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Hannah Brotherton > MGMT 310 exam 3 > Flashcards

MGMT 310 exam 3 Flashcards

1
Q

___ develops a pool of qualified applicants for jobs in an organization

A

Recruiting

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2
Q

these have the highest validity for predicting job performance

A

Cognitive ability tests
Performance tests
Structured interviews

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3
Q

these have the lowest validity for predicting job performance

A

Applications and resumes
Reference checks
Background checks
Drug testing

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4
Q

Prohibits discrimination based on _____, _____, _____, _____, _____ _____, or _____ _____ in employment decisions: hiring, pay, working conditions, promotion, discipline, or discharge. What act is this?

A

race, sex, color, religion, sexual orientation, or national origin
Title VII of Civil Rights Act (1964):

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5
Q

_____ is the consistency of test scores, where as _____ is the accuracy of the test.

A

Reliability; validity

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6
Q

Assessment of an employee’s job performance.
_____ _____

A

Performance Appraisal

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7
Q

Two Basic Purposes for performance appraisal

A

Administrative & Developmental

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8
Q

What is appraised during performance appraisal?

A

Results, behaviors, and traits

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9
Q

Who should conduct the Performance Appraisal?

A

Managers, Peers, Subordinates, Customers, Self
360-degree performance appraisal

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10
Q

effectively managing workforce diversity results in ___ ___ ___

A

better problem solving

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11
Q

what do mentors do?

A

help proteges progress faster in career development

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12
Q

special efforts to recruit and hire qualified members of groups that have been discriminated against in the past is called ___ ___

A

affirmation action

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13
Q

an employee working in a unit who is a citizen of the country where the unit is located, but the unit is operated by an organization headquartered in another country is called ___-___ ___

A

host-county national

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14
Q

an organization that values cultural diversity and seeks to encourage and utilize it is called ___ ___

A

multicultural organiztion

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15
Q

which of the following is not true about leaders:

a. there is no one “correct” style of leadership
b. all leaders are managers
c. leaders are made and not born
d. leadership success involves the leader, followers, and situation

A

all leaders are managers is not true

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16
Q

a behavior that give purpose and meaning to organizations, envisioning and creating a positive future ___ ___

A

strategic leadership

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17
Q

good followers help produce good leaders T/F

A

true

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18
Q

which is not a substitute for leadership:
a. characteristics of the task
b. organizational characteristics
c. subordinates individual characteristics
d. a strategic plan

A

a strategic plan

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19
Q

a leader who motivates people to transcend their personal interests for the good of the group is called ___ ___

A

transformational leader

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20
Q

administering an adverse consequence (applying something that someone doesn’t like) in order to stop a behavior that you no longer want in an employee is called ___

A

punishment

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21
Q

in expectancy theory, ___ is whether or not you find the reward offered to be desirable.

A

valence

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22
Q

the set of perceptions about what an employee owes their employers, and what an employer owes their employees is called ___ ___

A

psychological contract

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23
Q

job satisfaction always improves employee productivity T/F

A

False

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24
Q

how HR can create a competitive advantage through people , HRM has a strategic impact because
4 things

A
  1. People create value
  2. Talent is rare
  3. A group of well-chosen, motivated people is difficult to imitate
  4. People can be organized for success
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25
Q

define HR planning

A

Having the right kind and number of people at the right time, and the goal is to avoid a surplus or shortage of labor

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26
Q

Determining how many and what type of people are needed is called ___ ___

A

demand forecasts

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27
Q

Forecasting how many and what types of employees the organization will actually have is called ___ ___ ___

A

supply of labor

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28
Q

Process to determine what is done on a given job and what should be done on that job is called ___ ___

A

job analysis

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29
Q

tasks, duties, and responsibilities of the job is called ___ ___

A

Job description

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30
Q

knowledge, skills, and abilities needed to do the job is called ___ ___

A

Job specification

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31
Q

Searching from within the organization for applicants (promotions, transfers)

A

Internal recruiting

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32
Q

Internal recruiting pro and con example

A

pro: cheaper than having to advertise the job position
con: creates employee jealousy

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33
Q

You can not have validity without reliability TF

A

T

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34
Q

Looking outside the organization for applicants

A

External recruiting

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35
Q

External recruiting pro and con example

A

pro: larger number of applicants than with internal recruitment
con: training time and adjusting to work culture

