Learning & Development Flashcards
Principles of Motivation
All human behavior is caused - reason for acting
All behavior is directed towards achieving a goal - not random
Each person is unique
Maslow’s Hierarchy of Needs
Physiological = physical Security = shelter, no threats Social = need to belong Esteem = training, recognition, status Self-actualization = opp for growth, problem solving, creativity
Herzberg’s 2-Factor Theory
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
McClelland’s Theory
Some ppl have intense need to achieve while others do not - ID’s characteristics of high achievers
Characteristics of McClelland High Achievers
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
McGregor’s Theory X & Theory Y
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
Vroom’s Expectancy Theory
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)
Leadership
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
Management
Can create orderly results that keeps org working efficiently
Planning, budgeting, staffing, problem-solving
Day-to-day ops
Systems/structures for results
Obstacles to Leadership Development
Slow-developing crises
Suppressive efforts of org
Prestige of specialist professional training
Educational system rewarding individual over team
Negative publicity w/high visibility
Trait Theories of Leadership
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
Behavioral Dimensions of Leadership
How a person behaves determines their leadership effectiveness
Consideration
Employee centered behavior aimed at meeting social/emotional needs to groups/individuals
Explains decisions to them
Initiating Structure
Job centered behavior aimed at careful supervision of work methods/performance levels
Clarifies roles/sets goals
Blake Mouton Theory
Managerial theory of relationships btw people and production Authoritarian Team Leader Country Club Impoverished Middle of the Road
Authoritarian
High production, low ppl
Task/schedule oriented, not much fostering of collaboration
Team Leaders
High production, high ppl
Lead by positive example, team environment and development encouraged
Country Club
Low production, high ppl
Use rewards to encourage, avoid punitive actions
Impoverished
Low production, low ppl
Delegate & disappear, detached
Middle of the Road
No real focus on either ppl or production
Situational Leadership
Leadership should vary based on situation and/or EEs involved
2 components:
Task behavior
Relationship behavior
Task Behavior
Extent to which leaders are likely to organize and define roles/activities of group members
Relationship Behavior
Extent to which leaders are likely to maintain personal relationships w/group members
Hersey-Blanchard’s Theory
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
Fiedler’s Contingency Theory
Group performance dependent upon interaction of leadership style and situational favorableness Success determined by 3 factors: leadership-member relations task structure position power
Transactional Leadership
Promise of reward or threat of discipline, depending on followers’ performance of measurable tasks
Transformational Leadership
Inspires followers to join in a mutually satisfying achievement of genuine consequence
Performance Management
Maintaining or improving job performance thru performance assessment tools, coaching, feedback.
Review process allows EE & mgr to create/plan to achieve goals together
Performance Management Standards
When setting and communicating performance standards, consider:
Behaviors = what org says EEs should do
Results = desired outcome from EEs
Skinner’s Behavioral Reinforcement Theory
Positive reinforcement, negative reinforcement, punishment, extinction
Positive reinforcement
person repeats desired behaviors to gain a reward
Negative reinforcement
person works to avoid an undesirable result
Punishment
Response causes something negative to occur
Extinction
Unlearning a response b/c of a change in consequences
Management by Objectives
EEs help set objectives, define what they want to achieve, based on org goals
Behaviorally anchored rating scale (BARS)
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
Legal Performance Appraisals
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
Appraisal Feedback Guidelines
Describe behavior instead of judging it Helpful attitude Empathize Active listening Specific examples
Documentation Guidelines
Contemporaneous to event
Notes on all, not just a few EEs
Objective
Focus on deficiencies, not causes
Job Rotation
Movement btw jobs
Job Enlargement
EE doing different tasks w/in same job to give variety of EEs same level of skill
Job Enrichment
Increases depth of job by adding responsibilities
Dual Ladder Program
ID meaningful career paths for ppl not interested in mgmt roles
Succession & Replacement Planning
Talent management by ID’ing and fostering development of high potential EEs for higher positions as they become available
Succession
Long-term, 12-36 mos
Focuses on leadership for future
Capability of EEs to fill multiple assignments
Replacement
Short-term, 0-12 mos
Immediate needs for backup staff in key positions
Total Rewards
Everything EE earns: base pa, bonuses, benefits
Direct Compensation
Pay systems
Indirect Compensation
Benefits and recognition programs
Entitlement Oriented System
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
Contribution Oriented System
EEs are contributors and compensation is performance driven and based on shared responsibility
Often in nonunionized workplaces
External Equity
Compares org to other orgs in industry, occupation, location to define relevant labor market.
Lag, match or lead on compensation
Internal Equity
Jobs w/in org appropriately compensated as related to performance or job differences w/in org
