MGT 300 1st Edition Exam 3 Study Guide Chapters 9 12 Job description Values Big 5 Personality Job Preview Lewin s Unfreezing Burnout Affirmative Action Herzberg s Two Factor Expectency Self Serving Bias Stereotyping Hostile Work Environment Positive Reinforcement Jim Collins Stages of Decline NEWS Apple added to Dow Jones industrial average Mcdonalds same store sales decreased 4 Ebay SAP video in class Who moved my cheese video in class change happens Netflix want hard workers no specified vacations lenient with schedules Target cutting jobs investing in technology Lumber liquidators decreased 22 Monday increased 6 Tuesday decreased 11 Today on 60 minutes formaldehyde levels high saving 15 cost down 62 this year in stock Google with wireless networks sprint or T mobile Walmart gender discrimination Chapter 9 Human Resource Management o Plan o Recruit o Select o Orient o Train o Develop o AppraisePerformance Job description o summarizes what the holder of a job does and why they do it Job specification o describes the minimum qualifications a person must have to perform a job successfully Discrimination o occurs when people are hired or promoted or denied hiring or promotion for reasons not relevant to the job Affirmative action o focuses on achieving equality of opportunity within an organization including establishment of minority hiring goals Adverse impact o occurs when an organization uses an employment practice or procedure that results in unfavorable outcomes to a protected class Disparate treatment o results when employees from protected groups are intentionally treated differently Hostile environment offensive work environment Internal recruiting means making people already employed by the organization aware of job openings External recruiting means attracting job applicants from outside the organization Performance appraisal o consists of assessing an employer s performance and providing him with feedback Promotion moving upward Transfer moving sideways Disciplining Demotion the threat of moving downward Dismissal moving out of the organization Chapter 10 Reactive change o making changes in response to problems or opportunities as they arise Proactive change o involves making carefully thought out changes in anticipation of possible or expected problems or opportunities o also called planned change Forces of change Demographic characteristics Market changes Technological advancement Shareholder customer demands Supplier practices Social political pressures Reason Employees Resist Change Individual s predisposition toward change Surprise and fear of the unknown Climate of mistrust Fear of failure Loss of status or job security Peer pressure Disruption of cultural traditions or group relationships Personality conflicts Lack of tact or poor timing Non reinforcing reward system LEWINS CHANGE MODEL Unfreezing o creating the motivation to change Changing o learning new ways of doing things Refreezing o making the new ways normal Organization development OD o set of techniques for implementing planned change to make people and organizations more effective Chapter 11 Big 5 Personality Dimensions Extroversion Introversion o how outgoing talkative sociable and assertive a person is Agreeableness o how trusting good natured cooperative and soft hearted one is Conscientiousness o how dependable responsible achievement oriented and persistent one is Emotional stability o how relaxed secure and unworried one is o How one handles stress Openness to experience o how intellectual imaginative curious and broad minded one is Values o abstract ideals that guide one s thinking and behavior across all situations Stereotyping o tendency to attribute to an individual the characteristics one believes are typical of the group to which that individual belongs o sex role age race ethnicity Halo effect o forming an impression of an individual based on a single trait Burnout o state of emotional mental and even physical exhaustion o consequence of stress being overwhelmed Chapter 12 Why is motivation important Join your organization You need to instill in talented prospective workers the desire to come to work for you 2 Stay with your organization Whether you are in good economic times or bad you always want to be able to retain good people 3 Show up for work at your organization In many organizations absenteeism and lateness are tremendous problems 15 4 Be engaged while at your organization Engaged employees produce higher quality work and better customer service 5 Do extra for your organization You hope your employees will perform extra tasks above and beyond the call of duty be organizational good citizens Maslow s Heirarchy of Needs Physiological Safety Belongingness Esteem Self actualization The Three Needs Need for achievement o desire to achieve excellence in challenging tasks Need for affiliation o desire for friendly and warm relations with other people Need for power o desire to be responsible for or control other people Two Factor Theory o proposed that work satisfaction and dissatisfaction arise from two different factors work satisfaction from so called motivating factors and work dissatisfaction from socalled hygiene factors o Motivation comes from the work satisfaction o Demotivation comes from hygiene needs not being met Expectancy Theory Expectancy o belief that a particular level of effort will lead to a particular level of performance Instrumentality o expectation that successful performance of the task will lead to the desired outcome Valence o the value a worker assigns to an outcome Job simplification the process of reducing the number of tasks a worker performs Job enlargement consists of increasing the number of tasks in a job to increase variety and motivation Job enrichment consists of building into a job such motivating factors as responsibility achievement recognition stimulating work and advancement Reinforcement theory o attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated whereas behavior with negative consequences tends not to be repeated o Incentive Compensation Plans Piece rate o employees paid according to how much output they produce Sales commission o sales reps are paid a percentage of the earnings the company made from their sales Bonuses o cash awards given to employees who achieve specific performance objectives profit sharing the distribution to employees of a percentage of the company s profits