BUS-F 300 : EXAM 2
157 Cards in this Set
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Ch. 6
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Job rotation
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moving employees from one job to another
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Job enlargement
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increasing total number of tasks a worker performs
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Job enrichment
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increasing the number of tasks and control the worker has over the job
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Line position
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position in the direct chain of command that's responsible for the achievement of an organization's goals
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Staff position
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position intended to provide expertise, advice, and support for the line
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Departmentalization (in general)
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process of grouping jobs according to some logical arrangement
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Functional departmentalization
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grouping of jobs involving same or similar activities
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Product departmentalization
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grouping of activities around products or groups
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Customer departmentalization
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grouping of activities to respond to and interact with specific customers/groups
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Location departmentalization
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grouping of jobs based on geographic sites or areas
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Chain of Command
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clear and distinct lines of authority among all positions in an organization
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Span of Mgmt./Control
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determines how many people will report to each manager
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Tall Organizations
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- more expensive b/c of the number of managers involved
- foster more communication problems b/c of the number of people info has to pass through
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Flat Organizations
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- lead to higher levels of employee morale & productivity
- create more admin. responsibility for the relatively few managers
- create more supervisory responsibility for managers due to wider spans of control
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Authority
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power that's been legitimized by the organization
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Delegation
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process by which managers assign a portion of their total workload to others
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Why do we delegate?
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- managers can get more work done by utilizing skills/talents of subordinates
- foster development of subordinates by having them participate in decision-making and problem solving
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Decentralization
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delegating power and authority to middle and lower-level managers
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Centralization
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keeping power and authority in the hands of upper-level managers
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Bureaucratic Model (Max Weber)
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logical, rational, and efficient organization design based on a legitimate and form system of authority
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Characteristics of Max Weber's Bureaucratic Model:
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Characteristics:
- DOL w/ each position filled by an expert
- consistent set of rules to ensure uniformity in task performance
- hierarchy of positions --> creates chain of command
- impersonal mgmt. w/ appropriate social distance b/n superiors/subordinates
- employment & a…
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Woodward's findings
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- unit/small-bath technology & continuous process forms tend to be organic --> meaning less rigid and more informal
- large batch/mass production firms tend to be mechanistic --> meaning bureaucratic w/ higher degrees of labor specialization
- organizational success was related to …
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Functional / U-form (Unitary) Design
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organizational members/units are grouped into functional departments
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Conglomerate or H-form (Holding) Design
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organization consists of a set of unrelated businesses with a general manager for each business
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Divisional or M-form (Multi-divisional) Design
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based on multiple businesses in related areas operating within a larger organizational framework; following a strategy of related diversification
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Matrix Design
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based on two overlapping bases of departmentalization
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Hybrid Design
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based on 2 or more organization design forms such as a mixture of related divisions and a single unrelated division
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Network Structure
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contemporary organizational structure that's founded on a set of alliances with other organizations that serve a wide variety of functions
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Ch. 7
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Organizational Life Cycle
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4-phase process through which organizations evolve:
1. Birth - Start Up
2. Youth - Growth
3. Midlife - Stability
4. Maturity - Decline
*size and life cycle of org. may affect its design
**as an organization evolves, its structural needs change
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Organization change
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and substantive modification to some part of the organization
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External forces for change
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derive from the organization's general and task environments, and includes factors like politics, the economy, & competitors
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Internal forces for change
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organizational strategy or sociocultural values
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Planned change
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designed and implemented in an orderly and timely fashion in anticipation of future events
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Reactive change
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piecemeal response to events as they occur
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Lewen Model of Change Process (3)
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1. unfreeze people affected by the change
2. implement the change
3. refreeze the people involved by reinforcing and supporting the change
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Why do some people resist change?
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- uncertainty
- managers' fear loss of power
- different perceptions of the change by those recommending the change and those affected by the change
-feelings of loss from disrupted social networks or altered work arrangements
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Four ways to overcome resistance to change are:
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1. Participation
2. Education and Communication aimed at those affected by the change
3. Facilitation procedures (i.e. announcing the changes in advance so employees can get used to the change)
4. Force-field Analysis = forces for and against the change or delineated so that t…
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Which is the most effective technique for overcoming resistance to change?
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Participation!
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Ch. 8
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...
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Human Resource Mgmt. (HRM)
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set of organizational activities directed at attracting, developing, and maintaining an effective workforce
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Equal Employment Opportunity is covered under what legality?
