Individual Development Plan Quiz
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Questions and Answers

During an annual review, what is the primary purpose of the employee's Individual Development Plan (IDP)?

  • Outlining the company's strategic goals and how they align with the employee's role.
  • Determining the financial compensation and rewards for the following year.
  • Providing a detailed account of the employee's prior year's achievements.
  • Identifying knowledge gaps and defining steps to enhance skills and abilities. (correct)

    • What does the '70-20-10 model' refer to in the context of the Individual Development Plan?

  • The ratio of time spent on training, mentoring, and on-the-job experience in professional development. (correct)
  • The division of the IDP into three distinct sections: performance evaluation, goal setting, and action planning.
  • The percentage of responsibility an employee assumes for their development, manager's support, and external resources.
  • The allocation of budget for each aspect of the IDP: training, coaching, and self-study.

    • Which of the following is NOT a direct outcome for an employee after completing their Individual Development Plan?

  • Improved performance in their current position.
  • Increased clarity on the organization's strategic goals.
  • Guaranteed promotion to a higher-level position within the organization. (correct)
  • Enhanced understanding of their role's contribution to the organization.

    • What is the primary purpose of a competence gap analysis in the context of the Individual Development Plan?

    <p>Identifying the difference between the employee's existing skills and those required for their role. (A)</p> Signup and view all the answers

    According to the content, who primarily contributes to the creation of Team/Individual Objectives within the Individual Development Plan?

    <p>A collaboration between the employee and their manager. (A)</p> Signup and view all the answers

    What is a key requirement for an employee to share during the Individual Development Plan process to ensure its effectiveness?

    <p>Their feedback on the achievements, barriers, and necessary changes related to their development. (D)</p> Signup and view all the answers

    How does the Individual Development Plan impact the People Review process?

    <p>It provides valuable input for the employee's overall performance evaluation. (B)</p> Signup and view all the answers

    Which of the following is NOT part of the three key elements that make up the Individual Development Plan?

    <p>Performance evaluations from the previous year. (B)</p> Signup and view all the answers

    What is a responsibility of managers regarding employee performance?

    <p>Recognize and reward performance fairly (C)</p> Signup and view all the answers

    How often should managers conduct quality conversations with employees?

    <p>At least once per quarter (D)</p> Signup and view all the answers

    What should employees do regarding the feedback they receive?

    <p>Seek feedback on performance and development (A)</p> Signup and view all the answers

    What is an important aspect of HR's role during round-table meetings?

    <p>Facilitate a comfortable atmosphere for discussion (C)</p> Signup and view all the answers

    What should managers agree on with employees to measure effectiveness?

    <p>SMART Team and Individual Objectives (A)</p> Signup and view all the answers

    Which of the following actions reflects a responsibility of human resources?

    <p>Provide ongoing coaching and training (C)</p> Signup and view all the answers

    What is a key responsibility of employees in terms of their development?

    <p>Take ownership of their own development (A)</p> Signup and view all the answers

    How should managers contribute to employee assessments?

    <p>By providing feedback and sharing impressions (B)</p> Signup and view all the answers

    What is one reason for documenting conversations and objectives in the system?

    <p>To provide a record of past conversations and decisions (C)</p> Signup and view all the answers

    How often should the status of Objectives and Individual Development Plans be reviewed?

    <p>At least once a quarter (D)</p> Signup and view all the answers

    What is an expected outcome for an employee regarding their personal growth?

    <p>Growth in personal and professional spheres (D)</p> Signup and view all the answers

    Which of the following is NOT a component of ongoing conversations between employees and managers?

    <p>In-depth financial analysis of the organization (D)</p> Signup and view all the answers

    What should employees do to prepare for their meetings regarding objectives?

    <p>Review achievements and lessons learned (C)</p> Signup and view all the answers

    What is the purpose of the 'Feedback' feature in the system?

    <p>To collect feedback from multiple perspectives (B)</p> Signup and view all the answers

    Recognition in the context of conversations signifies what?

