Module 3: Human Resources Development Flashcards
Hezberg’s Motivational-Hygiene Theory
P.79
Employees have two different categories of needs, independent of each other.
Hygiene factors (extrinsic) - factors that surround the job. E.g. Job security, pay, working conditions, supervision, relations with coworkers
Motivation Factors (intrinsic) - present in the job itself. Recognition, achievement, personal growth.
Blake-Mouton’s behavioral leadership theory
P.192
Axis plots Concern for people with concern for production (task).
Authoritarian managers—nine on production (task), one on people. These managers are task-oriented. They are very strong on schedules, expect people to do what they are told without question, and tend not to foster collaboration.
Team leaders—nine on production (task), nine on people. These managers lead by positive example, foster a team environment, and encourage individual and team development.
Country club managers—one on production (task), nine on people. These managers use rewards to encourage team members. They create a secure atmosphere and trust individuals to accomplish goals, avoiding punitive actions so as not to jeopardize relationships.
Impoverished managers—one on production (task), one on people. These managers use a “delegate-and-disappear” management style. They detach themselves, often creating power struggles.
Hofstede’s Value Dimensions
5 primary dimensions that differentiate culture:
Power Distance Uncertainty Avoidance Individualism/Collectivism Masculinity/Femininity Long term/short Term view
Power Distance
Part of Hofstede’s Value Dimensions. Power Distance - extent that employees accept unequal power distribution. Small power distance = view as equals; large power distance = autocratic
Uncertainty Avoidance
One of Hofstede’s Value Dimensions - extent to which people cope with anxiety by minimizing uncertainty. High uncertainty avoidance = cultures prefer rules & structure, low = comfortable with less structure
Individualism/Collectivism
One of Hofstede’s Value Dimensions. Extent to which people stand up for themselves and choose their affiliations
Masculinity/Femininty
Value placed on traditional male or female roles in Western cultures. feminine cultures value relationships, quality of life while masculine cultures value competitiveness, assertiveness & accumulation of wealth
Long term/ short term view
Extent to which society embraces long term commitments and tradition. High = work ethic is strong, but businesses may take longer to develop. Low = changes occur more rapidly
Low context / high context culture
Low context : people have many connections but of shorter duration. (Communication is direct, behavior and beliefs spelled out explicitly)
High context: close connections for a long period of time. (Common understanding and shared culture)
Elements for HR Success
Relationship Management Ethical Practice HR Expertise Business Acumen Critical Evaluation Diversity and Inclusion Leadership and Navigation Consultation Communication
Learning Organization
An organization that has “learned” to react and adapt to its environment.
Copyright Act
Registration is recommended but not required.
Right to authorize others to reproduce, distribute, prepare derivative works, display and/or perform.
2 types of Work “made for hire”
2 Types -
- An employer owns the copyright for works created by an employee provided that creating the work is within the employee’s regular duties.
- Commissioned work with an agreement in place that falls into one of ten categories in the copyright act.
Public domain
Life of author + 70 years
Anonymous works & works made for hire:
95 years from first year of publication or 120 years from creation - whichever expires first.
Published before 1978 w/o notice of copyright
Produced for US gov
Fair use
Purpose Nature Percentage Amount Effect on potential market value
OD intervention Process
1 diagnose the Environment
2 develop an action plan
3 evaluate the results
OD intervention strategies are generally characterized as interpersonal, technological, or structural.
Change Process Theory
Unfreeze
Moving
Referee
Total Quality Management (TQM)
A total quality environment is one in which a customer focus, teamwork, and creativity are valued. It does not place blame and recognizes that failures can be learning experiences and are part of the process.
- find & eliminate problems that interfere with quality
- identify customers and satisfy needs
- eliminate waste
- encourage pride and teamwork
- Create an environment conducive to creativity
Pareto chart
Based on the pareto principle - 80% of effects come from 20% of causes.
Six Sigma
Data driven methodology for reducing defects
DMAIC: Define, Measure, Analyze, Improve, Control
DMADV: define, Measure, Analyze, Design, Verify
Andragogy
Study of how adults learn. Opposite of pedagogy
- study of the education of children.
Bloom’s Taxonomy
Remember: ESAACK
Evaluation- make judgements Synthesis - troubleshoot and train Analysis- break it down and explain how fits together Application - use it Comprehension - translates it Knowledge - knows it
McClelland’s Theory
Identifies characteristics of people with high need for achievement.
- set smart goals
- prefer to work on a problem than leave outcome to chance
- seem to be more concerned with personal achievement than reward
- seek feedback
McGregor’s Theory X and Theory Y
Theory X = rigid control
(X=don’t do that)
Theory X managers believe that employees inherently do not like to work and must be strictly controlled.
Theory Y = Autonomy
(Y asks why not)
