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48 Cards in this Set
- Front
- Back
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Meyer and Allen's Three-Components Organizational Commitment Model |
Employees organizational commitment can be separated into three dimensions, affective, continuance, and normative commitments. |
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Affective committment |
Defined as an employees positive emotional attachment based on a desire to commit. |
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Continuance commitment |
Employees need to commit based upon perceived gains of staying versus potential loss. |
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Normative commitment |
Employees emotional obligation to stay. |
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Organizational Alignment |
Sharing a common purpose. Having a short line of sight, understand how their role support overall strategy and success of the organization. |
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Employee Engagement |
Engaged - happy Non-Engaged - compliant, satisfying the minimum requirement Actively Disengaged - unhappy, actively go the extra mile to spread unhappiness Indifferent - dissatisfied, untapped potential, improving engagement could have significant impact on the organization. |
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Emotional intelligence |
Ability to recognize and understand our emotions and the emotions of others. Effective leaders tend to have high EI. Strong communicators, generally care about employees and their well-being. |
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The Goleman Model |
EI is viewed as a set of emotional and social competencies that contribute to managerial performance. Most popular writer and easiest to understand on the topic. |
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Goldman Terms |
Self- self confidence, emotional and accurate awareness Social- empathy, organizational awareness, service orientation Relationship Management- influence, inspirational leadership, developing others, influence, building bonds, teamwork and collaboration Self management- self control, trustworthy, adaptability, achievement, drive to succeed, initative, concientiousness |
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Models of Employee Engagement - Academic Models |
The Utrecht Work Engagement Scale (UWES) The Job Engagement Scale (JES) Social Exchange Theory (SET) Job Engagement and Organizational Engagement |
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Utrecht Work Engagement |
Self report of vigor, dedication and absorption. |
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JES |
New measure by Bruce Rich, Jeffery Lepine and Eean Crawford designed to assess William Kahn's definition of engagement. An expression of physical, cognitive, affective self when fully invested into the job role. Affective- emotions, Cognitive- attention and absorption, Physical Self Expression- energy exertion as related to work. |
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Job and Organizational Engagement |
Two way relationship between employee and employer. Alan Saks |
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SET |
What is in it for me thoughts, drive engagement. Individuals weigh out costs and benefits of social exchanges and act in a way to maximize profits or benefits to be gained from those situations. |
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Non-academic Models |
Q12 by Gallup Say, Stay, Strive by Aon Hewitt The Towers Watson Model |
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Q12 |
12 heavily researched questions. Rated on a five point scale, belong to one of four categories. Basic needs, management support, teamwork, and growth. |
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Say, Stay, Strive |
Three key drivers to employee engagement, say- say positive things, stay- display an intense desire to maintain affiliation, strive- exert effort towards achieving organizational success. |
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Towers Watson Model |
9 questions to find employees connection. Discretionary effort - achieve work goals, sense of well-being - with environment brings, productivity - environment supports productivity. |
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Balanced Scorecard |
Tool for measuring organizational performance. Three areas, the customer, learning and growth, internal processes. Also financial. |
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Productivity Enhancement |
Employee motivation, intrinsic personal satisfaction of completing a task, extrinsic external factors pay, benefits. Recognition Job design/Job Characteristics Model Employee involvement Empowerment Job Burnout |
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Job Characteristics Model |
Richard Hackman and Edward Lawlers job characteristic model. Employees react positive to five core dimensions. Skill variety Task identity Task significance Autonomy Feedback |
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Continuous Improvement Enhanced by... |
Organizational design that open boundaries between organizations. Hollow structure, outsource non core functions Modular structure, outsource parts of products Virtual structure, boundaryless organization Idea management, structured process to move employee ideas from generation to conversion Employee-Driven idea system, suggestion program where employees are rewarded and responsible for manging and implementing any idea they submit Cross Functional Teams, group of people with different knowledge, backgrounds and experiences working towards a common goal |
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Attraction and Retention are enhanced through: |
