mt2 Book Terms Flashcards
performance management
process through which managers ensure that employees’ activities and outputs contribute to the organization’s goals
a set of processes and managerial behaviors that involve defining, monitoring, measuring, evaluating, and providing consequences for performance
simple ranking
method of performance measurement that requires managers to rank employees in their group from the highest performer to the poorest performer
forced distribution method
method of performance measurement that assigns a certain percentage of employees to each category in a set of categories
paired comparison method
method of performance measurement that compares each employee with each other employee to establish rankngs
graphic rating scale
method of performance measurement that lists traits and provides a rating scale for each trait; the employer uses the scale to indicate the extent to which an employee displays each trait
mixed standard scales
method of performance measurement that uses several statements describing each trait to produce a final score in that trait
critical incident method
method of performance measurement based on managers’ specific records of the employee acting in ways that are either effective or ineffective
BARS behaviorally anchored rating scale
method of performance measurement that rates behavior in terms of a scale showing specific statements of behavior that describe different levels of performance
BOS behavioral observation scale
a variation of BARS which uses all behaviors necessary for effective performance to rate performance at a task
OBM organizational behavior modification
a plan for managing the behavior of employees through a formal system of feedback and reinforcement
MBO management by objectives
a system in which people at each level of the organization set goals in a process that flows from top to bottom, so employees at all levels are contributing to the organization’s overall goals; these goals become the standards for evaluating each employee’s performance
360 degree performance appraisal
performance measurement that combines information from the employee’s managers, peers, subordinates, self, and customers
calibration meeting
meeting at which managers discuss employee performance ratings and provide evidence supporting their ratings with the goal of eliminating the influence of rating errors
performance goal
targets a specific end result
learning goal
involves enhancing your knowledge or skill
SMART
specific measurable attainable results oriented time-bound
monitoring performance
measuring, tracking, or otherwise verifying progress and ultimate performance
evaluating performance
the process of comparing performance at some point in time to a previously established expectation or goal
feedback
information about (ind or coll) performance shared with those in a position to improve the situation
coaching
customized process between 2 or more people with the intent of enhancing learning and motivating change
total rewards
encompass not only compensation and benefits, but also personal and professional growth opportunities and a motivating work environment that includes recognition, job design and work-life balance
pay for performance
monetary incentives linking at least some portion of one’s pay directly to results or accomplishments
law of effect
behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear
respondent behavior
unlearned reflexes or stimulus response connections
operant behavior
behavior that is learned when one operates on the environment to produce desired consequences
positive reinforcement
process of strengthening a behavior by contingently presenting something pleasing
negative reinforcement
strengthens a desired behavior by contingently withdrawing something repulsive
punishment
process of weakening behavior through either the continges
conflict
occurs when one party perceives that its interests are being opposed or negatively affected by another party
functional conflict
constructive or cooperative conflict, characterized by consultative interactions, a focus on the issues, mutual respect and useful give & take
dysfunctional conflict
threatens an organization’s interests
personality conflict
interpersonal opposition based on personal dislike or disagreement
conflict states
shared perceptions among members of the team about the intensity of disagreement over either tasks or relationships
conflict processes
members’ interactions aimed at working through task and interpersonal disagreements
contact hypothesis
the more members of different groups interact, the less intergroup conflict they will experience
climate
employees’ shared perceptions of policies, practices and procedures
psychological safety climate
shared belief held by team members that the team is a safe place for interpersonal risk taking and captures a sense of confidence that the team will not embarrass, reject or punish someone for speaking up
work-family conflict
occurs when the demands or pressures from work and family domains are mutually incompatible
flexspace
policies enable employees to do their work from different locations besides the office
flextime
flexible scheduling, either when work is expected to be completed or during which particular hours of the day
incivility
any form of socially harmful behavior (aggression, interpersonal deviance, social undermining, interactional injustice, harassment, abusive supervision, bullying)
programmed conflict
conflict that raises different opinions regardless of the personal feelings of managers
devil’s advocacy
assigning someone the role of critic
dialectic method
managers foster a structured debate of opposing viewpoints before makinga decision
integrating style
interested parties confront the issue and cooperatively identify the problem, generate and weigh alternatives, and select a solution
obliging style
tends to show concern for yourself and a great concern for others
dominating style
high concern for self and low concern for others
avoiding style
passive withdrawal from the problem and active suppression of the issue are common
compromising style
give and take approach with a moderate concern for both self and others
alternative dispute resolution ADR
uses faster, more user friendly methods of dispute resolution, instead of traditional, adversarial approaches
negotiation
give and take decision making process involving tow or more parties with different preferences
distributive negotiation
involves a single issue (fixed pie) where one person gains at the expense of another
integrative negotiation
an agreement can be found that is better for both parties that what they would have reached through distributive negotiation
zone of possible agreement ZOPA
range of possibilities you are willing to accept
added value negotiation AVN
negotiating parties cooperatively develop multiple deal packages while building a productive long term relationship
power
