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64 Cards in this Set
- Front
- Back
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what info is collected for a job analysis
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job description
knowledge, skills, abilities needed measures to evaluate job performance |
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Diff bet. job analysis & job evaluation
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job analysis
- to clarify requirements of job job evaluation - to determine relative worth of jobs |
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3 types rater biases
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leniency/strictness bias
central tendancy bias halo effect |
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Def: leniency/strictness bias
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raters avoid middle range of rating scale
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Def: central tendency bias
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raters use middle of scale
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2 reasons why an employment procedure can lead to adverse impact
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1. differential validity
i.e. measure valid for one group, but not another 2. unfairness |
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Ex: BFOQ
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bona fide occupational qualification
e.g. hiring a male for a play hiring only women to be women's washroom attendants |
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Def: work samples
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prospective employee performs tasks similar to job
a job predictor, esp. clerical, mechanical or technical |
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Use: Assessment Centres
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for managerial level jobs
to assess level, need for promotion etc. "in-basket test" |
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Def & purpose: needs assessment
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Analysis of 4 domains:
organization task/job person demographic used prior to training program |
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difference between job rotation & cross-training
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job rotation
- trainees learn several jobs (e.g. a manager) cross-training - workers trained to perform diff tasks |
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def: vestibule training
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physical replication or simulation of work environment
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primary cause of turnover
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disillusionment with one's work
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theories of career choice
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Super - self-concept
Roe - personality & basic needs Holland - personality types |
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theories of organizational effectiveness
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scientific management
classical organization theory human relations movement theory X versus theory Y international perspective & theory Z |
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theory: scientific management
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Taylor (1911)
employees motivated by econimic self-interest differential piece-rate system |
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theory: classical organization
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Weber (1947)
bureaucracy hierarchy division of labour & delegation of authority |
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theory: human relations movement
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Mayo (1927-1932)
worker needs, motives & relationships Hawthorne Effect - originally looking at effects of physical conditions on job performance - fouund productivity inc due to novelty of experiemtn, workers' interest, special attention as research subjects, smaller group |
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hawthorne effect
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- originally looking at effects of physical conditions on job performance
- found productivity inc due to: novelty of experiment workers' interest special attention as research subjects smaller working groups |
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theory: X vs Y
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McGregor (1960)
manager's vier of his/her role depends on manager's assumptions about employees characteristics. X Managers - employees dislike work, so need to direct & control Y Managers - employees are capable of self-ontrol & self-direction * Theory Y more effective |
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theory: international perspective & theory Z
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incorporating Japanese approach into American orgnizational philosophy (Theory A + J = Z)
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theories of motivation (7)
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need-hierarchy
ERG need for achievement two-factor goal-setting theory equity theory expectancy (VIE) theory |
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need-hierarchy theory
re: motivation |
Maslow
5 basic instinctual needs arranged in a hierarchy - once a need has been satisfied, it's no longer a motivator employers should fit jobs/rewards with each employee's needs money not important |
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ERG theory
re: motivation |
Alderfer reduced Malow's 5 basic needs to 3:
existence relatedness growth can be motivated by more than 1 need at a time |
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need for achievement
re: motivation |
McClelland
3 needs acting as motivators: need for achievment need for power need for affiliation |
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two-factor theory
re: motivation |
Herzberg
Theory of motivation & satisfaction lower-level needs e.g. fullfilled by hygiene, pay, job security, benefits high-level needs e.g. fullfilled by "motivator factors" incl advancement, recognition, achievement |
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def: job enrichment
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Herzberg
redesigning job to combine several jobs into one to give more meaning, responsibility, control |
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diff between job enrichment & job enlargement
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job enrichment
- inc job's vertical job loading by giving more higher-level tasks job enlargement - inc job's horixonal loading by inc number & variety of tasks |
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goal-setting theory
re: motivation |
Locke
employees motivated to achieve goals if they've consciously accepted them, and are therefore committed Management of Objectives (MBO) is based on this theory |
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equity theory
re: motivation |
Adams
social comparison of input/outcome ratios if diff from others, can experience a "state of inequity" |
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expectancy (VIE) theory
re: motivation |
Porter & Lawler; Vroom
motivation is a function of: valence instrumentality expectancy valence |
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theories of leadership (6)
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contingency theory
path-goal theory situational leadership Vroom-Yetton-Jago normative model leadership grid influential leadership |