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Title VII (7) of the Civil Rights Act of 1964
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What does Title VII of the Civil Rights Act of 1964 say?
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forbids direct and indirect discrimination on the basis of race, ethnicity, national origin, language, religion, or gender
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When does discrimination occur?
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when an employment requirement has an adverse impact - that is, when minority applicants pass the requirement at a rate lower than 80% of the pass rate for non-minorities
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Disparate treatment (intentional)
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Disparate treatment (intentional) workers treated unfairly because of race, color, religion, gender, or origin
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Adverse impact (unintentional)
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unequal treatment of protected employee groups
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What is the federal agency that enforces employment-related laws?
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Equal Employment Opportunity Commission (EEOC)
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Who is covered by the EEOC? Exceptions?
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-Most employers with at least 15 employees are covered by EEOC laws (20 employees in age discrim. cases), except for the Equal Pay Act (EPA), which covers virtually all employers
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Age Discrimination in Employment Act
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- outlaws discrimination against workers older than 40 years
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Affirmative action
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- refers to a set of executive orders requiring companies that contract with the federal government to actively seek out and hire employees from underrepresented groups
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American's with Disabilities Act (ADA)
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- requires employers to provide reasonable accommodation in hiring disabled workers
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Comp. & Benefits: Fair Labor Standards Act (FLSA)
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- passed in 1938 to establish a minimum wage and require overtime pay
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Things covered in FLSA:
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- minimum wages
- overtime pay
- exempt and non-exempt employees
- working conditions for children/child labor
- record keeping
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Exemptions to FLSA are:
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- Executive (supervisory)
- Administrative
- Professional (learned & creative)
-Computer
- Outside sales
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Equal Pay Act of 1963
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- required men and women to be paid the same amount for doing the same job if they have the same qualifications
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Employee Retirement Income Security Act (ERISA)
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regulates pension funds and other benefits
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Family and Medical Leave Act of 1993
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requires up to 12 weeks of unpaid leave for family and medical emergencies for both men and women
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Immigration Reform and Control Act (1986)
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- purpose is to prohibit employment of unauthorized aliens and to provide civil and criminal penalties for violations
- prohibits discrimination
- employment verification system = i-9 form
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National Labor Relations Act (called the Wagner Act) of 1935
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established guidelines for forming a union and required companies to bargain collectively with a properly established union
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What board was established to enforce the NLRA?
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National Labor Relations Board
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Labor-Management Relations Act (called the Taft-Harley Act) of 1947
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passed to establish a balance between firms and unions
- allows the POTUS to end a strike that threatens national security
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Occupational Safety and Health Act of 1970 (OSHA)
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founded the federal agency OSHA
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What does OSHA do?
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- regulates the safety of workers from job-related accidents and diseases
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Job analysis
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- consists of a job description and job specification
- it is a systematized procedure for collecting and recording information about jobs within an organization
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Job description
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listing the duties of a job, working conditions, tools, and materials of a job
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Job specification
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explains the skills, abilities, and credentials required to perform the job
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Recruiting HR
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process of attracting qualified individuals to apply for open jobs
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What are the 2 types of recruiting?
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1. internal recruiting
2. external recruiting
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What is internal recruiting?
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considers PRESENT employees as applicants for higher-level jobs in the organization
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What is external recruiting?
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attracts persons outside of the organization to apply for jobs
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Selecting Human Resources
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- effective selection depends on hiring the candidates who are most likely to be successful in the organization
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Validation
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process of determining the predictive value of information - in this case, to predict future job performance and thus the success of an applicant
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Employment at Will
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employees without a written employment contract generally can be fired for good, bad, or no cause at all
- judicial exceptions to the rule seek to prevent wrongful terminations
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What is training?
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teaching operational or technical employees how to do the job for which they were hired
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What is development?
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teaching managers and professionals the skills needed for both present and future jobs
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What is Performance Management?
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- setting performance goals and standards for the year
- clarifying competencies, skills, attitudes, and behaviors expected of the role
- planning employee career development
- facilitating annual performance review process
- coaching for high performance
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Performance Appraisal
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a formal assessment of ho well an employee is doing his or her job
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What are the 4 Judgmental Appraisal Methods?
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1. Ranking Method
2. Rating Method
3. Behaviorally-Anchored Rating Scale (BARS)
4. "360-degree" Feedback
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What is the "360-degree" Feedback method?
