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Human Resources Management > WEEK 2 > Flashcards

WEEK 2 Flashcards

1
Q

Human Factor

A

the people of an organization

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2
Q

Managing the human factor

A
  • human factor unpredictability is high
  • individuals differ in: personality traits, abilities and skills, attitudes, motivational orientations, behaviors, cultural values
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3
Q

Attitude

A

a characteristic and recurrent way of thinking, feeling and behaving in relation to an object, idea, person or group

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4
Q

3 components of attitude

A
  • Cognitive (thoughts/beliefs: studying hard gets good grades)
  • Affective (feelings/emotions: feeling proud after getting good grades)
  • Behavioural -> actions taken due to cognitive and affective components (actions/intentions: as a result of their belief and being proud, they will study hard)
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5
Q

Job satisfaction

A

a pleasurable or positive emotional state resulting from the appraisal of one’s job and job experience

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6
Q

Satisfaction and performance MODEL

A

Model 1: job satisfaction and job performance influence each other
Model 2: job satisfaction and job performance don’t affect each other
Model 3: only job satisfaction influences job performance (vice versa)

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7
Q

A-B relationship (Attitude-Behaviour)

A
  • Attitudes leads to Behaviour
  • Job satisfaction = attendance + performance + organizational behaviour
  • Job dissatisfaction = absenteeism + counterproductive behaviour
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8
Q

DISC Model (Individual Assessment)

A
  • Dominance
  • Influence
  • Conscientiousness
  • Steadiness
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9
Q

Dominance

A
  • Makes decisions quickly
  • Isn’t afraid of risks or conflicts
  • Sets their own rules
  • Decision making
  • Strategic planning
  • Negotiation skills
  • Creativity and innovation
  • Likes competition
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10
Q

Influence

A
  • Finds it easy to express feelings
  • Forms connections between people
  • Motivational
  • Empathetic
  • Impactful
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11
Q

Conscientiousness (Cautious)

A
  • Completes tasks accurately
  • Plans things carefully
  • Time management
  • Has an analytical mindset
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12
Q

Steadiness

A
  • Likes familiar processes
  • Listens carefully and shows understanding
  • Customer oriented
  • Teamwork
  • Supportive
  • Project management
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13
Q

Personality types - Meyer Brigs

A
  • Extroverts
  • Sensors
  • Thinkers
  • Judgers
  • Introverts
  • Intuitives
  • Feelers
  • Perceivers
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14
Q

Extroverts and introverts

A
  • Extrovers are energized by people and are good at multitasking
  • Introverts like working alone or in small groups, and like to focus on one task at a time
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15
Q

Sensors and intuitives

A

Sensors apply common sense and past experience to find solutions
Intuitives focus on possibilities, value innovation and seek creative solutions

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16
Q

Thinkers and feelers

A

Thinkers objectively weigh pros and cons, and value honesty, consistency and fairness
Feelers are more sensitive and cooperative, and decide based on their own values and how other will be affected by their actions

17
Q

Judgers and perceivers

A

Judgers are more organized and prepared, and are comfortable following most rules
Perceivers prefer keeping their options open, being able to act spontaneously and like to be flexible with making plans

18
Q

Personality big 5 (OCEAN)

A

Openness (imagination, feelings, actions)
Conscientiousness (competence, self-discipline)
Extroversion (sociability, assertiveness)
Agreeableness (cooperative, trustworthy)
Neuroticism (tendency toward unstable emotions)

19
Q

Machiavellianism

A
  • pragmatic individual
  • maintains emotional distance
  • persuasive
  • manipulates
  • enjoy work less
  • express higher levels of stress
20
Q

Narcissism

A
  • exaggerated sense of self-importance
  • demands excessive admiration
  • arrogant
  • selfish and exploitative
  • not good when it comes to helping other people
21
Q

Risk aversion/risk propensity

A
  • willingness to take or avoid risk
  • trait that affects the time needed and amount of information needed to make a choice
  • managers are more likely to take risks, make faster decisions and use less information to do so
  • greater propensity to take risks can lead a stockbroker to perform better
22
Q

Self-monitoring

A
  • ability to adjust behaviour to external situational factors
  • tend to have excellent performance evaluations, occupy leadership positions and demonstrate less commitment to their organizations
23
Q

Proactive personality

A
  • identify opportunities, show initiative, act and persevere until desired change occurs
  • create positive changes in their environment
  • seek information about job and the company, making relevant contacts
24
Q

Motivation

A

an internal state that energizes, directs, and sustains an individual behaviour toward certain goals

25
Q

3 features of motivation

A

direction
intensity
duration

26
Q

Theories of motivation

A
  1. Content theories (what drives workers):
    - Maslow’s Hierarchy of Needs
    - Herzberg’s Two-Factor Theory
  2. Process theories (“hows” of motivation):
    - Expectancy theory
    - Equity theory
    - Goal-setting theory
27
Q

Maslow’s hierarchy of needs

A
  • five stage model of human needs
    Self-fulfillment needs: self-actualization
    Psychological needs: esteem needs (feeling of accomplishment) + belongingness and love needs (friends, relationships)
    Basic needs: safety needs + physiological needs (food, water, rest…)
28
Q

Two-Factor Theory

A

Hygiene factors: basic needs to not feel unhappy at work (fair salary, safe place to work…)
Dissatisfaction due to hygiene factors (hostile) <-> No dissatisfaction (quiet)
Motivation factors: make people feel motivated at work (achievement, recognition, responsibility)
No satisfaction (unmotivated) <-> Satisfaction (energetic)

29
Q

Equity theory

A

Inputs: what you put into work (efforts, experience, skills)
Outputs: what you get from it (salary, recognition)
Compare your input-output ratio to others around you:
- getting same reward as others? feel good and happy
- not getting same reward as others? sad and unmotivated

30
Q

Expectancy theory

A
  • explains how employees are motivated based on their expectations of outcomes, its based off of 3 factors:
  • expectancy: belief that effort will lead to desired performance
  • instrumentality: belief that good performance will be rewarded
  • valence: the value an employee places on a reward
31
Q

Goal-Setting Theory

A

Specific: goals should be cleared and detailed
Measurable: monitor progress and assess goals
Achievable: Set challenging goals
Realistic: goals that are relevant and meaningful
Timed: define deadlines to create a sense of urgency

32
Q

Job Characteristics Model

A
  • job features can make working more motivating and satisfying for employees
  • Core job dimensions: skill variety, task identity, task significance, autonomy, feedback
  • when dimensions are present, workers tend to feel more motivated

Human Resources Management (5 decks)

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