the ability to marshal human, informational, and other resources to get something done
legitimate power
anchored to one’s formal position
reward power
obtain compliance through promising or granting rewards
coercive power
ability to make threats of punishment and deliver actual punishment
expert power
valued knowledge or information
referent power
reason for compliance is one’s personal characteristics and social relationships
position power
source of influence is associated with a particular job or position within an organization
(legitimate, reward coercive)
personal power
sources of influence that you possess independent of your position or job
(expert, referent)
empowerment
efforts to enhance employee performance, well-being, and positive attitudes
structural empowerment
base on transferring authority and responsibilities from management to employees
psychological empowerment
occurs when employees feel a sense of meaning, competence, self-determination, and impact at work
influence tactics
conscious efforts to affect and change a specific behavior in others
common influence tactics
rational persuasion inspirational appeals consultation ingratiation personal appeals exchange coalition tactics pressure legitimating tactics
soft tactics
friendlier, not as coercive
rational persuasion, inspirational appeals, consultation, ingratiation, personal appeals
hard tactics
involve more overt pressure
exchange, coalition tactics, pressure, legitimating tactics
organizational politics
intentional acts of influence to enhance or protect the self-interest of individuals or groups that are not endorsed by or aligned with those of the organization
coalition
informal group bound together by the active pursuit of a single issue
impression management
any attempt to control or manipulate the images related to a person, organization or idea
leadership
a process whereby an individual influences a group of individuals to achieve a common goal
trait approach
attempts to identify personality characteristics or interpersonal attributes that can be used to differentiate leaders from followers
narcissism
having a self-centered perspective, feelings of superiority, and a drive for personal power and glory
machiavellianism
entails the use of manipulation, a cynical view of human nature, and a moral code that puts results over principles
psychopathy
characterized as a lack of concern for others, impulsive behavior, and a lack of remorse or guilt when one’s actions harm others
implicit leadership theory
based on the idea that people have beliefs about how leaders should behave and what they should do for their followers
leadership prototype
mental representation of the traits and behaviors that people believe are possessed by leaders
behavioral styles approach
attempts to identify the unique behaviors displayed by effective leaders
initiating structure
leader behavior that organizes and defines what group members should be doing to maximize output
transactional leadership
focuses on clarifying employees’ role and task requirements and providing followers with positive and negative rewards contingent on performance
consideration
involves leader behavior associated with creating mutual respect or trust and focuses on a concern for group members’ needs and desires
empowering leadership
represents the extent to which a leader creates perceptions of psychological empowerment in others
servant-leadership
focuses on increased service to others rather than oneself
laissez-faire leadership
represents a general failure to take responsibility for leading
situational theories
propose that the effectiveness of a particular style of leader behavior depends on the situation
contingency theory
based on the premise that a leader’s effectiveness is contingent on the extent to which a leader’s style fits or matches characteristics of the situation at hand
path-goal theory
holds that leader behaviors are effective when employees view that as a source of satisfaction or as paving the way to future satisfaction
charisma
form of interpersonal attraction that inspires acceptance, devotion, and enthusiasm
transformational leaders
transform followers to pursue organizational goals over self-interests
inspirational motivation
includes the use of charisma, involves establishing an attractive vision of the future, the use of emotional arguments, and exhibition of optimism and enthusiasm
idealized influence
instills pride, respect, and trust within employees
individualized consideration
entails behaviors associated with providing support, encouragement, empowerment, and coaching to employees
intellectual stimulation
involves behaviors that encourage employees to question the status quo and to seek innovative and creative solutions to organizational problems
leader member exchange (LMX) theory
based on the assumption that leaders develop unique one to one relationships with each of the people reporting to them
forecasting
attempts to determine the supply of and demand for various types of human resources to predict areas within the organization where there will be labor shortages or surpluses
trend analysis
constructing and applying statistical models that predict labor demand for the next year, given relatively objective statistics from the previous year
leading indicators
objective measures that accurately predict future labor demand
transitional matrix
chart that lists job categories held in one period and shows the proportion of employees in each of those job categories in a future period
core competency
set of knowledge and skills that make the organization superior to competitors and create value for customers
downsizing
planned elimination of large numbers of personnel with the goal of enhancing the organization’s competitiveness
outsourcing
contracting with another organization to perform a broad set of services
workforce utilization review
comparison of the proportion of employees in protected groups with the proportion that each group represents in the relevant labor market
training
an organization’s planned efforts to help employees acquire job related knowledge, skills, abilities and behaviors, with the goal of applying these on the job
instructional design
process of systematically developing training to meet specified needs
learning management system LMS
computer application that automates the administration, development, and delivery of training programs
needs assessment
process of evaluating the organization, individual employees, and employees’ tasks to determine what kinds of training, if any, are necessary
organization analysis
process for determining the appropriateness of training by evaluating the characteristics of the organization
person analysis
process of determining individuals’ needs and readiness for training
task analysis
process of identifying and analyzing tasks to be trained for
readiness for training
combination of employee characteristics and positive work environment that permit training
