Performance, Training, Motivation, Emotion Flashcards
going back to school for courses that are applicable for the job
continuing education
When should an employee be evaluated?
every 6 months
this states that they can terminate you without reason legally
employment at will doctrine
method of gathering performance appraisals from a worker’s supervisor, subordinates, peers and customers
360 degree feedback
you can do this when the employee isn’t doing their job or they’ve violated company policy
legally terminate employee
this measures job performance that’s easily quantified
objective evaluation
this measures job performance that consists of ratings/judgement of performance
subjective evaluation
newest trend of giving performance reviews, when a person pretends to be a customer but is really judging the performance that’s given to them
secret shopper
judging the quality ex: KFC and their chicken
qualitative evaluation
judging the quanity
quantitative evaluation
BARS
behaviorally anchored rating scale
BARS is used to
decrease bias, rate specific behavior, helps with lawsuits
criterion falls short of measuring job performance or incomplete
criterion deficiency
extent to which performance criterion is usable in appraising a particular job
criterion usefulness
this is used for appraisers to remember how often a worker has been observed performing specific behaviors
BARS
how you give feedback
- specific, descriptive
- well timed
- honest
- understood by both parties
- proactive/coactive
permanent change in the workplace
learning
when you learn to associate a neutral stimulus as predicting another stimulus that we naturally react to
classical conditioning
if you’re rewarded for a specific behavior, you’re more likely to do it again in the future, if you’re punished for a specific behavior, you’re more than likely to not do it again
operant conditoning
molding someone’s behavior, reward constantly until desired behavior is reached
shaping
slow form of learning where you learn from your past mistakes
trial/error learning
Kohler’s study with a chimp and a long stick to get bananna, chimp has an “Aha” moment
insight learning
4 ways of rewarding/reinforcing
- fixed ratio method
- variable ratio
- fixed interval
- variable interval
Which 2 most effective ways to reinforce behaviors
- variable ratio method
- variable interval method
this is after the employee does a fixed amount of behaviors, they’re rewarded
fixed ratio method
employer varies the # of behaviors the employee must do before they get rewarded
variable ratio method
when the reward comes after a fixed amount of time
fixed interval method
when employer varies amount of time between rewards
variable interval method
skill development, learning manuel skills
training
interpersonal skills ex: leadership
development
when should training occur?
- new employees
- new equipment
- changes in policies/procedures
- increase in accidents in workplace
- increase in turnover
- increase # of grievances
who should train?
-incumbant/supervisor
most common and popular method for training
on the job
advantage of on the job training
real environment, real problems
disadvantage of on the job training
stressful
this is simulation training, simulated environment where you learn at a slower pace, ideal for job with risk of human life ex:pilots, doctors
vesibule
advantage of vesibule training
no loss of human life
disadvantage of vesibule training
expensive$$$ to create/ operate
where you learn from a computer
computer based learning
advantage of computer based learning
go at your own pace of learning
disadvantage of computer based learning
there’s no one to ask a question, less interaction, on your own
if they identify you as a fast track manager, you’ll be trained through this
job rotation
advantage of job rotation
grasp every single position
oldest form of training, ideal form of learning for manual labor, blue collar, working with hands, work with a mentor for a lower rate of pay in return for a certain # of hours of training from mentor
apprenticeship
advantage of apprentceship
possibility of getting the job after training
disadvantage of apprenticeship
increased drop out rate b/c of low pay
white collar, office position, sometimes paid/not paid, given a mentor but there’s no guarantee for the job
internship
learn another lateral job, this happens if understaffed, doing double duties
cross-training
this was an example of socialization and orientation training video, what you can expect on the job after you’ve accepted
Glidewell Lab
assessment of training includes
- organizational level (needs/goals)
- task level (requirements of task)
- person level (skill/knowledge required for job)
- demographic level (training needs for demographic groups)
this is used to determine if the training was successful
assessment of training
the maze example of McDonald’s was of
trial and error
the force that energizes, directs, and sustains behavior
motivation
what motivates us is having our needs met
Maslow’s Hierarchy of Needs
getting paid for food/water
biological needs
roof over our heads, lock on our door
safety needs
come into work for friendships
social needs
to feel good about ourselves, praise/recognition
esteem needs
the need to be all you can be, always reaching for a goal, self growth, some never get this far
self-actualization
internal, go into work for good feelings
intrinsic
tangible, $, health insurance, something that’s given to you
extrinsic
these needs are $, 401k, extrinsic
hygiene factor
intrinsic, job challenges you, given more responsibility, like job
motivator factor
what motivates you is how fairly you believe you’re being treated, perception
Adam’s Equity Theory
time, family, school
inputs
$, experience, skills
outputs
if inputs are greater than outputs, then we ____ be motivated
won’t be
if inputs and outputs are equal, then you ____ motivated
will be
genetics motivate you, predetermined one’s motivational level
biological theories of motivation
most widely accepted, behaviors of org/ employers do that help motivate you
behavioral theories of motivation
subjectively determined pay increase, usually can cause fights
merit pay
objectively based pay, hard facts/#’s, based on tenure and commision
pay for performance
anything positive, pay, food,
reinforcement
when you work 8 hours but you choose when that will be
flex time
you can work 4 days a week, 10 hours a day or work 3 days a week, 12 hours a day
compressed work week
only working nights
night shift
working 2 or more jobs
moonlighting
the more control you have in your work environment, the __ motivated you are and less stressed
more
