Hsm 3

Front 1

challenges facing motivating employees today

Back 1

1. revised employment relationship
-globalization, technology, restructuring
-undermines trust & commitment

2. flatter organizations (fewer supervisors to monitor employee performance)

3. changing workforce (Gen X, Y bring different expectations)

Front 2

3 objectives of Maslow's Hierarchy

Back 2

1. holistic
2. humanistic
3. positivistic

Front 3

holistic

Back 3

integrative view of needs, rather than thinking about each one separately from the others

Front 4

humanistic

Back 4

responses to higher needs are influenced by social dynamics, not just instinct

Front 5

positivistic

Back 5

need gratification is just as important as need deprivation

Front 6

Maslow's Hierarchy (pyramid)--in order from base to peak

Back 6

-physiological
-safety
-belongingness
-esteem
-self-actualization

Front 7

Four Drive Theory

Back 7

Drive to:
-Acquire
-Bond
-Learn
-Defend

Front 8

Drive to Acquire

Back 8

need to take/keep objects and experiences; basis of hierarchy and status

Front 9

Drive to Bond

Back 9

need to form relationships/social commitments; basis of social identity

Front 10

Drive to Learn

Back 10

need to satisfy curiosity and resolve conflicting information; basis of self-actualization

Front 11

Drive to Defend

Back 11

need to protect ourselves; a reactive drive (not proactive); basis of fight or flight

Front 12

why is self-actualization a growth need?

Back 12

because once it is satisfied, people desire more, not less, of it

Front 13

features of the Four Drives Theory

Back 13

-innate and hardwired: everyone has them
-independent of each other (no hierarchy)
-complete set--none are excluded from model

Front 14

how Four Drives affect needs

Back 14

1. they determine which emotions are tagged to incoming information
2. drives generate independent, and often competing, emotions that demand our attention
3. social skill set determines how to translate drives into needs and effort

Front 15

Learned Needs Theory

Back 15

need for:
-achievement
-affiliation
-power

Front 16

need for achievement

Back 16

desire for challenging/risky goals, feedback, recognition

Front 17

need for affiliation

Back 17

desire to seek approval, conform, avoid conflict

Front 18

need for power

Back 18

desire to control one's environment; personal vs. socialized power

Front 19

implications for needs/drives theories

Back 19

Four Drive
-balanced opportunity for employees to fulfill drives
-employees continually seek fulfillment or drives
-avoid having conditions support one drive over others

Maslow
-allow employees to self-actualize
-power of positive experiences

Offer employees a choice of rewards

Front 20

increase E-to-P expectancy

Back 20

-train employees
-select people with required competencies
-provide role clarification, sufficient resources, coaching feedback

Front 21

increase P-to-O expectancy

Back 21

-measure performance accurately
-describe outcomes of good and bad performance
-explain how rewards are linked to past performance

Front 22

increase outcome valences

Back 22

-ensure that rewards are valued
-individualize rewards
-minimize countervalent outcomes

Front 23

effective goal setting

Back 23

-specific
-relevant
-commitment
-challenging
-participation
-feedback

Front 24

characteristics of effective feedback

Back 24

-specific
-credible
-relevant
-sufficiently frequent
-timely

Front 25

nonsocial feedback

Back 25

gauges, printouts

-better for goal progress
-more accurate, less damaging

Front 26

social feedback

Back 26

supervisors, coworkers

-better for "good news" feedback
-improves self-image, esteem

Front 27

elements of equity theory

Back 27

-input/output ratio
-comparison other
-equity assessment (overreward/underreward)

Front 28

procedural justice structural rules

Back 28

-voice
-bias-free
-listens to all
-knowledgeable
-appealable
-consistent

Front 29

4 types of rewards

Back 29

1. Membership/seniority
2. Job status
3. Competencies
4. Performance-based

Front 30

membership/seniority

Back 30

fixed wages, seniority increases

ADVANTAGES:
-guaranteed wages: attractive to job applicants
-seniority-based rewards reduce turnover

DISADVANTAGES:
-doesn't motivate job performance
-discourages poor performers from leaving
-may act as golden handcuffs

Front 31

job status

Back 31

includes job evaluation and status perks

ADVANTAGES:
-job evals try to maintain pay equity
-motivates competition for promotions

DISADVANTAGES:
-employees exaggerate duties, hoard resources
-focuses employees on own jobs, not customers
-inconsistent with workplace flexibility

Front 32

competency-based

Back 32

-pay increases with competencies acquired and demonstrated

-more flexible workforce, better quality, consistent w/ employability...

