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88 Cards in this Set
- Front
- Back
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The pattern of actions by the members of an organization that directly or indirectly influence the organization.
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Employee Behavior
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- The behavior of individuals who make a positive overall contribution to the organization
- “We” or “Us” |
Organizational Citizenship
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- Behaviors that detract from, rather than contribute to, organizational performance
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Counterproductive Behaviors
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Counterproductive Behaviors (Examples)
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- Absenteeism
o Results in direct costs to a business - Turnover o Occurs when people quit their jobs o Example: fast food - Theft - Sabotage - Sexual and Racial Harassment - Workplace agression and violence |
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- Personal attributes that vary from one person to another – physical, psychological, and emotional.
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Individual Differences
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- The relatively stable psychological attributes that distinguish one person from another.
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Personality at Work
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The “Big Five” Personality Traits
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- Agreeableness - Bouncer
- Conscientiousness - Smart People - Emotionality - Low: Emergency Medical Services -High: Compasionate Nurses - Extraversion - GET FROM JEN - Openness - GET FROM JEN |
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- The extent to which people are self-aware, can manage their emotions, can motivate themselves, express empathy for others, and possess social skills
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Emotional Intelligence
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Examples of Emotional Entelligence
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- Americal Idol
- Gender |
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- Our beliefs and feelings about specific ideas, situations, or other people
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Attitudes
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- Morale
- The extent to which people have positive attitudes towards their jobs |
Job Satisfaction
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- The overall set of expectations held by employees and the organization regarding what employees will contribute to the organization and what the organization will provide in return
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Psychological Contract
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- The set of forces that cause people to behave in certain ways
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Motivation
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Classical Theory and Scientific Management
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- Created by Fredrick Taylor
- Employees are motivate by exactly one thing, MONEY - Paying workers more motivates them to produce more |
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- Original purpose was to examine the relationship between changes in the physical environment and worker output (productivity).
- Hawthorne Effect: Special Attention = Increase in Worker Productivity |
Hawthorne Studies
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Theory X
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- People are Lazy
- People lack ambition and dislike responsibility - People are self-centered - People Resist Change - People are gullible and not very bright |
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Theory Y
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- People are entergetic
- People are ambitious and seek responsibility - People can be selfless - People want to contribute to business growth and change - People are intelligent |
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Theory “X” and “Y”
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- McGregor Came up with this
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Maslows Hierarchy of Human Needs
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- Self Actualization Needs
- Esteem Needs - Social Needs - Security Needs - Psychological Needs |
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Maslows Hierarchy of Human Needs (General Examples)
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- Self Fulfillment
- Status - Friendship - Stability - Shelter |
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Organizational Examples
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- Challenging Job
- Job Title - Friends at Work - Pension Plans - Salary |
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Physiological Needs
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Just Lost Job
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Security Needs
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Going home to house
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Social Needs
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Jill is in the work environment and one of her employees asks her to go to lunch or company BBQ
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Esteem Needs
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Status, Certain Cultures – Job Title
A&M – Window Size in Office |
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Self Actualization
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I’ve reached the top and I’ve made it. Once you get to the top you will start back at the bottom
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People are motivated to work toward rewards that they want and that they believe they have a resonable chance of obtaining.
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Expectancy Theory
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Equity Theory
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- Girl trying to bribe welch
- Employees evaluate their treatment relative to others |
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Strategies and Techniques for Enhancing Motivation
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- Reinforcement/Behavior Modification Theory
- Management by Objectives (MBO)\ - Participant Management and Empowerment - Job Enrichment and Job Redesign - Modified Work Schedules |
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Reinforcement/Behavior Modification Theory
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o Punishment
When negative consequences are attached directly to undesireable behavior o Positive Reinforcement When rewards are tied directly to performance |
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Management by Objectives (MBO)
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o Collaborate goal setting
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Participant Management and Empowerment
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o Increase job satisfaction by encouaging participation
o TEAM management represents an increasing trend |
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- Precesses and behaviors used by someone, such as managers to motivate, inspire, and influence the behaviors of others.
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Leadership
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Focused on Identifying Essential Leadership Traits
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- Intelligence
- dominance - self confidence - energy - activity - Leaders are not passive |
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- Appropriate leader behavior varies from one situation to another.
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Situational Approach
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- Basic management involving routine, regimented activities
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Transactional Leadership
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- Set of abilities that allow a leader to recognize a need for change
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Transformational Leadership
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Charismatic Leadership
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- Influence based on the leader’s personal charisma
- An individual that inspires support |
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- A form of interpersonal attraction that inspires support and acceptance
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Charisma
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- Individual, task, and organizational characteristics that tend to out weigh the need for a leader to initiate or direct employee performance
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Leadership Substitutes
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- Various factors that neutralize leadership behaviors or render them ineffective
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Leadership Neutralizers
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Types of Leaders
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- Autocratic
- Democratic - Free Reign |
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Autocratic
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o Not a lot of choice in the way you do your job
o My way or the highway o Military is a good example o Regimented |
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Democratic
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Asks for Input
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Free-Reign
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o Let employees decide on what they want to work on
o Example: True Maroon Magazine |
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What is the FISH philosophy?
