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68 Cards in this Set
- Front
- Back
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Organizational socialization
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defined as the process by which an individual acquires the social knowledge and skills necessary to assume an organizational role. Or the process of someone who is considered to be an outsider is transformed into a productive and accepted insider.
**may take weeks-months **Successful socialization of new members is critical to both individuals and organizations. |
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organizational role
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a role- a set of behaviors expected of individuals who hold a given position in a group. Roles define how a person fits into an organization and what he/she must do to perform effectively.**
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why is role important ot socialization
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b.c establishes role communication and role orientation-the extent to which ind. are innovative in interpreting their org. roles
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Role ambiguity
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when the employee feels the role is unclear
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Role conflict
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when the employee receives mixed messages about what is expected of him/her by others
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Role overload
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when the employee perceives the role as being more than he/she is responsible for.
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Group Norms
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norms-are the rules of conduct that are established by group members to influence or control behavior within a group
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why are group norms import
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to socialization b.c they indicate the behaviors that insiders agree are appropriate.
Facilitate the socilazation process by providing ways to help newcomers learn organization and group norms. Ex. Realistic job previews and orientation programs |
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Behaviors in three levels-
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pivotal(not essential) relevant(desirable but not essential) and peripheral(unimportant)
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expectations
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a belief about the likelihood that something will occur (behaviors, feelings, policies, and attitudes) EX. Newcomers have expectations as to how they will be treated. Unrealistically high expectations lead to dissatisfies recruiters and increase the chance newcomers will leave the org
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Realistic job preview (RJP)-
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involves providing recruits with complete information about a job and an org.-contrast to traditional recruiting- also referred to as flypaper approach
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RJP goal
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is to increase newcomer satisfaction and commitment and the likliehood that they will remain with an org
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how RJP is used
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asses the new for an RJP by conducting interviews, questionnaires etc.
ask recruits if their expectations were realistic those who left voluntarily should be interviewed |
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RJP useful when
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*Job candidates can be selective about job offers
*When selection ratio is low *When the recruits are unlikely to have enough info. To develop realistic expectations *When replacement costs are too high |
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Evaluating effectiveness of RJP
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by communicating the results of their evaluations through scientific and practioner literature. **see table 8-1 also
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some newer RJP approaches?
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find answer*
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orientations should..
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cover information about a company as a whole, provide job specific information, clearly communicate job expectations to new employees, the new employee should be given an overview of the organization’s mission, goals, structure, code of ethics, and products. The compensation and benefits package should be explained, orientating newcomers to the department they will be working in to get a better understanding of the different jobs and how the department fits into the larger organization. A wide range of training methods should be used to provide a greater degree of learner control.`
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Common problems with orientation programs
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•Too much emphasis on paperwork
•Information overload •Scarce tactics •Too much selling of the organization •One-way communication •Lack of follow up •No evaluation of the program |
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Ways to deliver orientation material
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lectures,videos, printed material and discussions, classroom and team settings.
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* contrast performance management v. apprasial
performance management |
goes beyond annual appraisal ratings and interviews and incorporates employee goal setting, feedback, coaching, rewards, and individual development.
•Focuses on an ongoing process of performance improvement •it is more likely to promote challenging organizational assumption that stimulate learning rather than simply maintaining the status quo. •More likely to emphasize employee values and participation. * Placed as the second highest priority for businesses today. |
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performance appraisal
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systems that typically make use of a standardized rating form that is used to evaluate various aspects of employee performance
•Numerical values or ratings are generally assigned to each performance dimension. •Most formal appraisals are done annually. •Commonly uses top down approach. |
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coaching
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a process used to encourage employees to accept responsibility for their own performance, to enable them to achieve and sustain superior performance, and to treat them as partners in working toward organizational goals and effectiveness.
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coaching discussion
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communication between employee and supervisor both to solve problems and to enable the employee to maintain and improve effective performance
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coaching analysis
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involves analyzing performance and the conditions under which it occurs
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Be able to conduct a Coaching Analysis and a Coaching Discussion if given a scenario. Utilize Tables 10-1 and 10-2 as basis.
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table 10-1-Steps for Supervisors to use to Conduct a Coaching Analysis Concerning Employee Performance
1.Identify the unsatisfactory employee performance 2.Is it worth your time and effort to address? 3.Do subordinates know that their performance is not satisfactory? 4.Do subordinates know what is supposed to be done? 5.Are there obstacles beyond the employee’s control? 6.Does the subordinate know how to do what must be done? |
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steps contuned..