    <p>Acknowledgement of behaviors and achievements (B)</p> Signup and view all the answers

    In what way can an employee enhance their self-awareness?

    <p>By requesting feedback from others (B)</p> Signup and view all the answers

    What is the primary goal of giving and receiving feedback during conversations?

    <p>To enhance performance and clarify expectations (D)</p> Signup and view all the answers

    Which area should be included in the ongoing discussions regarding an employee's performance?

    <p>Career aspirations and work conditions (D)</p> Signup and view all the answers

    Flashcards

    Quality Conversations

    Meetings where managers and employees discuss performance, development, and future goals.

    SMART Objectives

    Specific, Measurable, Achievable, Relevant, and Time-bound objectives that guide team and individual performance.

    Coaching

    A process where managers provide feedback, support, and guidance to employees.

    People Review

    A formal review of employee performance and development potential.

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    Seeking Feedback

    Receiving feedback on performance, understanding strengths and areas for improvement.

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    Providing Feedback

    Providing feedback on individual performance, sharing insights, and offering constructive criticism.

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    STI & ASR

    A system of rewards and recognition for performance achievements.

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    Documenting Conversations

    Documenting conversations, objectives, and development actions to track progress and provide a record of performance.

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    Ongoing conversations

    Regular meetings between an employee and their manager to discuss progress, goals, and development plans.

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    Conversation Guide

    A structured guide used to facilitate conversations between managers and employees.

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    Feedback

    A tool within the system for employees to document their self-assessments, feedback received from others, and conclusions about their performance and development.

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    Individual Development Plan

    A collection of personal goals and objectives that an employee sets for themselves.

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    Performance Review

    The process of evaluating an employee's performance based on predetermined criteria.

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    Badges

    Tangible recognition given to employees for their accomplishments and contributions.

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    Employee's Actions

    The employee's obligation to actively participate in the development process by reviewing their own progress and seeking feedback.

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    Continuous Improvement

    The systematic process of continuously improving performance and skills.

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    Document Conversations, Objectives, and Development Plan

    A document that records conversations, outlines objectives, and details a development plan.

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    Multiple Perspective Feedback

    The process of gathering perspectives from multiple individuals to provide well-rounded feedback.

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    Employee-Driven Feedback

    During year-end reviews, employees can seek feedback from anyone, including their manager, peers, or other colleagues.

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    Individual Development Plan (IDP)

    A plan outlining an employee's growth goals, skills to develop, and the activities to achieve those goals.

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    Competence Gap Analysis

    A process where employees identify and analyze the skills they need to excel in their current role and for future aspirations.

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    Development Objectives and Actions

    The actions taken by employees to address the identified skill gaps. This may involve trainings, courses, or specific projects.

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    70-20-10 Model

    The 70-20-10 model is a framework for learning and development. 70% of development comes from on-the-job experience, 20% from social learning and interactions, and 10% from formal training.

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    Organizational Objectives

    Goals set by an organization, typically aligned with financial performance and strategic objectives.

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    Team/Individual Objectives

    Goals specifically tailored for individual employees or teams, contributing to the broader organizational goals.

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    Achieving Excellent Results

    Employee actions focus on achieving excellent results within their defined objectives, contributing to both team and organizational success.

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    Study Notes

    Work and Organisational Psychology - Lecture 1

    • Lecture covers introduction to Work and Organisational Psychology, organisation context, role of psychologist in the organisation, marketing communication, ethical business (CSR and ESG), psychological contract, work engagement, organisational commitment, motivation to work, and supervisors'/employees' psychological well-being.
    • Lecture materials are available on Classroom.
    • Exam will assess lecture and literature topics (see syllabus).
    • Online office hours are on Wednesdays from 14:00 to 15:00, or via email.