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contingency theory
re: leadership |
Fiedler
leadership effectiveness results from leader's style & favourableness of situation (or influence) "Least Preferred Coworker" (LPC) low LPC - effective in very favourable or very unfavourable situations high LPC - effective in moderately favourable situations |
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path-goal theory
re: leadership |
House
effective leader is one who helps subordinates achieve personal goals |
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situational leadership
re: leadership |
Hersey & Blanchard
4 leadership styles assoc w/ combinations of task and relationship orientation: telling - t high; r low selling - t high; r high participating - t low; r high delegating - t low; r low * leader's style should match employee's maturity |
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Vroom-Yetton-Jago normative model
re: leadership |
leader's decision-making styles:
Autocratic Consultative Group * use a "decision tree" to determine which decision-making style fits a situation |
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leadership grid
re: leadership |
Blake & McCanse
attitudes towards production and people grid training desined to develop leaders with high concern for both |
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influential leadership
re: leadership |
1. charismatic leaders
2. transformational leaders - recognize need for change - opposite of trasactional leaders |
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stages of group development
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forming
storming norming performing adjourning |
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def: idiosyncracy credits
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these are accumulated through conforming to group norms, contributing, being a group leader
allows a person to occasionally deviate from group norms |
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types of group tasks (4)
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additive
- individual contributions added together compensatory task - inputs averaged together disjunctive task - group selects one solution conjunctive task - group's overall performance limited by worst-performing member |
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def: social loafing
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individual exerts less effort in group than he would on own
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2 conditions that lead to bad groups decision making
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groupthink
- directive, high stress, pressure to conform... desire for cohesiveness overrides critical thinking group polarization groups make more extreme decisions than individual members would have made alone, e.g. risky shift phenomenon |
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3 methods for improving group decision-making
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brainstorming
nominal group technique (NGTT) Delphi technique |
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nominal group technique (NGT)
re: group decision-making |
group members privately write down solution, each is discussed, then ranked.
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Delphi technique
re: group decision-making |
anonymous solutions are pooled together, summarized, then each participant votes on decision
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3 types of justice
re: fairness of organizational decisions |
distributive justice
- fairness of outcomes of decision procedural justice - fairness of way in which decision was made interactional justice - how people feel about the way they've been treated |
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organizational development interventions (7)
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quality of work life programs (QWL)
self-managed work teams sociotechnical approach process consultation survey feedback total quality management |
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quality of work life programs
re: organizational development intervention |
emphasizes employee empowerment
"quality circles" - small group brainstorms probs & presents to managment QC inc attitude, but not productivity |
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self-managed work teams
re: organizational development intervention |
similar to quality circles, but these teams make decisions, instead of mangement.
use teamthink (diff from group think in that divergent views are encouraged) |
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sociotechnical approach
re: organizational development intervention |
technological change must be accompanied by planned changes in social patterns
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process consultation
re: organizational development intervention |
consultant observes mtgs and shares opinion re: interactions
focus is on behaviours, not attitudes |
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survey feedback
re: organizational development intervention |
focus on employee attitudes & beliefs
confidential surveys |
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total quality management
re: organizational development intervention |
unique focus:
customer satisfaction employee involvement improvement in goods & services top level committment to quality |
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force field analysis of planned change
re: organizations |
Lewin (1951)
address driving & restraining forces 3 stages: unfreezing - make receptive to change changing refreezing - reinforce changes |
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3 strategies of organizational change
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rational-empirical strategy
normative-reeducative strategy power-coercive strategy |
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rational-empirical strategy
re: strategies of organizational change |
people are rational, and will not resist change once they recognize benefits
provide info |
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normative-reeducative strategy
re: strategies of organizational change |
peer pressure & sociocultural norms force change
use group discussion to overcome resistance to change |
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power-coercive strategy
re: strategies of organizational change |
use power to coerce
use rewards & punishments |
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3 formal methods of conflict resolution
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bargaining
mediation arbitration |
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bargaining (or negotiating)
re: conflict resolution |
opposing sides exchange offers, counteroffers & concessions
least effective if viewed as a "win-lose" situation if "deadlock", move to mediation |
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mediation
re: conflict resolution |
used a neutral 3rd party to clarify issues and open lines of communcation
mediator has no power to impose a settlement |
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arbitration
re: conflict resolution |
1. binding arbitration
- 2 sides agree in advance to accept decision of arbitrator 2. voluntary arbitration - 2 parties agree only to arbitration process 3. final offer arbitration - artibrator must select one of the final offers made |
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Yerkes-Dodson Law
re: arousal & boredom |
highest levels of learning & performance assoc w/ moderate levels of arousal, with moderate task difficulty
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