e-learning
receiving training via the internet or the organization’s intranet
electronic performance support system EPSS
computer application that provides access to skills training, information, and expert advice as needed
on the job training OJT
training methods in which a person with job experience and skill guides trainees in practicing job skills at the workplace
apprenticeship
work study training method that teaches job skills through a combination of on the job training and classroom training
internship
on the job learning sponsored by an educational institution as a component of an academic program
simulation
training method that represents a real-life situation, with trainees making decisions resulting in outcomes that mirror what would happen on the job
avatars
computer depictions of trainees, which the trainees manipulate in an online role play
virtual reality
computer based technology that provides an interactive, three dimensional learning experience
experiential programs
training programs in which participants learn concepts and apply them by simulating behaviors involved and analyzing the activity, connecting it with real life situations
adventure learning
teamwork and leadership training program based on the use of challenging, structured outdoor activities
cross-training
team training in which team members understand and practice each other’s skills so that they are prepared to step in and take another member’s place
coordination training
team training that teaches the team how to share information and make decisions to obtain the best team performance
team leader training
training in the skills necessary for effectively leading the organization’s teams
action learning
training in which teams get an actual problem, work on solving it and commit to an action plan, and are accountable for carrying it out
readability
difficulty level of reading materials
transfer of training
on the job use of knowledge, skills, and behaviors learned in training
communities of practice
groups of employees who work together, learn from each other, and develop a common understanding of how to get work accomplished
orientation
training designed to prepare employees to perform their jobs effectively, learn about their organization, and establish work relationships
diversity training
training designed to change employee attitudes about diversity and/or develop skills needed to work with a diverse workforce
employee development
combination of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers
protean career
career that frequently changes based on changes in the person’s interests, abilities, and values and in the work environment
assessment
collecting information and providing feedback to employees about their behavior, communication style, or skills
myers briggs type indicator MBTI
psychological test that identifies individuals’ preferences for source of energy, means of information gathering, way of decision making, and lifestyle, providing information for team building and leadership development
DiSC
brand of assessment tool that identifies individuals’ behavioral patterns in terms of dominance, influence, steadiness, and conscientiousness
assessment center
typically an off-site location at which multiple raters or evaluators (assessors) evaluate employees’ performance on a number of exercises, usually as they work in a group
leaderless group discussion
an assessment center exercise in which a team of 5-7 employees is assigned a problem and must work together to solve it within a certain time period
job experiences
combination of relationships, problems, demands, tasks and other features of an employee’s jobs
transfer
assignment of an employee to a position in a different area of the company, usually in a lateral move
downward move
assignment of an employee to a position with less responsibility and authority
promotion
assignment of an employee to a position with greater challenges, more responsibility, and more authority than in a previous job, usually accompanied by a pay increase
externship
employee development through a full-time temporary position at another organization
sabbatical
leave of absence from an organization to renew or develop skills
mentor
an experienced, productive senior employee who helps develop a less-experienced employee (protégé)
coach
a peer or manager who works with an employee to motivate the employee, help him or her develop skills, and provide reinforcement and feedback
self-assessment
use of information by employees to determine their career interests, values, aptitudes, behavioral tendencies, and development needs
feedback
information employers give employees about their skills and knowledge and where these assets fit into the organization’s plans
glass ceiling
circumstances resembling an invisible barrier that keep most women and minorities from attaining the top jobs in organizations
succession planning
process of identifying and tracking high potential employees who will be able to fill top management positions when they become vacant
parent country
country in which an organization’s headquarters is located
host country
country in which an organization operates a facility
third country
country that is neither parent nor host of an employer
expatriates
employees assigned to work in another country
international organization
an organization that sets up one or a few facilities in one or a few foreign countries
multinational company
an organization that builds facilities in a number of different countries in an effort to minimize production and distribution costs
global organization
organization that chooses to locate a facility based on the ability to effectively, efficiently, and flexibly produce a product or service, using cultural differences as an advantage
transnational HRM system
type of HRM system that makes decisions from a global perspective, includes managers from many countries, and is based on ideas contributed by people representing a variety of cultures
culture shock
disillusionment and discomfort that occur during the process of adjusting to a new culture
cross-cultural preparation
training to prepare employees and their family members for an assignment in a foreign country
repatriation
process of preparing expatriates to return home from a foreign assignment
performance management cycle
setting accountabilities (beg)
development review (throughout)
performance review & rewards (end)
training & development and informal feedback (ongoing)
performance improvement plan
here’s what has to happen in 30 days to keep your job
extraordinary leader model (Zenger and Folkman’s 5 competencies model)
Character Personal capability Focus on results Interpersonal skills Ability to lead organizational change
9 GLOBE cultural dimensions
power distance* uncertainty avoidance* institutional collectivism in group collectivism* gender egalitarianism* assertiveness future orientation* performance orientation humane orientation