    Definitions of Work

    • "Psychophysical effort, creative, purposeful, and conscious action of a human being in pursuit of good, which has social significance." (philosophical approach, St. Thomas Aquinas)
    • "Any intentional action that is socially useful or socially significant and ensures a certain position in society." (sociological approach, Szumski, 1981)
    • "Work is the incurring of costs to ensure the acquisition of consumer goods and to achieve benefits. The costs incurred are associated with sacrificing time, exerting effort, enduring hardship, experiencing inconveniences, and forgoing the pleasures of leisure time." (economic approach, Nowak, 2011)
    • "Physical or intellectual activity that is required by society or that one imposes on oneself for a specific purpose." (psychological approach, Sillamy, 1995)

    Definitions of Work and Organisational Psychology

    • Work Psychology (also human resource management) is a philosophy about how people should be managed, it is a strategic, integrated, and coherent approach to the employment, development, and well-being of people working in organisations (Armstrong & Taylor, 2014)
    • Organisational Psychology (also organisational behaviour) studies what people do in organisations and how their behaviours affect organisations' functioning and performance; it focuses on the behaviours of individuals, groups, and organisations in the work situation (Robbins & Judge, 2021)

    Job Demands-Resources Theory (JD-R)

    • Focuses on the interplay between job demands and resources.
    • Job crafting and personal resources influence motivation and job performance.
    • Job demands and self-undermining can cause strain and affect job performance.

    A Moment about History

    • Step 1: Industrial Revolution (17th-19th centuries)- change in human organisation, production, and exchange of goods.
    • Step 2: Scientific Management (Taylor, late 19th/early 20th centuries) - measuring employee activities for increased efficiency.
    • Step 3: Interpersonal relationships (1920s-1930s) - Mayo's experiments and Lewin's studies.
    • Step 4: Humanized Organisation (post-WWII) - McGregor's Theory X and Y, McClelland, Atkinson's achievement motivation theory and Likert's participatory management.
    • Step 5: Job enrichment (1980s-present) - Lawler's research on work motivation.

    Challenges Facing Work and Organisational Psychology

    • The role of HRM strategy in the organisation's strategy (Guest et al., 2000)

    Lecture 2: What is an Organisation?

    • Organiation (Latin: "organizo" and "organisatio") – creating orderly, harmonious wholes (Daft, 2015)
    • Organisation is a structured system composed of four elements: goals, technology, people, and structure (Daft, 2015).
    • Characteristics of an organisation:
      • planned establishment to achieve specific goals in accordance with regulations or procedures
      • formalized structure
      • clear division of labour
      • distinct centres of power, exchange of personnel
      • dominance of material relationships (roles, rather than individuals) (Szacka, 2003).
    • Leavitt's Diamond Model (1965): Shows technological forces, goals, task, information, strategy, individuals & roles, mission, social, political, information & technology, information & culture influencing an organisation (as cited in Wigand, 2007).
    • Definitions about goals, mission, organizational structure
      • Goal is specified, future, desired state
      • Mission is enduring objectives
      • Organizational structure refers to the various organizational relationships defining the way tasks are divided, coordinated and integrated, the relationships associated with the division of authority and responsibility, as well as work processes and communication methods within the organisation

    Different Models of Organisational Structure

    • Mechanistic Model - high specialization, rigid departmentalization, clear chain of command, narrow spans of control, centralization, and high formalization.
    • Organic Model - cross-functional teams, free flow of information, wide spans of control, decentralization, low formalization.

    Metaphors of Organisations (Morgan, 2006)

    • Machine metaphor
    • Organism metaphor
    • Brain metaphor
    • Culture metaphor
    • Political system metaphor
    • Psychic prison metaphor
    • Flux and transformation metaphor
    • Instrument of domination metaphor

    Organisation as a Social Group

    • Management Perspective: An organisation is a structured system composed of goals and tasks, people, material and technological resources, and formal structure (Leavitt, as cited in Wigand, 2007).
    • Psychological Perspective: A social group is a collection of individuals with direct interaction, shared norms, a common goal, and a structure with a sense of group distinctiveness (Mika, 1984).