committees w/in an org makes polices about their job and they can give input about changes, ppl doing the job have a say
quality circles
org shares profit with employees( a certain amt)
ex: stocks
profit sharing
give rewards./bonus if group improvements are made w/in the org
gainsharing
employer sits down with you and asks what goals you want to achieve
goal setting
given more responsibilities/duties at job, they think you’re doing good so they add to job description, makes you have more skills, more marketable
job enrichment
MBWA stands for
management by walking around
most successful manager walks around and better caters to employees motivations/needs
MBWA
get you to agree to a deal, they change the terms of the deal you still feel obligated to agree, illegal ex:car salesman
lowballing
where employers/marketers will try to convince you to say yes b/c they make themselves similar to you, with age, background
similarity
if we perceive something is beautiful, we assume they’re good and more likely to say yes to attractive ppl
physical attractiveness
the more trustworthy we perceive someone to be, the more likely we are to say and be motivated by them ex: friendly serves get more tips
trustworthyness
taking the lead video included these 2 businesses
4 seasons hotel & Northwest airlines
this business focused on empowerment
4 seasons hotel
this business focused on expectancy
vroom
this business focused on recognition, stock options and profit sharing
Cisco systems
this business was encouraging to helping others, better pay, internal promotions, merit pay increase, continuing education
4 seasons
this business’s mission statement was motivating employees, meaningful tasks, recognition programs, employee decision making, self actualization
northwest airlines
examples of Herzberg’s motivating factors
responsibility, achievement, recognition, advancement, growth on job
examples of Herzberg’s hygiene factors
supervision, interpersonal relation,working conditions, salary
positive/negative feelings towards your job
job satisfaction
a worker’s feelings and attitudes about the entire work organization
org commitment
JDI stands for
job descriptive index
a self report job satisfaction rating scale measuring 5 job facets
JDI
this has become the most widely used standardized measure of job satisfaction
JDI
commitment related behaviors
org citizenship behavior
3 components of attitudes are
- affect
- behavior
- cognitions
what makes up emotions/feelings
affect
happy faces and each one corresponds to your attitude towards the company, employer or job
faces inventory
faces is a __ survey
subjective
faces measures ___ towards job
affect
biggest indicator of job satisfaction is
absenteeism
if this rate is high, ppl aren’t happy with their job
absenteeism
when you hire employees and they leave soon after
turnover
indicates org doesn’t have clear tardy policies
tardiness
upset with various aspects of organization. if this is high, no job satisfaction
grievances
when you persuade yourself to change your attitude, attitude/behavior are in conflict with each other and this makes you feel uneasy
cognitive dissonance
uneasiness
dissonance
to get rid of dissonance you need to change
your attitude to match your behavior or change behavior to match your attitude
changing your attitude b/c someone told you to
compliance
What fuels foot in the door?
the need to be consistent and feeling obligated
who developed cog dissonance?
leon festinger
need to be consistent
lowballing
the more familiar you are with someone, the more likely you’ll say yes to their request, breeds liking
familiarity
changing attitudes/behaviors b/c of imagined pressures, another way of influence
conformity
Solomon Asch did his studies on
conformity
this study had 4 confederates and 1 participant. confeds answered in a specific way and this was to measure conformity of participant. who conducted this study?
asch
Females are more likely to conform
true
others have info that we don’t
informational influence
we don’t want to go against the grain/norm of the group b/c you’d feel ostricized
normative influence
someone who won’t conform
dissenter
if someone is going against the group, the ___ you’ll conform
less likely
if you’re an expert in the field, you’re ___ to conform
less likely
changing behavior/attitudes b/c someone commands that you do
obediance
3 forms of social influence
- compliance
- conformity
- obediance
Stanley Milgram studied
obediance
at Yale university, there was a shock machine and the person gets shocked if they didn’t answer correctly
Milgram study
what % of participants went all the way of high voltage shock?
65%
ppl were less likely to be obedient if the conductor of experiment was wearing jeans and a t shirt b/c that wasn’t what an authority figure looked like
Milgram’s variation study
the closer you are to the victim, the ____ likely you’ll be obedient and not shock person
less
the farther away the authority figure is, the less likely you’ll follow orders
proximity of authority figure
approached by the enemy, physical punishment, control of info, deindividuation
brainwashing
approached by similar other, no physical punishment, rigorous schedules, no info, loss of identity
mind control
when you identify yourself with your captor
stalkholmes syndrome
professor who figured out technique to get ppl to say yes, went undercover
Cialdini
getting employees to get a “yes” to your request
compliance
where you create 2 extreme contrasts to force someone to see your POV and agree with you
contrast effect
make outrageous request first and then ask for something much smaller, reasonable request. b/c of contrast effect, ppl will be more likely to say yes
Door in the face
ask small request 1st and then you ask for similar larger request. b/c someone said yes to the 1st request, they’re more likely to say yes to the 2nd to be consistent. b/c of obligation and pressure
Foot in the door
when we think our freedom is being taken away we want them even more and we’re more motivated
ex: romeo and juliette, limited time offer
scarcity technique
add several bonuses to make you feel like you’re getting more for your $, used for persuasion
ex:infomercials
That’s not all folks
predictors of turnover
- firing workers who aren’t preforming well
- layoffs occur
- involuntary/voluntary
- job satisfaction
- org commitment
ways to increase job satisfaction
- job rotation
- job enlargment
- skill based pay
movement of workers from one type of task to another to alleviate boredom
job rotation
system of compensation in which workers are paid based on their knowledge /skills rather than on their positions in the organization
skill based pay
