Integrating HRM and Leadership

Question 1

What is at the center of good HRM?

Answer 1

• Dynamic Relationship between person and work
• Continuous reciprocal adaptation between process and work

Question 2

What are the key factors for good HRM (triangle)

Answer 2

1. Motivation
2. Satisfaction
3. Performance

Question 3

Describe the dynamics of work (dis)satisfaction?

Answer 3

Work situation is compared to needs and expectations.
Match or Mismatch
- Dissatisfied
- Satisfied

Now what do we do with our expecations?
Raise , Keep, Lower
Do we employ problem solving?

Question 4

What are the five types of job (dis)satisfaction?

How are the expectations best described?

Answer 4

1. Progressing Satisfaciton (raising exp.)
2. Stationary Satisfaction (keeping)
3. Resigned Satisfaction (lowering)
4. Fixed Dissatisfaction (keeping)
5. Constructive Dissatisfaction (keeping -> but problem solving to meet them)

Question 5

What is the fundamental assumption of self-determination theory?

Answer 5

Everyone has a high need of autonomy, competence and belonging.

Question 6

What two types of Motivation exist?

Answer 6

Controlled Motivation (“have to”, extrinsic)

Autonomous Motivation (“want to”, intrinsic)

Question 7

Briefly describe controlled motivation. How does it work?

Answer 7

Controlled motivation is caused by pressure, obligation and stress:
It employs Punishment, rewards and expectations as well as Shame, guilt and self-worth

Question 8

Briefly describe Autonomous Motivation. How does it work?

Answer 8

Autonomous motivation is based on choice and psychological freedom:
The focus is on
- Meaningfulness and Personal Relevance
- Passion, Interest

Question 9

Give four examples for extrinsic motivation. What is the aim?

Answer 9

Give external incentives

• Financial incentives
• External working conditions
• Surveillance
• Pressure
• Social relationships

Question 10

Give four examples for intrinsic motivation.
What is the aim?

Answer 10

Motivation through task orientation

• Learning Opportunties
• Complete Tasks
• Task variety
• Task-related cooperation
• Decision latitude

Question 11

What are two drivers behind motivation?

Answer 11

1. Striving to satisfy of needs
   o e.g. autonomy, competence, affiliation, power, achievement, security
2. Striving to reach goals
   o Motivation = valence x instrumentality x expectation
   o Valence: Which goal do I want to achieve?
   o Instrumentality: Does this goal help me achieve?
   o Expectation: How likely is the success of this action?
   - Effective goal setting is key for motivation.

Question 12

Describe goal-setting theory (Locke & Latham 1990)

Answer 12

1. SMART Goals – Smart – Measurable – Aligned – Realistic – Time-Bound
2. Psychological Processes – Attention – Effort – Persistence – Learning
3. Productivity

Additional prerequisites:
1. Self-efficacy (ones belief in the ability to complete a task)
2. Participation
3. Commitment
4. Feedback

Question 13

What is a commonly used framework for performance management?

Answer 13

Management by objectives (based on Goal Setting Theory)

Question 14

Name 3 different dimensions for goals.

Answer 14

1. Individual vs. Group Goals
   a. If highly interdependent goal avoid individual goals
2. Learning vs. Performance Goals
   a. For very complex tasks. Learning goals more effective than performance goals
3. Behaviour vs- Outcome Goals
   a. Behavior goals are more difficult to measure but more concrete and easier influenced by individual.

Question 15

Name 6 characteristics of good performance indicators

Answer 15

• Adequate for task / agreed objectives
• Can be influenced by assessed person
• Reliability, validity, objectivity
• Constructive Feedback
• Participatory Development
• Fits with organizational culture

Question 16

Describe 2 types of Employment Relationships:

Answer 16

Legal Contract
1. E Gives Time and goal achievement
2. Get $ and Goals

Psychological Contract
1. E Gives goal-orientation and loyalty
2. Gets Employability, job security

Question 17

In what regard are employment relationships currently changing?

Answer 17

Moving from Traditional relational contract with Job-Security, Life-Long employment, internal promation, specialization and identification to:
New Transactional contract:
Flexibility / Accepting insecurity
Internal Development
Goal / Performance Orientation
Employability
Focus on own competencies

Question 18

How can psychological contracts be used as management instruments?

Answer 18

• Complement and superimpose legal contracts
• May be based on verbal agreements, observations of behavious, nnorms

Question 19

What is the core to sound psychological contracts?

Answer 19

1. Coherent Communication of Employer Expectations
2. Continuous Monitoring of discrepancies in expectations.

Question 20

How can we link motivation, satisfaction and performance?

Answer 20

• Ensure participation in goal setting for personally meaningful goals.
• Give employees control for their own goal achievement, but also give sufficient leadership support
• Strengthen competence building and personal recognition
• Clarify and adjust reciprocal expectations

Question 21

What are three aspects researched to identify good leaders?

Answer 21

1. Leadership traits (such as high energy, values …)
2. Leadership skills (can be learned)
3. Leadership behaviors

Question 22

Describe the theory of transformational leadership vs. transactional leadership.

Answer 22

A transformational leadership style creates a vision and inspires subordinates to strive beyond required expectations, whereas transactional leadership focuses more on extrinsic motivation for the performance of job tasks

Question 23

What is a transformational leader?

Answer 23

Transformational leaders transform followers attitudes an values, to activate higher order motives and stimulate them to trancend and implement the organizations goals.
Followers are driven by self-interest and pro-active approach.

Question 24

What are the 4 components of transformational leadership

Answer 24

1. Idealized influence
2. Individualize Consideration
3. Intellectual Stimulation
4. Inspirational motivation

Question 25

What is transactional leadership based on?

Answer 25

Based on compliance and norms.
Reward and Praise for task completion

Question 26

How do charismatic (transformational leaders) “work”?

Answer 26

Charismatic leaders have a high need for power, high self-confidence, excellent verbal skills and a strong compassion for their own ideas. This is what motivates them to convinve other people of their ideas.