness.
Structural Change
Org. change: Combining org. for growth and synergy.
Merger and acquisition change
Org. change: Breaking up org. mergers to boost agility and efficiency
De-merger Change
Org. change: Refreshing organizational image to stay relevant and competitive.
Rebranding Change
Org. change: Moving an organization for better efficiency, cost and markets.
Relocation Change
Org. change: Smooth-running an organization by reducing the workforce.
Downsizing change
Six elements of Org. Structure:
Work Specialization
Departmentalization
Chain of command
Span of control
Centralization and Decentralization
Formalization
___ the degree to which org. standardize behavior through rules, procedures, formal training and related mechanisms.
Formalization
Companies become_____ as they increasingly rely on various forms of standardization to coordinate work.
formalized
Refers to the number of people directly reporting to the next level in the hierarchy.
Span of control
___ is characterized by a narrow span of control and high degree of formalization and centralized when making decision.
Mechanistic Structure
___ is characterized by wide span of control, little formalization and decentralized decision making.
Organic Structure
A type of broad structure that work better in a rapidly changing environment because they are more flexible and responsive to the changes. Task are fluid, adjusting to new situations and org. needs. (complex work)
Organic structure
A type of broad structure that operates better in a stable environments because they rely on efficiency and routinary tasks.
Mechanistic Structure
What environments suitable for mechanistic structure:
Stable, Simple, Integrated, and Munificent
What environments suitable for organic structure:
Dynamic, Complex, Diverse and Hostile Environment
Scarcity in resources and more competition in the market.
Hostile environment
The process by which the individuals learn the values, expected behaviors, and social knowledge necessary to assume their roles in the org.
Organizational Socialization
Values Framework in Org. Culture. (Cameron and Quinn)
Clan
Adhocracy
Hierarchy
Market
Collaborative. Do things together.
Clan
Create. Do things first
Adhocracy
Control. Do things right
Hierarchy
Compete. Do things Fast
Market
Cultural Models: Low feedback and low degree of risk
Work hard- pay hard culture
Cultural Models: High feedback and low degree of risk
Process Culture
Cultural Models: Low feedback and High degree of risk
Tough-Guy Macho Culture
Cultural Models: high feedback and high degree of risk
Bet-your company culture
Four stages of employee go through being laid off:
Denial
Anger
Fear
Acceptance
The second stage of emotional reaction to downsizing, in which employees become angry at the organization.
Anger stage
The third emotional stage following the announcement of a layoff, in which employees worry about how they will survive financially.
Fear stage
The fourth and final stage of emotional reaction to downsizing, in which employees accept that lay-offs will occur and are ready to take steps to secure their future.
Acceptance stage
Employees who lose their jobs due to a layoff.
Victims
Employees who retain their jobs following a downsizing.
Survivors
Work schedules in which 40 hours are worked in less than the traditional five-day workweek.
Compressed workweeks
Working more than one job.
Moonlighting
A work schedule that allows employees to choose their own work hours
Flextime
A flextime schedule in which employees have flexibility in scheduling but must schedule their work hours at least a week in advance.
Flexitour or Modified flexitour
Flextime components: The part of a flextime schedule in which employees may choose which hours to work.
Flexible hours
A shift schedule in which employees never change the shifts they work.
Fixed shift
Flextime components: The total number of potential work hours available each day
Bandwidth
Flextime components: The hours in a flextime schedule during which every employee must work.
Core hours
A flextime schedule in which employees can choose their own hours without any advance notice or scheduling. (most flexible schedules)
Gliding time
A system in which part-time employees who work only during peak hours are paid at a higher hourly rate than all-day, full time employees.
Peak-time pay
A work schedule in which two employees share one job by splitting the work hours
Job sharing
Working at home rather than at the office by communicating with managers and coworkers via phone, computer, fax machine, and other offsite media.
Telecommuting
A shift schedule in which employees periodically change the shifts that they work.
Rotating shift
A chart made for each employee that shows what level of input the employee has for each task.
Empowerment chart
Levels of employee input: High to lowest level of trust and responsibility.
Absolute- has sole responsibility
Shared/participative/team- has equal vote in decision making
Advisory- make recommendations, new ideas and provide inputs
Ownership of own products- responsible for own quality
Following- work is closely check/approved by others.