    Labour Market - Generations

    • Baby Boomers (1943-1965): Hardworking, loyal, work is central to their values. Key motivators are security and fear of job loss. Overtime and sacrificing personal time are acceptable.
    • Generation X (1965-1979): Struggled with employment and adapting to a new reality. Faced high unemployment and sometimes rejected work as a value. Often looked for jobs to survive.
    • Generation Y/Millennials (late 1970s-mid 1990s): First generation with similar traits across countries due to the internet, task-oriented, love working toward goals, realistic. Value private life and avoid the "rat race". They are efficient and mobile.
    • Generation Z (digital natives) (early 1990s-mid 2010s): Grew up in an environment dominated by new technologies. Characterised by extreme patience, multitasking, and orientation toward continuous interaction.

    Lecture 3: Aspects of the Psychologist's Role

    • Relationship between employee engagement at the business/work unit level and work performance.
    • Meta-analysis of 736 studies, 347 organizations, 53 industries, and 90 countries.
    • Positive correlation between engagement and performance
    • Focus on measuring employee engagement across the organization.

    Q12 Statements

    • The Q12 is a questionnaire measuring employee engagement
    • Measures overall satisfaction, knowledge of expectations, available resources, opportunity to do best work, recognition, care about employees, support for development, opinions counting, feeling job is important, associates are committed to quality work, having a best friend at work, opportunities to learn and grow.
    • 11 statements about experiences in the workplace.

    Human Resource Management

    • Emphasis on strategic human resource management
    • A comprehensive and coherent approach to mutually supportive employment policies and practices
    • Importance placed on employee engagement to achieve organizational mission and values and treat people as assets rather than costs.
    • Assigning HRM responsibilities to line managers
    • Recruitment and staffing, Employee onboarding, Training and development, Performance management, Compensation and benefits
    • Compliance and legal issues,
    • Employee relations, exit management.

    Tasks of a Work and Organisational Psychologist

    • Explaining individual, group, and organisational behaviour
    • Measuring behaviour, predicting potential
    • Contributing to individual, group, and organizational development
    • Translating research findings, empowering potential users thereof

    Competencies of Work and Organisational Psychologists

    • Ability to assimilate new psychological knowledge and understanding of theory and research.
    • Knowledge of ethical considerations.
    • Understanding published research, research and statistical skills.
    • Professional skills, critical thinking
    • Effective communication skills, awareness of career options, and applying knowledge to real-life situations.

    Role of Psychologist in HRM

    • Strategic: Changemakers, Advisors
    • Interventional: Regulators.
    • Non-Interventionary: Handmaidens
    • Tactical: Day-to-day/Operational

    Lecture 4: Psychology and Marketing

    • Marketing is a set of strategies and activities by which companies acquire customers, build relationships, and create customer value.
    • Core customer and marketplace concepts: needs, wants, demands, market offerings, exchange, and market.
    • Traditional marketing is reactive. Traditional marketing includes the 4 P's – product, price, place, and promotion – with elements of process, people, and evidence in extended models.
    • An expanded model includes research and using technology to better understand the marketplace.
    • Core components and concepts of marketing include understanding the marketplace, customer needs and wants to design customer value-driven marketing strategies and construct an integrated marketing mix to deliver value. The aim is to engage customers and create customer delight. The goal is to capture value from customers
    • Digital marketing: Online activities to meet customer needs and organizational goals. A change from reactive to active consumers who are involved in the marketing process(the e-consumer/digital consumer)
    • Marketing 4.0 - consumer evolves from reactive to active – buyers, users, and sources of marketing information. Informal communication (Word-of-Mouth -WoM, eWoM and e-Consumer).

    Increasing Customer Engagement

    • Combining online and offline interactions.
    • Mixing different content and styles
    • Utilizing AI and machine-to-machine interactions
    • Fostering human interactions.