Employee satisfaction - happy employees Recruitment and Selection - right person right fit Fit (job company culture) - leave in the first year, not the right fit Best Employer Mindset - competitive markets Manager as Engaged Leaders |
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Organizational Culture |
Variety of elements, core values, beliefs, norms and perceptions |
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Organizational Climate |
Prevailing atmosphere. "mood" of the organization. |
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Norms |
Standard of behavior, required outlined in policies and regulations, or emergent which are the social interactions |
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Total Quality Management TQM |
Initatives figured on improving products and services. Japanese term Kaizen refers to continuous improvement. |
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PDCA Cycle |
TQM process where you plan, do, check and act on the information. |
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Six Sigma |
Newer concept, ensuring conformance to internal requirements through audits |
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Business Process Re-Engineering BPR |
Term that applies to initatives that use industrial engineering techniques to re-engineer the way products are produced and services are delivered. Employees participation and empowerment are important elements. |
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Lean Manufacturing |
Aimed at eliminating waste in customer relations, product design, supplier networks and factory management. |
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Socio-technical Systems STS |
Designed to improve productivity, worker motivation and morale by considering the relation between nonhuman system and human system. Focus on work groups with more flexibility and responsibilities to with as a team to correct inefficiencies and with issues. |
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Communication Process |
Made up of, the communicator, the message, the medium, the reciever and the feedback. |
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Feedback |
One on one. |
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Active Listening |
Occurs when listener stops taking, puts speaker at ease, shows interest, removes distractions, shows patience, asks questions, hold temper, avoids making value judgements, listens to full story while restating, paraphrasing or summarizing. |
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The Grapevine |
Gossip, peer to peer communication. Faster than formal channels. |
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Effective non-verbal communication |
Paying attention to distance, orientation, posture, physical contact, expression, gesture etc. |
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Adam's Equity Theory |
The Balance influences perceptions of Distributive Justice and Procedural Justice |
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Skinner's Reinforcement Theory |
Positive Reinforcement - positive behavior positive consequence Negative Reinforcement - positive behavior followed by removal of negative consequences Punishment - negative behavior followed by negative consequences Extinction - negative behavior followed by removal of positive consequences |
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Supervisory-led Team Meetings |
Most effective approach when communicating organizational change. Information relayed to employee by Prime communicator. |
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Organizational Feedback |
Employee Surveys Also referred to as climate or attitude surveys. Conducted annually or biannual. |
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Survey Readiness Factor |
Level of trust - confidential Likelihood of a reaction - action on info Receptivity to feedback - seriously taken Ease of completion - easy to complete Success of past surveys - past expectations |
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Teams come together... |
To achieve a common goal. Effective teams have vision, goals and objectives. Make decisions through consensus, share leadership, and participate in open honest communication. |
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Stages of team development |
Forming - dependent on leader. Leadership style is directing. Storming - team members vie for position. Prevailing leadership style is coaching. Norming - agreement and consensus forms. Prevailing leadership style is participating. Performing - team knows what it is doing. Prevailing leadership style is delegating. |
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Maslow's Hierarchy of Needs |
Physical - food, air, water Security - safety, shelter, stability Social - being loved, belonging, inclusion Ego - self esteem, power, recognition Self-Actualization - need for development creativity |
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Herzberg's Motivation-Hygiene Theory |
Hygiene vs Motivational Needs Higher Hygiene Factor does not guarantee higher job satisfaction. But low does guarantee less satisfaction. Higher motivational factors will lead to higher satisfaction. Hygiene - pay, physical working conditions, job security, relations with others Motivation - promotion, opportunity, recognition, responsibility, achievement |
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Hackman and Oldham's Job Characteristic Model |
Five job characteristics contribute to intrinsic motivation. Task identity - start to finish Task significance - perceived importance Skill variety - to complete job Job autonomy - freedom to perform job Job feedback - quantity and quality |
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Porter and Lawler's Expectancy Theory |
Expectancy - Effect - will effort lead to high performance Instrumentality - Performance - will lead to outcomes Valence - Rewards - desirable outcomes |
