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SHRM > Learning & Development > Flashcards

Learning & Development Flashcards

1
Q

Principles of Motivation

A

All human behavior is caused - reason for acting
All behavior is directed towards achieving a goal - not random
Each person is unique

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2
Q

Maslow’s Hierarchy of Needs

A 
Physiological = physical
Security = shelter, no threats
Social = need to belong
Esteem = training, recognition, status
Self-actualization = opp for growth, problem solving, creativity
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3
Q

Herzberg’s 2-Factor Theory

A

Unacceptable conditions in hygiene factors lead to job dissatisfaction
Hygiene factors are extrinsic - pay, working conditions, coworkers - and can only motivate, not satisfy
Intrinsic motivation matters too - personal growth, achievement, recognition and can satisfy

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4
Q

McClelland’s Theory

A

Some ppl have intense need to achieve while others do not - ID’s characteristics of high achievers

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5
Q

Characteristics of McClelland High Achievers

A

Set moderately difficult but potentially achievable goals
Prefer to work on problem instead of leaving outcome to chance
Appear more concerned w/personal achievement than rewards of success
Seek situations to receive concrete feedback on work

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6
Q

McGregor’s Theory X & Theory Y

A

2 Management styles
Theory X = believe ppl dislike work and will try to avoid it; authoritative
Theory Y = believe EEs dislike rigid controls and want to accomplish something; participatory

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7
Q

Vroom’s Expectancy Theory

A

Ppl will be motivated to work towards goal if they believe there’s a favorable outcome
Expectancy = person’s belief that a chance exists that certain effort leads to particular level of performance and particular outcome
Instrumentality = action leads to outcome
Valence = strength of desire for particular outcome
Tension exists when similar inputs do not equal similar outcomes
(Eg car example)

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8
Q

Leadership

A

Requires alignment w/org vision/mission
Influencing others toward achievements of goals, acting as change agents, serve by example, develop other leaders, motivates, inspires, directs

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9
Q

Management

A

Can create orderly results that keeps org working efficiently
Planning, budgeting, staffing, problem-solving
Day-to-day ops
Systems/structures for results

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10
Q

Obstacles to Leadership Development

A

Slow-developing crises
Suppressive efforts of org
Prestige of specialist professional training
Educational system rewarding individual over team
Negative publicity w/high visibility

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11
Q

Trait Theories of Leadership

A

Early approaches to leadership - focused on qualities of leaders
Born, not made
5 personal traits of effective leaders: intelligent, dominant, self-confident, high energy, task-relevant knowledge

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12
Q

Behavioral Dimensions of Leadership

A

How a person behaves determines their leadership effectiveness

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13
Q

Consideration

A

Employee centered behavior aimed at meeting social/emotional needs to groups/individuals
Explains decisions to them

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14
Q

Initiating Structure

A

Job centered behavior aimed at careful supervision of work methods/performance levels
Clarifies roles/sets goals

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15
Q

Blake Mouton Theory

A 
Managerial theory of relationships btw people and production
Authoritarian
Team Leader
Country Club
Impoverished
Middle of the Road
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16
Q

Authoritarian

A

High production, low ppl

Task/schedule oriented, not much fostering of collaboration

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17
Q

Team Leaders

A

High production, high ppl

Lead by positive example, team environment and development encouraged

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18
Q

Country Club

A

Low production, high ppl

Use rewards to encourage, avoid punitive actions

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19
Q

Impoverished

A

Low production, low ppl

Delegate & disappear, detached

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20
Q

Middle of the Road

A

No real focus on either ppl or production

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21
Q

Situational Leadership

A

Leadership should vary based on situation and/or EEs involved
2 components:
Task behavior
Relationship behavior

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22
Q

Task Behavior

A

Extent to which leaders are likely to organize and define roles/activities of group members

23
Q

Relationship Behavior

A

Extent to which leaders are likely to maintain personal relationships w/group members

24
Q

Hersey-Blanchard’s Theory

A

Suggests leadership style should be matched to maturity of EEs w/4 tasks
Directing
Coaching/selling ideas
Supporting
Delegating
As maturity increases, should become more relationship-motivated than task-motivated

25
Q

Fiedler’s Contingency Theory

A 
Group performance dependent upon interaction of leadership style and situational favorableness
Success determined by 3 factors: 
leadership-member relations
task structure
position power
26
Q

Transactional Leadership

A

Promise of reward or threat of discipline, depending on followers’ performance of measurable tasks

27
Q

Transformational Leadership

A

Inspires followers to join in a mutually satisfying achievement of genuine consequence

28
Q

Performance Management

A

Maintaining or improving job performance thru performance assessment tools, coaching, feedback.
Review process allows EE & mgr to create/plan to achieve goals together

29
Q

Performance Management Standards

A

When setting and communicating performance standards, consider:
Behaviors = what org says EEs should do
Results = desired outcome from EEs

30
Q

Skinner’s Behavioral Reinforcement Theory

A

Positive reinforcement, negative reinforcement, punishment, extinction

31
Q

Positive reinforcement

A

person repeats desired behaviors to gain a reward

32
Q

Negative reinforcement

A

person works to avoid an undesirable result

33
Q

Punishment

A

Response causes something negative to occur

34
Q

Extinction

A

Unlearning a response b/c of a change in consequences

35
Q

Management by Objectives

A

EEs help set objectives, define what they want to achieve, based on org goals

36
Q

Behaviorally anchored rating scale (BARS)

A

Combats problems of category ratings by describing examples of desirable and undesirable behavior for EEs to be measured against.
Works best when EEs perform same tasks

37
Q

Legal Performance Appraisals

A 
Appraisals must be: 
valid & non-discriminatory
based on formal eval criteria
based on personal knowledge/interaction
designed to prevent one mgr from influencing EE career
based on equitable tx of all EEs
38
Q

Appraisal Feedback Guidelines

A 
Describe behavior instead of judging it
Helpful attitude
Empathize
Active listening
Specific examples
39
Q

Documentation Guidelines

A

Contemporaneous to event
Notes on all, not just a few EEs
Objective
Focus on deficiencies, not causes

40
Q

Job Rotation

A

Movement btw jobs

41
Q

Job Enlargement

A

EE doing different tasks w/in same job to give variety of EEs same level of skill

42
Q

Job Enrichment

A

Increases depth of job by adding responsibilities

43
Q

Dual Ladder Program

A

ID meaningful career paths for ppl not interested in mgmt roles

44
Q

Succession & Replacement Planning

A

Talent management by ID’ing and fostering development of high potential EEs for higher positions as they become available

45
Q

Succession

A

Long-term, 12-36 mos
Focuses on leadership for future
Capability of EEs to fill multiple assignments

46
Q

Replacement

A

Short-term, 0-12 mos

Immediate needs for backup staff in key positions

47
Q

Total Rewards

A

Everything EE earns: base pa, bonuses, benefits

48
Q

Direct Compensation

A

Pay systems

49
Q

Indirect Compensation

A

Benefits and recognition programs

50
Q

Entitlement Oriented System

A

EEs entitled to benefits like healthcare as condition of employment w/less emphasis on EE contributions and more emphasis on org profitability as a whole
Often in unionized workplaces

51
Q

Contribution Oriented System

A

EEs are contributors and compensation is performance driven and based on shared responsibility
Often in nonunionized workplaces

52
Q

External Equity

A

Compares org to other orgs in industry, occupation, location to define relevant labor market.
Lag, match or lead on compensation

53
Q

Internal Equity

A

Jobs w/in org appropriately compensated as related to performance or job differences w/in org

SHRM (8 decks)

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