    Marketing in Non-profit Organizations

    • Dedicated website and SEO efforts
    • Suitable content marketing
    • Email or other communications dedicated to acquisition, education, and funding support
    • Strong social media presence (e.g., defining the purpose, target audience and platforms)
    • Engaging with Users is important
    • Paid advertising (e.g., Google Ads, social media paid promotions)

    Lecture 5: Advertising and its Effects

    • Advertising is a paid, mediated form of communication from an identifiable source designed to persuade the receiver (Richards & Curran, 2002).
    • Promotion: a process of informing, persuading, and influencing consumer decisions.
    • Marketing Mix: product, promotion, place, and price (and related elements e.g. people in 7P’s).
    • Promotion tools: personal presentation, sales acquisition, direct communication, trade fairs and exhibitions, branding identity, public relations (and sponsorship and publicity); advertising, merchandising; internet (e.g. search engine, social media and other marketing); podcast advertising, traditional advertising, and also references and product placement.

    Promotion Planning: A Multi-step Process

    • 6M model (steps for promotion planning): Mission, Market, Money, Message, Media & Measurement.
    • ATL (above the line): mass media, large audience
    • BTL (below the line): targeted, direct campaigns, events, etc
    • TTL (through the line): combines ATL and BTL

    Ambient Media & Ambush Marketing, Guerilla Marketing

    • Ambient Marketing – using unexpected locations for marketing, e.g., using a road to advertise a product.
    • Ambush Marketing – using a major event to exploit the popularity of the event to attract attention and exposure.
    • Guerilla marketing – unconventional marketing strategies often using a small budget, e.g., placing messages or ads at an unusual location.

    Lecture 6: Consumer Behaviour

    • A conceptual model for consumer buying decisions (Engel et al., 1968). The model explains the process of identifying needs, searching for information, evaluating and making decisions.
    • Consumer behaviour is influenced by different factors - culture, personal factors, psychological factors.

    Determinants of Purchase Decisions

    • Consumer decision making may be simplified and/or not completely rational.
    • Factors influencing decisions can include the vast number of products.

    The More, the Better

    • Consumers are more likely to choose products from brands that offer a wide assortment.
    • Consumers favor brands providing a wide assortment over those with narrow ranges.

    Too Much Can Be Overwhelming

    • An excessive number of choices can be dysfunctional
    • Too much choice can lead to reduced decision-making quality and consumer satisfaction.

    Emotions at Work

    • Five categories of emotions at work: unpleasant feelings, existential feelings, feelings triggered by unfavorable situations, positive feelings & empathetic feelings.

    Lecture 7: Psychological Contract

    • The psychological contract is defined as the perception employees and employers have regarding their mutual relationship (Adamska, 2020).
    • A positive assessment of the employer's fulfillment of obligations leads to positive outcomes: Affective, attitudinal, and behavioral.
    • Determinants of the content of the psychological contract: Individual characteristics of the employee (e.g., engagement in the adaptation and proactivity processes, and equity sensitivity), and role of the social and cultural context (Organizational culture, business strategy, presence and activity of trade unions, and HRM practices).
    • Consequences of a psychological contract breach (e.g., decreased well-being, increased intentions to leave organisation).

    Organisational Commitment and Work Engagement

    • Organisational commitment – the psychological bond of an employee with the organisation, emotional attachment, sense of loyalty, and intention to remain part of it (Judge & Kammeyer-Mueller, 2012)..
    • Types of organizational commitment: affective (desire to identify with the organisation and engage in its affairs/issues), continuance (instrumental, belief that leaving would be costly), and normative (moral obligation to continue employment) (Meyer and Allen, 1991).
    • Job commitment, career commitment, and occupational commitment, as types of work-related commitments differing in terms of the scope as relates to the employees’ job.

    Work Engagement

    • Positive, satisfying work-related state of mind characterized by vigor, absorption, and dedication (Schaufeli & Bakker, 2004)
    • Work engagement components: vigor (energy, mental resilience, and willingness to invest effort), absorption (focused and fully engrossed in work), dedication (deep involvement, importance, enthusiasm, inspiration, pride).