...but potentially subjective, higher training costs

Front 33

ways to improve reward effectiveness

Back 33

-link rewards to performance
-ensure rewards are relevant
-team rewards for interdependent jobs
-ensure rewards are valued

(watch out for unintended consequences)

Front 34

job specialization

Back 34

dividing work into separate jobs that include a subset of the tasks required to complete the product/service

Front 35

advantages/disadvantages to job specialization

Back 35

A:
less time-changing activities
lower training costs
job mastered quickly
-better person-job matching

D:
boredom
discontentment pay
higher costs
lower quality/motivation

Front 36

job rotation

Back 36

moving from one job to another

-minimizes repetitive strain/injury
-multi-skills the workforce
-potentially reduces job boredom

Front 37

job enlargement

Back 37

adding tasks to an existing job

Front 38

job enrichment

Back 38

given more responsibility for scheduling, coordinating, and planning one's own work

-clustering tasks into natural groups (interdependent tasks in one job)
-establishing client relationship (responsible for specific clients and contacting them directly)

Front 39

dimensions of self-empowerment

Back 39

1. self-determination
2. meaning
3. competence
4. impact

Front 40

self-determination

Back 40

employees feel they have freedom, discretion

Front 41

meaning

Back 41

employees believe their work is important

Front 42

competence

Back 42

employees have a sense of self-efficacy

Front 43

impact

Back 43

employees feel their actions influence others

Front 44

self-leadership

Back 44

the process of influencing onself to establish the self-direction and self-motivation to perform a task

Front 45

5 elements of self-leadership

Back 45

1. personal goal-setting
2. constructive thought patterns
3. designing natural rewards
4. self-monitoring
5. self-reinforcement

Front 46

8 types of influence

Back 46

1. silent authority
2. assertiveness
3. exchange
4. coalition formation
5. upward appeal
6. ingratiation/impression mgmt.
7. persuasion
8. information control

Front 47

soft influence tactics

Back 47

-persuasion
-exchange
-ingratiation/impression mgmt.

generally more preferred/acceptable

Front 48

hard influence tactics

Back 48

-assertiveness
-silent authority
-coalition formation
-information control
-upward appeal

Front 49

silent authority

Back 49

following requests without overt influence

key words: legitimate power, high power distance culture

Front 50

assertiveness

Back 50

actively applying legitimate/coercive power via reminding, confronting, threatening

Front 51

exchange

Back 51

promising/reminding past benefits in exchange for compliance

key words: negotiation, networking

("There is a long and proud history of mutual back-scratching between cops and private dicks.")

Front 52

coalition formation

Back 52

a group forms to gain more power than individuals alone

1. pools resources
2. legitimizes issue
3. power through social identity

Front 53

upward appeal

Back 53

appealing to higher authority and firm's goals; alliance with higher status person

Front 54

ingratiation

impression management

Back 54

increase similarity to target through flattery

actively shaping our public images

Front 55

persuasion

Back 55

using logic, facts, emotional appeal to gain acceptance (always depends on the leader, but in this case, is probably a referent one)

Front 56

information control

Back 56

manipulating other's access to information (censorship, withholding, filtering)

Front 57

power

Back 57

the capacity of a person/team/organization to influence others

Front 58

5 sources of power

Back 58

1. legitimate
2. reward
3. coercive
4. expert
5. referent

Front 59

legitimate power

Back 59

agreement that people in certain roles can request certain behaviors of others (range is higher in high power distance cultures)

Front 60

reward power

Back 60

ability to control the allocation of rewards valued by others

upward/downward

Front 61

coercive

Back 61

ability to apply punishment (i.e. peer pressure)

upward/downward

Front 62

expert power

Back 62

individual's or work unit's capacity to influence others by posessing knowledge or skills they value

knowledge economy: employees gaining expert power over companies

Front 63

referent power

Back 63

occurs when others identify with, like, and otherwise respect the person (charismatic leadership)