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- Play
- Make their day - Be there o Constantly being aware of what the customers are saying - Choose your attitude - THIS IS A FREE REIGN PHILOSOPHY |
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- Activities directed at attracting, developing, and maintianing an effective workforce
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Human Resource Management (HRM)
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The Strategic Importance of HRM
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- Human resources are critical for effective orgazational functioning
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Growth is important in HRM due to:
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- Increased legal complexities
- The value of HR in improving productivity - The costs associated with poor HRM |
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- A systematic analysis of jobs within an organization
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Job Analysis
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Job Description
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- Tasks
- duties - responsibilities |
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Job Specification
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- Skills
- abilities - knowledge - credentials - qualifications |
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HR Planning
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- Forcasting Internal Supply
- Forcasting External Supply |
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Forcasting Internal Supply
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o Number and type of people who will be in the firm at a future date
o Replacement Charts o Employee Information Systems Skills Inventories |
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Forcasting External Supply
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o Number and type of people who will be avaiable for hiring from the labor market at large
o State employment commissions o Government reports o College Information |
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Alleviating Shortfalls
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- Seeking new hires
- Retraining and transferring present employees - Retaining retirees - Installing more productive systems |
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Managing Overstaffing
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- Transferring extra employees
- Not replacing employees who quit (attrition) - Encouraging early retirement - Laying off personel |
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Attracting qualified persons to apply for the jobs that are open
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Recruiting
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Internal Recruiting
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- Considering present employees as candidates for openings
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Examples of Internal Recruting
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- Promotion from within
- Union contracts and job bidding |
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External Recruiting
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- Attracting people outside of the organization to apply for jobs
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Examples of External Recruiting
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- State employment agencies
- Private employment agencies - Advertising |
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Selecting Human Resources
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- Application Forms
- Tests - Interviews - Other Techniques Polygraph tests Physical Examinations Drug Tests Reference Checks |
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Application Forms
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No Illegal Questions
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Tests
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ability
skills aptitude knowledge attitude |
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Interviews – validity is increased by:
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o Training interviewers to reduce bias
o Using a structured interview format with job-related questions to improve consistency, reduce bias, and eliminate illegal questioning of applicants HALO and HORNS Effect o Unstructured Interviews have most bias |
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Training
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- On the job training
- Off the job training - Vestibule training |
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Performance Appraisal
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- Defining performance standards
- Observing performance - Writing up the assessment - Discussing the appraisal |
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Compensation System
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- The total package of rewards that a company offers employees in return for their labor
- Factors affecting Compensation |
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- The total package of rewards that a company offers employees in return for their labor
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- Wages – Money paid for the time worked
- Salary – Money paid to perform a job |
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- Factors affecting Compensation
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- Competitors’ wage offerings
- Internal wage and salary structure – job value, performance, and longevity - Union Contracts |
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Benefits Program
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- Mandatory (required by law)
- Discretionary (Optinal) - Contain the Cost of Benefits |
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- Mandatory (required by law)
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- Socail Security Retirement Benefits
- Workers compensation insurance |
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- Discretionary (Optinal)
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- Health, life, and disability insurance
- Vacations and holidays - Employee assistance programs - Retirement (Pension) Plans |
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- Contain the Cost of Benefits
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- Cafeteria benefits plan
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- Federal agency that enforces discrimination-related laws
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Equal Employment Opportunity Commission (EEOC)
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- Individuals sharing common characteristics as defined by law
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Protected classes in the Workplace
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Examples of Protected Classes in the Workplace
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- Race, color, religion, age, gender, national origin, disibility status, and status as a military veteran
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Occupational Safety and Health Act of 1970 (OSHA)
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Employee Safety and Health
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Emerging Areas of Discrimination Law
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- AIDS in the workplace
- Sexual harassment - Employment at Will |
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Sexual harassment
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- Quid Pro Quo – Promotion for an Action
- Hostile Work Environment |
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Employment at Will
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- Wrongful discharge
- Fire at Will |
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Two places you can go to take online career assessments are:
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Career Center
Student Councling Service |
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True or False:
The Career Fair is only useful when I'm ready to find a job. |
False
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True or False:
Your resume should tell your life story |
false
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How long does the average employer look at your resume
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15 - 20 seconds
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Hireaggies.com is free?
T/F |
True
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When and Where are Career Center Walkins
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Mondays and Thursdays, 8:30 - 11:30, 238 Wehner (UPO)
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