The HR framework (Advanced)

Question 1

What is the SDT model an acronym of in management context

Answer 1

self determination theory

Question 2

The sdt framework does not assume an inherent basic need to be active, curious and playful

Answer 2

False, it is their core assumption. This is the so called internal motivation which according to the sdt is the primary and most basic motivation in contrast to external punishment and reward

Question 3

Name the three subsets of intrinsic motivation få that according to CET, cognitive evaluation theory

Answer 3

Competence, relatedness and autonomy

Question 4

According to CET material rewards for performance increases intrinsic motivation

Answer 4

False, it decreases it. Unrelated rewards such as a monthly salary also has no effect

Question 5

What external factors increase intrinsic motivation according to CET

Answer 5

Moderately challenging tasks and praise

Question 6

What is amotivation in the sdt model

Answer 6

A lack of internal or external motivation

Question 7

Name some types of extrinsic motivation in the sdt model

Answer 7

External regulation, introjected regulation, identified regulation and integrated regulation

Question 8

What are external regulators

Answer 8

Contingencies of rewards and punishment, explicitly controlled motivation

Question 9

What is introjected regulation in the sdt model

Answer 9

Encourage self worth based on performance, moderately controlled, f.ex if you internalize the rules you might work even when the boss does not look but feel it is not volentary

Question 10

What is identified regulation in the sdt framework

Answer 10

Stretching the importance of goals, values and regulations, leads to moderately autonomous motivation, nurses might not want to wash the patient but understand that it needs to be done

Question 11

What is integrated regulations in the sdt model

Answer 11

Sharing coherent goals, values and co-create regulations, leads to highly autonomous motivation

Question 12

Name some examples of an intrinsically motivated worker

Answer 12

F.ex a Plummer who really loves Mario

Question 13

According to the sdt framework most workers are not intrinsically motivated to do their task, this means they have no autonomy

Answer 13

Yes and no, most are not purely motivated by intrinsic interest but they can feel autonomy if the extrinsic regulations lean more towards integrated regulation

Question 14

Controlled motivation includes no autonomy

Answer 14

False, but the autonomy is verry small, you can chose to take a punishment if the task is not worth it

Question 15

How may you materially reward good performance to induce further motivation according to tue sdt model

Answer 15

Do it on a team level to nurture team spirit and the need for relatedness, According to the sdt individual grades, individual talent development and bonuses are not effective ways to motivate prople

Question 16

Why is controlled motivation less effective according to the sdt framework

Answer 16

Becouse it does not nurture the human need for autonomy and competence if everything you do is controlled by others

Question 17

What are the assumptions of Nonaka and Takeuchis model for the creation of organizational knowledge

Answer 17

That investing in the knowledge of workers will lead to a sustainable competitive advantage and that the profits will increase if the knowledge is spread in the entire organization and not hoarded at the top or among divisions

Question 18

What is explicit knowledge in Nonaka and Takeuchis model

Answer 18

Knowledge that can be formulated in words

Question 19

What is tacit knowledge in Nonaka and Takeuchis model

Answer 19

Practical knowledge that cannot be written done like walking

Question 20

What types of knowledge is there in Nonaka and Takeuchis model

Answer 20

Tacit and explicit

Question 21

Explain the four stages of knowledge transfer in Nonaka and Takeuchis model

Answer 21

Socialization shares tacit knowledge through shared experience, externalization turns tacit knowledge into explicit by documentation and explanation, combination turns it into more explicit knowledge through addition and re-contextualization and finally internalization turns it into tacit again when you use it, this knowledge can the be further shared through socialization in a spiral

Question 22

Name the four stages of knowledge transfer in Nonaka and Takeuchis model

Answer 22

Socialization, Externalization, combination and internalization

Question 23

What is structural capital

Answer 23

Support functions and techno structures

Question 24

What questions are good to ask before joining a team

Answer 24

Am I willing to listen and adapt, do I dare to talk and take a prominent role, what are the competences if group members and what are our common goals

Question 25

What are Tuckmans phases for the development of a high performance team

Answer 25

Forming, storming, norming and performing

Question 26

What characterizes the forming phase of the development of a high performance team

Answer 26

Dependency phase where people dont know each other and are casius. Many suggestions and few decisions

Question 27

What characterizes the storming phase of the development of a high performance team

Answer 27

People take higher risks and relationships are formed. Power struggles ensue and conflicts start as people have different performance

Question 28

What characterizes the norming phase of the development of a high performance team

Answer 28

Consensus increases, methods are developed. Friendships become deep and there is confidence in the group but the group is still ineffective because of too much fun and groupthink. Only 38% of time is spent in actual work

Question 29

What characterizes the performing phase of the development of a high performance team

Answer 29

Everything relations is established and people just work well together devoting 75% of the time to the work, differences lead to a more positive outcome than previous conflict

Question 30

Effective team members spend 50% of discussion time on inquiry about others opinion and 50% of time advocating their own

Answer 30

Yes, they balance self focus and other focus to achieve high connectivity

Question 31

What is agile development

Answer 31

Less planning ahead and more horizontal coordination (a lot of meetings everyday) much inline with principles of HR

Question 32

What is the difference between management and leadership

Answer 32

Managers control while leaders are followed, managers administrate systems while leaders achieve change

Question 33

What is the difference between transactional leadership and transformational leadership

Answer 33

Transactional leadership assumes a need for control (theory X) while transformative assumes that people want to develop (theory Y)

Question 34

What characterizes an indifferent leadership style in the managerial grid

Answer 34

No care for employees or production, just want to stay out of trouble

Question 35

What characterizes an accommodating leadership style in the managerial grid

Answer 35

Care about employees but not production

Question 36

What characterizes an dictatorial leadership style in the managerial grid

Answer 36

Care about production but not employees, common in crisis

Question 37

What characterizes a status quo leadership style in the managerial grid

Answer 37

Balance employee needs and production goals, considerable risk of failure in both

Question 38

What characterizes an ideal leadership style in the managerial grid

Answer 38

Highly care about production and the well being of employees resulting in them placing them where they shine the best, also called team leadership

Question 39

The what are the assumptions of the situational leadership model

Answer 39

That different leadership styles are suited for different circumstances

Question 40

How should a leader act if employees exhibit low competence according to the situational leadership model

Answer 40

Simply tell/direct in clear detail, authoritative leadership is appropriate

Question 41

How should a leader act if employees exhibit low motivation according to the situational leadership model

Answer 41

Sell and coach, lower the authority and instead just support

Question 42

How should a leader act if employees exhibit low motivation but high competence according to the situational leadership model

Answer 42

Design encourage intrinsic motivation and avoid vertical coordination

Question 43

How should a leader act if employees exhibit high motivation and competence according to the situational leadership model

Answer 43

Simply delegate the task to autonomous teams, adhocracy

Question 44

How should leadership styles develop with time

Answer 44

Directing leads to coaching which leads to participation and lastly delegating

Question 45

What is the greatest virtue according to the HR framework

Answer 45

Honesty

Question 46

What are the strengths and weaknesses of the HR framework

Answer 46

Complements the structural framework where it is weak (understanding humans). Weakness are that it naively believes in the willingness of employees to work; conceals power imbalances somehow; it is unclear if it is not successful companies that motivate employees and not vice versa

Question 47

What is the difference between HR in practice and the HR framework

Answer 47

HR departments operate more according to the structural framework in reality by f.ex by quantitative evaluation systems and rewards. So called soft HR is more close to the theory