Front 64

control over information flow

Back 64

legitimate power

-common in centralized structures
-relates to formal communication network

Front 65

coping with uncertainty

Back 65

those who know how to cope with organizational uncertainties gain power

1. prevention
2. forecasting
3. absorption

Front 66

4 contingencies of power

Back 66

things that moderate power

1. substitutability
2. centrality
3. discretion
4. visibility

Front 67

how to increase nonsubstitutability

Back 67

control labor, tasks, knowledge; differentiation

Front 68

networking

Back 68

cultivating social relationships to achieve one's goals; increase power via
-social capital
-referent power
-visibility

Front 69

influence

Back 69

any behavior that attempts to alter the behavior of others

Front 70

organizational politics

Back 70

behaviors that others perceive as self-serving tactics for personal gain at the expense of other people or the organization

Front 71

reasons why organizational politics exists

Back 71

1. tolerance of politics
2. scarce resources
3. organizational change
4. complex/ambiguous decisions

Front 72

6 ways to minimize political behavior

Back 72

1. introduce clear rules
2. leaders as role models
3. manage change effectively
4. manage team norms
5. support values that oppose politics
6. free-flowing information

Front 73

conflict

Back 73

the process in which one party perceives that its interests are being opposed or negatively affected by another party

Front 74

constructive (task-related) conflict

Back 74

-focuses on the issue, not parties
-recognize problems, solutions
-can be valuable/healthy

Front 75

socioemotional (relationship) conflict

Back 75

-personal attack
-perceptual biases
-distorts information processing

Front 76

minimize socioemotional conflict by...

Back 76

1. emotional intelligence
2. cohesive team
3. supportive team norms

Front 77

sources of conflict

Back 77

1. incompatible goals
2. differentiation
3. task interdependence
4. scarce resources
5. ambiguous rules
6. communication problems

Front 78

problem solving

Back 78

-best bc it seeks optimal outcome
-doesn't work when two parties are completely opposed
-difficult without trust, openness

Front 79

avoiding

Back 79

*for high socioemotional conflict...but may produce long-term frustration

Front 80

yielding

Back 80

-imbalance of power
-issue isn't equally important

...but may create higher future expectations

Front 81

forcing

Back 81

*when you know you're right and you need to fix things quickly

...but fuels socioemotional conflict

Front 82

compromising

Back 82

-best with little hope for mutual gain, equal power, and need of a quick soln

...but may overlook a better soln in favor of "good enough"

Front 83

situational influences on negotiation

Back 83

-location/physical setting
-time passage and deadlines
-audience

Front 84

effective negotiation behavior

Back 84

-preparation and goal-setting
-gathering information
-effective communication
-making concessions

Front 85

leadership

Back 85

the ability to influence, motivate, and enable others to contribute toward the effectiveness of the organizations of which they are members

Front 86

5 leadership perspectives

Back 86

1. transformational
2. implicit
3. competency
4. behavioral
5. contingency

Front 87

7 leadership competencies

Back 87

1. emotional intelligence
2. integrity***
3. drive
4. leadership motivation
5. self-confidence
6. intelligence
7. knowledge of the business

Front 88

limitations of the 7 leadership competencies

Back 88

-implies universality
-subjective
-other combinations may work
-potential for leadership, not actual leadership

Front 89

path-goal leadership styles

Back 89

-directive
-supportive
-participative
-achievement-oriented

Front 90

leader effectiveness

Back 90

-employee motivation
-employee satisfaction
-leader acceptance

Front 91

situational leadership model

Back 91

-leaders vary style with follower "readiness"
-styles: telling, selling, participating, delegating

Front 92

Fiedler's contingency model

Back 92

-style based on personality
-depends on situational control

Front 93

transformational leaders

Back 93

change organization to fit environment

charisma?

circular logic, cross-cultural differences

Front 94

transactional leaders

Back 94

link job performance to rewards, ensure employees have necessary resources, apply contingency leadership

Front 95

in four words, transformational leaders...

Back 95

create, communicate, model, build commitment

Front 96

implicit model

Back 96

attributing leadersihp
stereotyping leadership
need for situational control

Front 97

communication

Back 97

the process by which information is transmitted and understood between 2 or more people, and that the sender's original meaning remains intact

Front 98

4 functions of communication

Back 98

1. fulfill need to bond
2. communicate work activities
3. knowledge management
4. decision making

Front 99

emotional contagion

Back 99

the automatic process of sharing another person's emotions by mimicking their facial expressions and other nonverbal behavior

Front 100

purposes of emotional contagion

Back 100

1. provide continuous feedback
2. increase emotional understanding
3. create collective sentiment