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36
Q

___ is the consistency of test scores

A

Reliability

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37
Q

___ is the accuracy of the test

A

Validity

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38
Q

___ ___ is the degree to which a test predicts job performance

A

Criterion-related validity

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39
Q

___ ___ is the degree to which a selection test measures that actual knowledge, skills, and abilities required for the job

A

Content validity

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40
Q

low validity test example

A

Drug testing

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41
Q

high validity test example

A

Cognitive ability tests or Performance tests

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42
Q

Reference checks and recommendations info–

A

These are low in validity because they don’t distinguish between candidates very much. However, they are necessary to make good hiring decisions and avoid legal problems

43
Q

performance tests info–

A

a test that’ll let employers know is the applicant is qualified and capable to do the job correctly, and high validity

44
Q

difference between structured and unstructured interviews

A

-Structured interviews have high validity (use situational and behavioral questions)
-Unstructured interviews have zero validity and can cause legal problems

45
Q

___ are due to a surplus of labor

A

-Layoffs

46
Q

___ is giving job assistance to laid off workers

A

Outplacement

47
Q

___ occurs when someone is fired for poor performance or misconduct

A

Termination

48
Q

outplacement examples

A

resume review, cover letter assistance, job search advice

49
Q

An analysis identifying the jobs, people, and departments that need training. This is an important first step in the training process. this is called ___ ___

A

Needs Assessment

50
Q

Disparate treatment
2

A

-Intentional
-People are treated differently based on a protected class

51
Q

Disparate impact
three things

A

-Does not have to be intentional
-People are treated the same, but the outcome is different
-If the selection test is found to be valid, the employer has not violated the law

52
Q

A 360-degree appraisal is …

A

a method of performance review

53
Q

the average pay of the firm in comparison to other organizations (high, medium, or low) is called ___ ___

A

Pay level

54
Q

benefits required by law:
three things

A

-Workers compensation
-Social Security
-Unemployment Insurance

55
Q

the periodic ritual of negotiating that management and unions engage in discussing wages, benefits, hours, and working conditions is called ___ ___

A

Collective Bargaining

56
Q

Affirmative action is reactive
4 things

A

-Applies primarily to government contractors and Title VII violators
-Temporary plan intended to remedy past illegal discrimination
-Generally includes targeted recruitment and increased opportunities
-Disallows quotas and cannot unduly harm white males

57
Q

advantage of managing diversity

A

Ability to attract and retain motivated employees

58
Q

challenges to overcome for managing diversity
5 things

A

-Unexamined assumptions
-Lower cohesiveness
-Communication problems
-Mistrust and tension
-Stereotyping

59
Q

___ organization – very little cultural integration; employee population is highly homogenous

A

Monolithic

60
Q

___ organization – a more diverse employee population; takes steps to involve people from different backgrounds

A

Pluralistic

61
Q

___ organization – diversity exists and is valued; fully integrated formally and informally (focus not on visible differences)

A

Multicultural

62
Q

-Managers from headquarters staff key positions
-Ensures control over subsidiary locations
-Eases transfer of policies from headquarters to subsidiaries

A

Ethnocentric Policy

63
Q

-Host-country nationals staff key positions
-Reduces cultural mishaps and misunderstanding
-Coordination with headquarters may be problematic

A

Polycentric
Policy

64
Q

-An international cadre of skilled managers are assigned to global subsidiaries regardless of nationality
-Leverages technical and managerial expertise

A

Geocentric
Policy

65
Q

___ ___: The extent to which a society accepts the fact that power in organizations is distributed unequally

A

Power distance

66
Q

___: The extent to which people act on their own or as a part of a group

A

Individualism/collectivism

67
Q

___ ___: The extent to which people in a society feel threatened by uncertain and ambiguous situations

A

Uncertainty avoidance

68
Q

___: The extent to which a society values quantity of life over quality of life

A

Masculinity/femininity

69
Q

Why Organizations Enter the Global Market?
three things

A

-Gain access to resources
-Skills of foreign employees
-Attract more customers

70
Q

What influences generational differences?
three things

A

-Life cycle effect
-Cohort effect
-Period effects

71
Q

Behavior that provides guidance, support, and corrective feedback for day-to-day activities is called ___ ___

