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)
Vroom’s Expectancy Theory
Key variable is level of effort, which depends upon:
Expectancy - belief that a chance exists that a certain effort will lead to performance which will lead to certain outcomes. How likely is it that I will reach my performance goal?
Instrumentality - belief that a specific action leads to a specific outcome. Will I receive various outcomes if I reach my performance goal?
Valence - strength of an individual’s desire for a particular outcome. How desirable or undesirable are these outcomes?
Adams Equity Theory
Based on the fact that people want to be treated fairly. People want equal outcomes for equal inputs.
ADDIE
Assessment Design development Implementation Evaluation
Systematic development process used to create employee learning that aligns with strategic goals
Needs Assessment Levels
Organizational: examines KSAs needed as organizations and jobs change
Task: compares job requirements with employee knowledge & skill.
Individual: focus on individual employees and how they perform.
Needs assessment Process
An organizational needs assessment takes into consideration the internal and external factors that affect the corporation. Conducting a needs assessment should lead to the alignment of organizational and HRD goals.
- Gather data
- Determine training needs
- Propose Solutions
- Calculate Costs
- Implement
Forced choice method of appraisal
Forced choice is a variation on the checklist method in which the appraiser is required to check two of four statements: one that the employee is “most like” and one that the employee is “least like.” The items are generally a combination of positive and negative statements. One limitation of this rating method is that constructing valid statements is difficult.
Transformational/transactional leaders
The transactional leader offers the promise of reward or the threat of discipline, depending upon the followers’ performance of measurable tasks.
Transformational leadership inspires and stimulates followers to join together in a mutually satisfying achievement of genuine consequence.
Leader-member relations
Leader-member relations refers to the degrees of confidence, trust, and respect that followers have in their leaders.
One of Fielder’s Favorableness factors
BARS
Behaviorally Anchored Rating Scale
BARS is a performance appraisal approach specifically designed to avoid the issues of category ranking systems. Each employee is rated against the position’s behavioral anchors rather than against another employee’s performance.
Talent Management Program
A talent management program specifically relates to senior-level and high-potential employees. It is an array of strategies and systems to develop skills for future business needs, in this case, preparing candidates for leadership roles by developing these competencies.
Barrier to Transfer of Training
Transfer of training is the effective and continuing on-the-job application of the KSA’s learned during the training. The primary barrier participants experience is the lack of reinforcement and support when they try to apply training to the job. The organization needs the participants to bring new skills to the job.
360 Degree Feedback
(Level 3 of kirkpatrick’s evaluation methods -
Used to evaluate behavioral change.) Evaluates performance using self, peers, direct reports, management and other relevant perspectives.
Under the FLSA, nonexempt employees must be paid for training time unless what four requirements are met?
- Attendance is outside of regular working hours
- Attendance is voluntary
- Not directly related to employee’s current job title
- Employee does not perform productive work during attendance
Synchronous / Asynchronous Learning
Synchronous: E-Learning where participants interact together in real time. (Think “s” for synchronous / “s” for same)
Asynchronous: E-Learning where participants access information at different times. (Think “a” for asynchronous / “a” for anytime)
Name the four steps in the implementation step of the ADDIE process.
- Utilizing pilot programs
- Revising Content
- Scheduling the program
- Anouncing and Implementing the program (internal marketing)
Kirkpatrick’s levels of evaluation
Level 1: reaction - how participants feel about the training
Level 2: learning - how participants increased or otherwise changed their knowledge, skills, and attitudes
Level 3: Behavior - how participants changed their behavior on the job
Level 4: Results - how the program affected the organizational goals.
Reaction is the highest frequency of use and ease of use, but produces the lowest value of information. Results is the lowest frequency and ease of use but produces the highest value of information.