Front 101

communication barriers

Back 101

1. filtering
2. language (jargon, ambiguity)
3. information overload
4. perceptions

Front 102

how to reduce information overload

Back 102

1. increase your processing of workload
-read faster
-remove distractions
-time management

2. decrease information load
-buffering
-omitting
-summarizing

Front 103

how to effectively get a message across

Back 103

-repeat message
-use timing effectively
-be descriptive
-empathize

Front 104

active listening process

Back 104

sensing, evaluation, responding

Front 105

communicating in hierarchies

Back 105

-work space design
-e-zines, blogs, wikis
-employee surveys
-direct communication w/ mgmt

Front 106

grapevine benefits/limitations

Back 106

BENEFITS:
-fills in missing information
-strengthens corporate culture
-relieves anxiety
-signals that problems exist

LIMITATIONS
-distortions might increase anxiety
-perceived lack of concern for employees

Front 107

what do influence tactics depend on?

Back 107

-organizational position
-influencer's power base
-cross-cultural expectations
-age cohort

Front 108

why is integrity called "authentic leadership"?

Back 108

-individual acts with sincerity
-has a higher moral capacity to judge dilemmas

and apparently 73% of CEOs can't be trusted!

Front 109

why are teams better than an individual under the right circumstances?

Back 109

-make better decisions
-make a better product because of increased experience/expertise
-increase employee engagement

Front 110

task characteristics

Back 110

1. cleary, easy to implement
2. shares common inputs, processes, outputs
3. interdependence

Front 111

3 levels of task interdependence

Back 111

1. reciprocal (highest)
2. sequential
3. pooled

Front 112

3 aspects of team composition

Back 112

1. motivation (to perform task and to work as a team)
2. competencies (skills/knowledge to get the job done and to work as a team)
3. homo/heterogeneous depending on the task

Front 113

characteristics of homogeneous teams

Back 113

-less conflict
-faster team development
-better for cooperative tasks
-better coordination
-high satisfaction of team members

Front 114

characteristics of heterogeneous teams

Back 114

-more conflict
-slower team development
-better for complex problems
-more creative
-better representation outside team

Front 115

stages of team development

Back 115

-forming
-storming
-norming
-performing
-adjourning

Front 116

team norms and how they are developed

Back 116

informal rules and expectations established by team to regulate member behavior

-initial team experiences
-critical events in team's history
-experiences/values team members bring

Front 117

Belbin's Team Role Model

Back 117

-9 team roles all needed for optimal performance
-people choose role based on personality
-some roles become important at later stages

Front 118

team cohesiveness

Back 118

the degree of attraction people feel toward the team and their motivation to remain a member

Front 119

6 influences on team cohesiveness

Back 119

-size
-interaction
-difficult entry
-external challenges
-similarity
-success

Front 120

how to minimize social loafing

Back 120

1. make individual performance more visible
-smaller teams
-specialize tasks
-measure individual performance

2. increase employee motivation
-increase job enrichment
-select motivated employees

Front 121

decision making

Back 121

the conscious process of making choices among one or more alternatives

Front 122

Rational Choice Decision Process

Back 122

1. identify problem
2. choose best decision process
3. develop alternate solutions
4. choose best alternative
5. implement selected alternative
6. evaluate outcome

Front 123

problem identification challenges

Back 123

1. stakeholder framing
2. perceptual defense
3. mental modes
4. decisive leadership
5. solution-focused problems

Front 124

making choices: goals

Back 124

R: clear
OB: ambiguous

Front 125

making choices: processing

Back 125

R: all
OB: limited

Front 126

making choices: evaluation timing

Back 126

R: simultaneously
OB: sequentially

Front 127

making choices: standards

Back 127

R: absolute
OB: implicit favorite

Front 128

making choices: info quality

Back 128

R: facts
OB: perceptually distorted

Front 129

making choices: decision objective

Back 129

R: maximization
OB: good enough

Front 130

escalation of commitment causes

Back 130

1. self-justification
2. prospect theory effect
3. perceptual blinders
4. cost control

Front 131

employee involvement

Back 131

the degree to which employees influence how their work is organized and carried out

Front 132

contingencies of involvement

Back 132

1. Decision Structure (problem is new/complex)
2. Knowledge Source (employees have relevant knowledge beyond leader)
3. Decision Commitment (employees lack commitment unless involved)
4. Risk of Conflict (norms support company goals and agreement is likely)