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- process in which managers are evaluated by everyone around them
- provides a richer array of performance info on which to base an appraisal
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What are the 3 types of bias errors in performance appraisals?
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1. Recency Error
2. Errors of Leniency and Strictness
3. Halo Error
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Recency Error
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- tendency of the evaluator to base judgment on the subordinate's most recent performance b/c it's the most easily recalled
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Errors of Leniency and Strictness
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- being too lenient, too strict, or tending to rate all employees as average
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Halo Error
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- allowing the assessment of the employee on one dimension to spread to that employee's rating on other dimensions
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What are the 3 different forms of compensation?
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1. Wages
2. Salary
3. Incentives
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Wages
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Wages - hourly compensation paid to operating employees
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Salary
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is paid for the total contribution of an employee and is not based on total hours worked
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Incentives
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special compensation opportunities that are usually tied to performance
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4 reasons why diversity a competitive advantage
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1. higher productivity; lower turnover and absenteeism
2. increased reputation as "good place to work"
3. better understanding of different market segments
4. increased creativity and innovation
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Labor relations
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- process of dealing with employees who are represented by a union
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Ch. 9
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Person-Job Fit
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- the extent to which the contribution made by the individual match the inducement offered by the organization
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Personality
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relatively permanent set of psychological and behavioral attributes that distinguish one person from another
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The "Big Five" personality model
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- popular personality framework based on 5 key traits
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What are the Big Five personality traits?
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1. Agreeableness
2. Conscientiousness
3. Openness
4. Extraversion
5. Neuroticism
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Agreeableness
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- person's ability to get along with others
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Conscientiousness
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- person's ability to manage multiple tasks and meet deadlines
- tend to be careful, responsible, organized and self-disciplined
* those low on conscientiousness are more disorganized, careless, and less self-disciplined *
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Openness
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person's flexibility of beliefs, wide range of interests, and willingness to accept change.
* people low on openness are less curious and creative *
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Extraversion
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person's comfort level with relationships
- sociable, talkative, assertive
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Neuroticism
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extent to which a person is excitable, insecure, reactive, and subject to mood swings
* those low on neuroticism are poised, calm, resilient, and secure. *
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Myers-Briggs Framework
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Myers-Briggs Framework - based on the work of Carl Jung, the MB Type Indicator assesses personality along 4 key dimensions
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What are the 4 key dimensions of the MBTI?
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1. Extraversion vs. Introversion
2. Sensing vs. Intuition
3. Thinking vs. Feeling
4. Judging vs. Perceiving
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Extraverts vs. Introverts
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Extraverts vs. Introverts - Extraverts get energy from being around other people
- Introverts need solitude to recharge
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Sensing vs. Intuition
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Sensing type prefers concrete things
- Intuitive types prefer abstract concepts
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Thinking vs. Feelings
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- Thinking individuals base their decisions more on logic/reason
- Feeling individuals base their decisions more on feelings and emotions
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Judging vs. Perceiving
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- Judging types enjoy completion or finishing a task
- Perceiving types enjoy the process and open-ended situations
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Locus of Control
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- degree to which individuals believe their own behavior has a direct impact on what happens to them
(2 types):
-internal locus of control
-external locus of control
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Internal Locus of Control
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belief that the success or failure results from one's own behavior
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External Locus of Behavior
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belief that success or failure results from fate, chance, luck, or the behavior of others
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Self-efficacy
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- individual's beliefs about his or her capabilities to perform a task
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Machiavellianism
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- behavior directed at gaining power and controlling the behavior of others
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Self-esteem
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extent to which a person believes that he or she is a worthwhile and deserving individual
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Risk Propensity
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degree to which an individual is willing to take chances and make risky decisions
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5 dimensions of Emotional Intelligence:
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1. Self awareness
2. Managing emotions
3. Motivating oneself
4. Empathy
5. Social skill
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Self-awareness
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person's capacity for being aware of how they are feeling
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Managing emotions
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person's capacities to ensure that feelings don't interfere with getting things accomplished
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Motivating oneself
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person's ability to remain optimistic in the face of failure
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Empathy
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person's ability to understand how others are feeling
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Social skills
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person's ability to get along with others
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Perception
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set of processes by which an individual becomes aware of an interprets information about the environment
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Selective perception
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process of screening out info that we're uncomfortable with or that contradicts our beliefs
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Stereotyping
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categorizing or labeling people on the basis of a single attribute
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Ch. 10
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Motivation
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set of forces that cause people to behave in certain ways
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Content Perspective on Motivation
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- approaches that try to answer the question, "What factors in the workplace motivate people"
- deal with the first part of the motivation process: needs and need deficiencies
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Maslow's Hierarchy of Needs (needs hierarchy approach)
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- asserts that people are motivated to satisfy 5 need levels
- Maslow suggested that people will remain at one level until that need is satisfied and then move up to the next level; people don't regress to earlier levels
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What are the 5 need levels of Maslow's hierarchy of needs?