    Job Demands-Resources Theory (JD-R)

    • Job demands–resources theory—interplay between job demands and job resources (Demerouti et al., 2001).
    • Factors influencing employee behaviour.

    Different Types of Engagement

    • Job Involvement, Work Involvement, Employee Engagement

    Lecture 8: Theoretical Background - Job Demands-Resources Theory (JD-R)

    • Job demands-resources theory—interplay between job demands and job resources.
    • Antecedents of burnout include job demands (e.g., workload, role conflict) and limited job resources (e.g., support, autonomy).

    Consequences of Burnout

    • Health-related consequences (e.g., depression, anxiety, cardiovascular problems)
    • Work-related consequences (e.g., decreased performance, absenteeism, higher turnover rate).

    Preventing Burnout

    • Reducing job demands
    • Increasing job resources
    • Strengthening individual employee resources
    • Training in job crafting
    • Training in leveraging strengths
    • Training in recovery techniques

    Job Crafting

    • The process by which employees modify their work tasks, relationships, or the way they think about their work to achieve greater meaning from their jobs (Wrzesniewski & Dutton, 2001).

    Implications for Organisations and Managers

    • Consider stress and health management.
    • Encourage good quality sleep, manage contagious illnesses.
    • Recognize the impact of job insecurity on stress.
    • Limit cost-cutting measures because they can decrease morale.
    • Prioritize employee health and safety regarding workaholism.
    • Consider job demands and resources when addressing strain and engagement.

    Lecture 9: Work Motivation

    • Work motivation is a set of forces that originate both from within a person and from outside factors that initiate behavior and determine its forms, direction and intensity, as well as duration (Latham & Pinder, 2005).
    • Early approaches to understanding work motivation: Maslow's Hierarchy of Needs, Theory X & Theory Y, Herzberg's Two-Factor Theory, McClelland's Need for Achievement Theory.

    Maslow's Hierarchy of Needs Theory

    • Unmet needs influence human behavior.
    • Needs are arranged in a hierarchy (physiological, safety, belonging, esteem, self-actualization).

    Theory X and Theory Y

    • Theory X: Assumes inherent dislike of work among employees, requiring close supervision, and external rewards.
    • Theory Y: Assumes that work is natural for employees and motivates through internal rewards.

    Herzberg's Two-Factor Theory

    • Hygiene factors related to the workplace environment (e.g., pay, company policies).
    • Motivational factors relate to job content (e.g., achievement, recognition).

    McClelland's Need for Achievement Theory

    • Need for achievement (setting aspirations and goals), need for power (control and influence), need for affiliation (cooperation and close relationships)

    Vroom's Expectancy Theory

    • Valence (attractiveness of reward), Instrumentality (probability of achieving reward based on performance), Expectancy (probability of reaching goal based on effort ) - combined determine motivation.

    Self-Determination Theory

    • Core assumptions – A fundamental human need for autonomy, competence, and relatedness for intrinsic motivation.
    • Intrinsic (internal satisfaction) and extrinsic (external rewards) motivation, as opposing forces.

    Continuum of Motivational States

    • A continuum ranging from amotivation (lack of competence, value, or worth), controlled motivation (extrinsic), to autonomous motivation (intrinsic).

    External Rewards & Intrinsic Motivation

    • A discussion of research findings about the relationship between external rewards and intrinsic motivation

    Job Satisfaction

    • Evaluative state that expresses job-related enjoyment
    • Key aspects of job satisfaction are the work itself, pay, opportunities for promotion, supervision and coworkers (Smith et al., 1969).

    Dimensions of Job Satisfaction

    • The work itself, pay, opportunities for promotion, supervision, and coworkers.

    Determinants of Job Satisfaction

    • Environmental: Job characteristics, task identity/significance, autonomy, feedback.
    • Individual: Core self-evaluation, alignment between employee’s values and organizational culture.