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7.Does a negative consequence follow nonperformance?
8.Does a positive consequence follow nonperformers? 9.Could the subordinate doe it if he or she wanted to? |
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Steps for Supervisors to Use to Conduct a Coaching Discussion and Follow-Up
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1.Identify the employee performance issue to be discussed; be specific, factual, respectful, and supportive in presenting this issue to the employee
2.Seek the employee’s reaction and response to the supervisor’s presentation of the performance issue. 3.Seek out the employee’s agreement that a performance problem exists 4.Mutually discuss alternative solutions to the issue 5.Mutually agree on goals to set, actions to take, and the follow-up plan that will be used to resolve the issue 6.Follow up on this issue at te agreed-upon time and in the agreed-upon way 7.Recognize and reward employee improvements and achievements as they occur |
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Constructive Confrontation
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strategy calling for supervisors to monitor their employees’ job performance, confront them with evidence of their unsatisfactory performance, coach them on ways to improve ti, urge them to use the counseling services of an employee assistance program if they have personal problems, and emphasize the consequences of continued poor performance. Constructive confrontation proceeds in progressive stages; at each stage, employees must choose whether to seek help from the EAP, manage their problems themselves or suffer the consequences of their actions.
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Employee Wellness Program (EWP)
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activities that help promote employee behavior and organizational practices that help ensure employee health and fitness
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Employee Assistance Program (EAP)
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work-based intervention program designed to identify and assist employees in resolving personal problems that may be adversely affecting the employee’s performance.
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Five Main Areas of EWP’s
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1) Nutrition
2) Physical fitness 3) Smoking Cessation 4) Physiological Testing 5) Stress Management |
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It is important for EWP’s to be included in company EAP efforts because ...
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results show that the impact of even “broad” wellness programs demonstrates reductions in sick leave, health plan costs, and workers’ compensation costs. Furthermore, the average cost-benefit ratio suggests that the benefits of such programs far outweigh the costs.
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distinguish between Career Planning and career managment
career planning |
a deliberate process of (1) becoming aware of self, opportunities, constraints, choices, and consequences; (2) identifying career-related goals; and (3) programming work, education, and related developmental experiences to provide the direction, timing, and sequence of steps to attain a specific career goal.
*, it is an activity performed by the individual to understand and attempt to control his or her own work life. |
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Career Management:
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an ongoing process of preparing, implementing, and monitoring career plans undertaken by the individual alone or in concert with the organization’s career systems.
May include activities that help the individual develop and carry out career plans, but the focus is on taking actions that increase the chances that the organization’s anticipated HR needs will be met. |
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**SEE FIGURE 12-1 ON PAGE 387**
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**SEE FIGURE 12-1 ON PAGE 387**
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be able to list 4 career concepts and APPLY TO A SCENARIO
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linear, expert, spiral, and tranistory
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linear
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: a progression of movement up an organizational hierarchy to positions of greater responsibility and authority; motivated by desire for power and achievement; variable time line; in the US, this is the “traditional” view of a career.
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expert
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a devotion to an occupation; focus on building knowledge and skill within a specialty; little upward movement in a traditional hierarchy, more from apprentice to master; motivated by desire for competence and stability.
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spiral
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a lifelong progression of periodic (seven to ten years) moves across related occupations, disciplines, or specialties; sufficient time to achieve a high level of competence in a given area before moving on; motives include creativity and personal growth.
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transitory
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: a progression of frequent (three to five years) moves across different or unrelated jobs or fields; untraditional; motives include variety ad independence.
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5 career plateaus
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geographical, financial,skill, hierchical, physical
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geographical
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self-imposed geographical boundary; where employee has to say that they can’t move from the area they’re at because of personal reasons.
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financial
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May be the cause of situations where a significant other is not able to find a job in a new area and they can’t afford to have only one person working OR also happens when the cost of living is higher in a new area.
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skill
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employee may not have the necessary skills for promotion or are unwilling to get them.
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hierarchical
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When there is nowhere else to go either up or laterally in an organization
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physical
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When employees either never have had or don’t have the physical ability to perform the next job.
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*see casebook 30, form 3
sick leave |
A birth mother is entitled to use accrued sick leave for medical appointments, hospitalization, and her period of incapacitation following childbirth.
You are eligible to take sick leave with pay when a child or family member is sick. Short term |
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family and medical leave
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Each parent is entitled to use a total of up to 12 weeks of leave without pay under the Family and Medical Leave Act (FMLA) for the birth of a child and care of the newborn.