5 methods of measuring behavior (level 3 of Kirklands methods of evaluation)
Performance Tests Critical Incidents 360 degree feedback Simulations Observations
Fixed-ratio vs. Fixed-interval reinforcement
Fixed interval: give reinforcement after specific time passes
Fixed ratio: give reinforcement after specific number of responses
Hersey-Blanchard situational Leadership Theory
Leadership styles match the situation - need to match to employee maturity
Plots task behavior (guidance) against relationship behavior (supportive)
Telling: high task/low relationship - provide specific instructions
Selling: high task/high relationship - explain decisions and provide opportunity for clarification
Delegating: low task/low relationship - turn over responsibility for decisions
Participating: high relationship/low task - share ideas and facilitate in decision making
Fiedler’s contingency theory of leadership
The contingency theory suggests that group performance depends on the interaction between leadership style and situation favorableness, which is determined by leader-member relations, task structure, and position power. Change situation rather than leadership style.
Think FFF = Fielders Favorableness Factors
Graphic Scales
Graphic scales are the simplest quantitative tool. Participants are rated on key aspects of the job using a 1-5 scale. Space is provided for comments.
MBO
Management by objectives
Employees help set objectives for themselves. Objectives are based on overall goals and objectives of the organization.
Orientation vs. onboarding
Orientation provides initial exposure to:
- organizational information
- policies, procedures, and benefits
- work context
On boarding promotes assimilation into:
- organizational culture and norms
- specific departments and functions
- support systems (mentoring, work/life balance, etc)
Career Development
Career development occurs when the needs of the organization (career management) and the individual (career planning) coincide.
5 stages of career development
Stage 1: occupational preparation
Stage 2: organizational entry
Stage 3: early career establishment and achievement
Stage 4: mid career (reappraise early career plans/reaffirm or modify career dream)
Stage 5: late career (contribute to career development of others)
Succession planning vs. replacement planning
Succession planning is more concerned with long-range needs and the cultivation of qualified talent to satisfy those needs (12-36 mos).
Replacement planning concentrates on immediate needs and a “snapshot” assessment of the availability of qualified backup for key position (0-12 mos)
Fast-track Programs
When an organization has identified a pool of potential future leaders, it can use fast-track programs to promote their development. The results of assessment centers and other methods should be used to tailor development plans for each individual. Note, however, that the organization must be careful that any fast-track program does not discriminate against protected classes and that everyone has an opportunity to be considered for the program.
Critical incidents test for measuring behavior (level 3 of kirkpatrick’s evaluation methods)
Significant positive and negative incidents are recorded and used to measure program outcomes. Employee’s manager conducts this evaluation.
Forced distribution
The forced distribution method places employees on a curve that is divided into multiple sections (i.e., the lowest 10% is poor, the next 20% is below standard, the largest group is standard, and so on), representing the shape of a bell curve.
Two primary dimensions of behavioral leadership theories
Consideration (employee centered behavior): leadership behavior aimed at meeting the social and emotional needs of individuals.
Initiating Structure (job oriented behavior): leadership behavior that is aimed at careful supervision of employee work methods and performance levels.
Systems Thinking
Systems thinking is one of the five disciplines of a learning organization. This discipline helps individuals create organizational change by providing a framework that highlights the interconnectedness of all processes.
Category rating methods
The least complex means of appraising performance, require the appraiser to mark an employee’s level of performance on a designated form.
Includes graphic scale, checklist and forced choice.
Comparative appraisal methods
The appraiser directly compares the performance of each employee with that of the others.
Includes ranking, paired comparison and forced distribution.
Narrative Appraisal Methods
Appraisers submit written narrative performance appraisals.
Includes essay, critical incidents, field review
Recency error
Appraiser gives more weight to recent occurrences
Primacy
Appraiser gives more weight to employees earlier performance
Strictness
Appraisers who believe that standards are too low may inflate the standards to make them more meaningful.
Leniency
Appraisers don’t want to give low scores
Central tendency errors
Occur when an appraiser rates all employees within a narrow range
Contrast error
Occurs when an employees rating is based on how his or her performance compares to that of another employee instead of on objective performance standards.
Variable interval vs. variable ratio
Variable interval: give reinforcer at random times
Variable ratio: give reinforcer after a random number of responses
Philip Crosby’s “Quality is Free” Program
Tbd