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1. Physiological (food, air)
2. Security (housing, a job)
3. Belongingness (love, affection)
4. Esteem (self-image, self-respect)
5. Self-actualization (being all you can be)
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Two-Factor Theory of Motivation
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asserts that satisfaction (affected by motivating factors) and dissatisfaction (affected by hygiene factors) aren't at a opposite ends of one continuum, but that they're each on a different continuum
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3 individual human needs (researched by McClelland)
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1. achievement
2. affiliation
3. power
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Achievement
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desire to accomplish a goal or task more effectively than in the past
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Affiliation
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desire for human companionship and acceptance
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Power
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gives workers the desire to be influential in a group and to control one's environment
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Process perspectives
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focus on WHY people choose certain behavioral options to fulfill their needs and how they evaluate their SATISFACTION after they've attained these goals
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Expectancy Theory
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- developed by Victor Vroom
- suggests that motivation depends on how much we want something and how likely we think we are to get it
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Effort to performance expectancy
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individual's perception of the probability that effort will lead to high performance
- this will increase motivation
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Performance to outcome expectancy
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consists of the individual's perception of the probability that performance will lead to a specific outcome
- this will increase motivation
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Equity Theory
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based on the notation that people are motivated to seek social equity in the rewards they receive for performance
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How do we determine equity?
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comparing ratio of outcomes (pay, recognition) and inputs (time, experience) to someone else's
- results can be a feeling of equitable rewards, too few or too many rewards
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What about fairness when using the equity theory?
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- manager need to realize that rewards for performance must be deemed fair = AKA not everyone gets the same reward
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Goal-Setting Theory of Motivation
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assumes that behavior is a result of conscious goals and intentions
- by setting goals, managers should be able to influence their behavior
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Appropriate goal setting requires what 2 things?
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1. goal difficulty
2. goal specificity
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Goal difficulty
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extent to which a goal is challenging and requires effort
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Goal specificity
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clarity and precision of the goal
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The Expanded Goal-Setting Theory includes goal difficulty and goal specificity along with what 2 additional factors?
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1. goal difficulty
2. goal specificity
3. goal acceptance
4. goal commitment
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Goal acceptance
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extent to which a person accepts a goal as his or her own
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Goal commitment
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extent to which a person is interested in reaching the goal
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Reinforcement Theory
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asserts that:
-behavior that results in rewarding consequences is less likely to be repeated
- behavior that results in punishing consequences is less likely to be repeated
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4 Kinds of reinforcement in organizations:
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1. Positive reinforcement
2. Avoidance
3. Punishment
4. Extinction
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2 types of Popular Motivational Strategies
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1. Empowerment and Participation
2. Alternative Forms of Working Arrangements
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Examples of Alt. Forms of Working Arrangements:
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1. compressed work schedule = working a full 40-hour week in fewer than the traditional 5 days
2. flexible work schedules, called flextime, allow employees to select, within broad parameters, the hours they work
3. job sharing = 2 part-time employees to share on full-time job
4…
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Organizational reward system
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formal and informal mechanisms by which employee performance is defined, evaluated, and rewarded
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Benefits of organizational rewards:
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- positive attitudes
- reinforcement of desired behaviors/discouragement of undesired behaviors
- employees with realize that valued rewards are linked to performance, so motivation will increase
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Merit pay
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refers to pay awarded to employees on the basis of the relative value of their contributions to the organization
- base at least some meaningful portion of comp. on merit
- most common type is the annual raise
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Incentive reward system
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attempts to reward employees in proportion to what they do
- have the advantage of rewarding employees for high performance w/o becoming part of an individual's base salary, encouraging continued high performance over time
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Piece-rate Incentive Plan
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reward individual performance at the time when high performance occurs
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Sales commissions
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agent is paid a percentage of his/her sales over a period of time
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Non-monetary incentives
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EX. are additional time off or company paid vacay
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