Short term |
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flexible work hours
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If the work requirements and agency needs permit, an employee may consider working a flexible work schedule. Flexible work schedules enable employees to select and alter their work schedules to better fit their personal needs and help balance work, personal, and family responsibilities.
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teleworking
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New parents may be permitted to work at home or from a remote telework site. Teleworking can provide employees with valuable additional time to spend with their family members by reducing commuting time. However, teleworkers should not be caring for family members while they are working from their home or alternative worksite.
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alternative work schedules
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allow employees to modify their work requirments to satisfy their personal needs
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compressed work week
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reducing the number of workdays by working more hours in one day
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** Implementation time frame is based on priority**
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** Implementation time frame is based on priority**
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be able to distinguish between, describe, and deal with a scenario on the topics of transformational vs. transactional leadership
* transformational leadership |
the idea that leaders are those who capture our attention, present us with a vision of what could be, inspire us to pursue the vision, and show us the way to get there.
Main elements: charisma, intellectual stimulation, and individualized consideration. Related to organizational outcomes |
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transactional leadership
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emphasis is on the exchange relationship between leader and follower…”you give me your time and effort, and I’ll give you this salary, the chance for promotion, and so on”
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BE ABLE TO REPLICATE THE LIST ON PG 459--#14
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BE ABLE TO REPLICATE THE LIST ON PG 459
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recommendations and reminders
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a.Management development must BE TIED TO AN ORG. STRATEGIC PLANto be responsive to the needs of the organization and those of the individuals being developed.
b.A THOROUGH NEEDS ANALYSIS, including investigating what mangers in an organization do and the skills they need to perform affectively, is essential. c.SPECIFIC OBJECTIVES, both for the overall program and for each of its components, should be established d.Involvement in and commitment of SENIOR MANAGMENT IN ALL PHASES of the process, from needs assessment to evaluation, is critical. e.A VARIETY OF DEVELOPMENT OPPORTUNITIES, both formal and on the job, should be used. f.The program should be designed to ensure that the individuals to be developed are MOTIVATED TO PARTICIPATE in such activities. g.Action should be take to EVALUATE the program regularly and MODIFY an update it as NEEDS CHANGE |
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Options to use for a management development program
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mentoring, action learning, case studies, experintial exercise, games, outdoor education, and assessment centers
leadership training and development (transformational leadership) leaders developing leaders, learning centers, center for creative leadership Leaderlab, behavior modeling training |
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Center for Creative Leadership’s LeaderLab
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prepare and encourage leaders to act more effectively in the leadership situations they face
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Behavior Modeling Training
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train people to perform manual, interpersonal and cognitive skills. 5 steps – modeling, retention, rehearsal, feedback and transfer of training
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action learning
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having participants select an organizational problem, write a case study describing the problem, and meet with a group of other managers who face similar problems to discuss ways the problem can be dealt with
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dif. between change agent and change manager
change agent |
assists the change manager in designing and implementing change strategy.
Roles – advocate, technical specialist, trainer or educator, collaborator in problem solving, alternative identifier, fact finder, process specialist, reflector (See Table 14-2) |
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change manager
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oversees the design of an intervention strategy. This person has overall responsibilities for assessing the need for change, determining the appropriate intervention activities, implementing a strategy, and evaluating the results.
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Types of Interventions
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human process-based, technostructural, sociotechnical systems, organizational transformation
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human process-based
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directed at improving interpersonal, intragroup and intergroup relations
survey feedback-the systematic feedback of survey data to groups with the intent of stimulating discussion of problem areas, generating potential solutions, and stimulating motivation for change team building – a process used to improve a work group’s problem-solving ability and effectiveness |
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technostructural
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job enlargement – consolidate work functions from a horizontal slice of the work unit to provide greater variety and a sense of the whole task
job enrichment – carrying some aspect of a job in order to increase the potential to motivate workers alternative work schedules (compressed workweek, flextime) |
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sociotechnical systems
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a. quality circles – gets employees involved in making meaningful work decision including solving job related problems
b. total quality management – set of concepts and tools for getting all employees focused on continuous improvement in the eyes of the customer c. self-managing teams – formal groups in which the group members are interdependent and can have the authority to regulate a team’s activities |
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organizational transformation
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cultural interventions (cultural change) – a complex process of replacing an existing paradigm or way of thinking with another
b. strategic changes – any fundamental change in an organizational purpose or mission requiring system wide changes c. organizational learning d. high performance work systems – multifaceted, involving different combinations of the intervention strategies discussed earlier |