    Minnesota Satisfaction Questionnaire (MSQ)

    • A reliable and widely used instrument for measuring job satisfaction
    • Includes questions about aspects of job satisfaction.

    Emotions at Work

    • Five categories of emotions: unpleasant feelings, existential feelings, triggered by unfavorable situations, positive feelings, empathetic feelings
    • AET model describes how work environment factors trigger emotional reactions affecting attitudes & behaviors.

    Meaning of Work

    • Work's perceived significance and impact on others, society, etc.

    Work and Meaning Inventory (WAMI)

    • Measures how employees view the significance of their work.

    High Level of Employee Well-being

    • More efficient use of work time, improved interpersonal relationships
    • Loyalty to employers, civic attitude toward organization & increase in organizational innovation

    Lecture 10: Leadership

    • The Bases Of Power — coercive, reward, legitimate, expert and referent.
    • Types of Leaders: Leader vs Manager
    • Leadership Theories: Trait Theories, Behavioural Theories, Situational Leadership, Full Range of Leadership, and Laissez-Faire.
    • Transactional & Transformational

    Management Functions

    • Planning
    • Organising
    • Motivating
    • Controlling
    • Top, Middle, First-line managers.

    Leadership Theories

    • Trait
    • Behavioral
    • Situational
    • Full Range

    Leadership Styles (Behavioural Theories - Likert, Blake & Mouton)

    • Authoritarian/Autocratic
    • Authoritarian Benevolent
    • Consultative
    • Participative

    Situational Leadership

    • Recognises the importance of subordinates and the circumstances for style choice.
    • A leadership style that adapts to different stages of employee development, focusing on directing, coaching, supporting, and delegating.

    Transactional Leadership

    • Based on mutual interests and benefits, defining exchange relations.
    • Employees expect rewards and avoid punishment.

    Transformational Leadership

    • Shapes and elevates both individual and organizational objectives through shared interests.
    • Idealized Influence, Inspirational Motivation, Intellectual Stimulation, Individualized Consideration.

    Laissez-faire Approach

    • The leader delays decisions or avoids making them altogether
    • The leader is resistant to change and apathetic.
    • Avoidance of responsibilities
    • Low morale, lack of direction.

    Relationship Between Leadership and Employee Well-being

    • Leadership behaviour correlates with 29 % of job satisfaction
    • Transactional leadership results in increased work-related tension/stress.
    • Transformational leadership is negatively correlated with stress.

    Development of Management Staff

    • Goals: Improving leadership skills, enhancing organisational effectiveness, succession planning, building a positive culture, adapting to change, personal development
    • Methods: Training programs, coaching, mentoring, job rotation, leadership development programs, feedback/reflection, succession planning, assessment/development centres.

    Emotional Intelligence

    • Self-management – control of impulses and moods
    • Self-awareness – recognizing and understanding your moods and feelings
    • Social awareness- recognising other's emotional states, respond appropriately.
    • Social skills – managing relationships

    Developing Emotional Intelligence

    • Assessment of emotional intelligence levels
    • Encouraging change through employee learning
    • Clear, achievable goals, feedback to prevent mistakes, and encouragement through practice.

    Well-being

    • A positive state associated with experienced emotions and the evaluation of a specific area of life, in this case work.
    • Hedonic – high level of experiencing pleasant emotions & high job satisfaction
    • Eudaimonic – meaning in work, conscious pursuit of personal goals.

    Job Satisfaction

    • An evaluative state of contentment and positive feelings about one's work
    • Dimensions include work itself, pay, opportunities for promotion, supervision and coworkers
    • Determinants of job satisfaction include environmental (characteristics of the job and formal communication in organization) and individual (core self-evaluation, alignment between employee’s values & organizational culture).

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    Description

    Test your knowledge of Individual Development Plans (IDPs) and their key components. This quiz covers aspects like the '70-20-10 model', competence gap analysis, and the roles of managers in employee development. Enhance your understanding of effective employee development practices.

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