A

Supervisory leadership

72
Q

Behavior that gives purpose and meaning to organizations, envisioning and creating a positive future is called ___ ___

A

Strategic Leadership

73
Q

what are the five sources of power
five things

A

-Legitimate
-Reward
-Expert
-Referent
-Coercive

74
Q

traits that differentiates leaders (from the trait approach) name at least 1

A

Drive
Leadership motivation
Integrity
Self-confidence
Knowledge of the business
Dark Traits

75
Q

limitations of the trait approach

A

it ignores the followers and the situation

76
Q

leader-member exchange (behavioral approach

A

Highlights the importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis

77
Q

leader encourages excellent performance and continuous improvement by showing a high degree of confidence in followers and setting challenging goals. this is called ___ ___ ___

A

Achievement oriented leadership

78
Q

Vroom Model of Leadership says that the major determinant of leadership effectiveness is the ability to make decisions t/f

A

t

79
Q

in Hersey and Blanchard’s Situational Theory…

A

a manager should use performance related leadership with low maturity followers (and what it means to be a low maturity follower)

80
Q

highly routine and highly interesting work can be substitutes for ___

A

leadership

81
Q

___ ___: A leader who motivates people to transcend their personal interests for the good of the group

A

Transformational leaders

82
Q

___ ___: Leaders who talk about positive change but allow their self-interest to take precedence over followers’ needs

A

Pseudo-transformational leaders

83
Q

___ ___ concerns how leaders influence subordinates’ perceptions of their work goals and the paths they follow toward attainment of those goals

A

Path-goal theory

84
Q

A theory proposing that people will behave based on their perceived likelihood that their effort will lead to a certain outcome and on how highly they value that outcome is called ___ ___

A

Expectancy theory

85
Q

___: The perceived likelihood that performance will be followed by a particular outcome (a consequence a person received for his or her performance)

A

Instrumentality

86
Q

___: Employees’ perception of the likelihood that their efforts will enable them to attain their performance goals

A

Expectancy

87
Q

what ways are Need Theory limited?

A

it overlooks some of an employee’s more basic needs, such as shelter, food, and water

88
Q

___: The value an outcome holds for the person contemplating it

A

Valence

89
Q

using a fair process in decision making and making sure others know that the process was as fair as possible is called ___ ___

A

procedural justice

90
Q

Must pair goals with other management tools: employee KSAs, group cooperation, ethical standards

A

stretch goal

91
Q

___ ___: Applying a consequence that increases the likelihood of a person repeating the behavior that led to it

A

Positive reinforcement

92
Q

___ ___: Removing or withholding an undesirable consequence

A

Negative reinforcement

93
Q

___: Administering an aversive consequence

A

Punishment

94
Q

___: Withdrawing or failing to provide a reinforcing consequence

A

Extinction

95
Q

McClelland’s need theory
three things

A

-Need for achievement
-Need for affiliation
-Need for power

96
Q

___ ___: Rewards given to a person by the boss, the company, or some other person

A

Extrinsic rewards

97
Q

___ ___: Reward a worker derives directly from performing the job itself

A

Intrinsic rewards

98
Q

___ ___: Characteristics of the workplace, such as company policies, working conditions, pay, and supervision, that can make people dissatisfied

A

Hygiene factors

99
Q

core job characteristics (list 3 on exam)
five things

A

-skill variety
-task identity
-task significance
-autonomy
-feedback

100
Q

the Job Characteristics Model does not work unless an employee has high growth need strength T/F

A

True

101
Q

___ is the process of sharing power with employees, thereby enhancing their confidence in their ability to perform their jobs and their belief that they are influential contributors to the organization

A

empowerment

102
Q

Job dissatisfaction can result in: (list 2 on exam)
five things

A

-Higher turnover and absenteeism
-Less good citizenship
-More grievances and lawsuits
-Strikes
-Stealing, sabotage, vandalism

103
Q

one workplace program that enhances quality of work life

A

safe and healthy envirnment

104
Q

A set of perceptions of what employees owe their employers, and what their employers owe them is called ___ ___

A

Psychological contract

Hannah Brotherton (18 decks)

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