Human Resources Management Final Exam Review PDF

Final Exam Review Chapters 8, 9, 10, 11, 12, 13, and 14 Multiple Choice: Scantrons Exhibit 8.1 HR Planning Process Planning Programming Evaluating HR Environmental HR Activities Results Scanning...

Final Exam Review Chapters 8, 9, 10, 11, 12, 13, and 14 Multiple Choice: Scantrons Exhibit 8.1 HR Planning Process Planning Programming Evaluating HR Environmental HR Activities Results Scanning Recruitment Productivity Labor markets Selection Quality Technology Diversity and inclusion Innovation Legislation Training and Satisfaction Competition development Turnover Economy Performance appraisal Absenteeism HR Planning Reward systems Health Demand forecast Labor relations Internal labor supply External labor supply Job analysis 2 The HR Planning Process 2 Job Analysis A tool for determining what is done on a given job and what should be done on that job. Two elements: Job description—describes the essential tasks, duties, and responsibilities involved in performing the job. Job specification — describes the knowledge, skills, abilities, and other characteristics (KSAOs) needed to ’ perform the job. 3 Staffing the Organization Recruiting Attracts Good Candidates Recruitment is development of a pool of applicants for jobs in an organization. Internal recruiting advantage: employers know their employees, and employees know their organization. Job-posting system. External recruiting brings in “new blood” and can inspire innovation. Internet job boards, company websites, employee referrals, newspaper advertisements, and college campus recruiting. Networking sites and employment agencies. 4 Selection Methods 1 Selection Methods Applications and résumés. Interviews. Unstructured or nondirective interview: interviewer asks different interviewees different questions. Structured interview: interviewer asks all applicants the same questions and compares responses to standardized set of answers. Situational interview. Behavioral description interview. 5 Sometimes Employees Must Be Let Go Layoffs May involve downsizing or restructuring. Outplacement helps dismissed people regain employment elsewhere. Termination May involve poor performance or other reasons. Employment-at-will: legal concept that an employee may be terminated for any reason. Termination interview: the manager discusses a dismissal decision with the employee. 6 Legal Issues and Equal Employment Opportunity 2 Laws Protecting Employees from Discrimination 1964 Civil Rights Act: Prohibits discrimination in employment based on race, sex, color, national origin, and religion Title VII prohibits sexual harassment. Americans with Disabilities Act. Age Discrimination in Employment Act of 1967. Worker Adjustment and Retraining Notification Act of 1989. Family and Medical Leave Act (1991). 7 Exhibit 9.1 Components of Workforce Diversity Access the text alternative for slide images. 8 Source: Adapted from Mintzberg, H., The Nature of Managerial Work. New York: Harper & Row, 1973, pp. 92–93. Diversity Is Becoming Even More Important 2 Male/Female Gender Issues Balancing work life and family responsibilities is challenging, and women often carry more family responsibilities. Pay gap continues. Glass ceiling. 9 Mark Edward Atkinson/Blend Images Diversity and Inclusion Have Advantages and Challenges Potential Advantages of Challenges in Managing Diversity and Inclusion Diversity Attract and retain Unexamined assumptions. motivated employees. Lower cohesiveness. Understand diverse Communications problems. markets. Mistrust and tension. Leverage creativity and innovation in problem Stereotyping. solving. Enhance flexibility. Performance. 10 Multicultural Organizations Monolithic Organization Has little cultural integration—employing few women, minorities, or other groups that differ from the majority— and thus has a homogeneous employee population. Pluralistic Organization Has a relatively diverse employee population and makes an effort to involve employees from different gender, racial, or cultural backgrounds. Multicultural Organization Values cultural diversity and seeks to utilize and encourage it. 11 Managing Globally Global Operations Expatriates are parent-company nationals who are sent to work at a foreign subsidiary. Host-country nationals are individuals from the country where an overseas subsidiary is located. Third-country nationals are individuals from a country other than the home country or the host country of an overseas subsidiary. While most corporations use all types of employees, each has advantages and disadvantages. 12  conveys an ideal Vision 1 Vision A mental image of a possible and desirable future state of the organization. Important for effective leadership. A person or team can develop a vision for any job, work unit, or organization. Many people fail to develop a clear vision; they focus on performing or surviving day by day. 13 Leading Is a Unique Role 2 Supervisory Leadership Strategic Leadership Behavior that provides guidance, Behavior that gives support, and corrective feedback for purpose and meaning to day-to-day activities. organizations, envisioning and creating a positive future. 14 Power and Leadership Power Sources of Power The ability to influence others. Legitimate. Reward. Coercive. Referent. Expert. 15 Certain Behaviors May Make Leaders Effective 1 Behavioral Approach A leadership perspective that attempts to identify what good leaders do—that is, what behaviors they exhibit. Task performance Group maintenance behaviors. behaviors. Actions taken to ensure that Actions taken to ensure the the work group or organization satisfaction of group reaches its goals. members, develop and maintain harmonious work relationships, and preserve social stability. 16 Certain Behaviors May Make Leaders Effective 2 Behavioral Approach continued Leader–member exchange (LMX) theory. Highlights importance of leader behaviors not just toward the group, but also toward individuals on a personal basis. Managers must consider cross- cultural differences. Effective leaders exhibit both task performance and group maintenance behaviors. 17 FatCamera/E+/Getty Images Certain Behaviors May Make Leaders Effective 4 Decision Styles Democratic approach results in most positive attitudes. Autocratic approach results in higher performance. Laissez-faire style leads to more negative attitudes and lower performance. Unique characteristics of the leader, the followers, and the situation make situational approach appropriate. 18 The Best Way to Lead Depends on the Situation 1 Situational Approach Leadership perspective proposing that universally important traits and behaviors do not exist, and effective leadership behavior varies from situation to situation. Tannenbaum and Schmidt (1958) said managers should consider forces in the manager, the subordinate, and the situation. 19 Sam Edwards/Getty Images  The Best Way to Lead Depends on the Situation 2 The Vroom Model of Leadership A situational model that focuses on the participative dimension of leadership. Five decision styles: 1. Decide. 2. One-on-one consultation. 3. Consult the group. 4. Facilitate. 5. Delegate. 20 The Best Way to Lead Depends on the Situation 4 Hersey and Blanchard’s Situational Theory A life-cycle theory of leadership postulating that a manager should consider an employee’s psychological and job maturity before deciding whether task performance or maintenance behaviors are more important. Job maturity. Level of employee’s skills and technical knowledge relative to the task being performed. Psychological maturity. An employee’s self-confidence and self-respect. 21 Exhibit 10.4 The Path–Goal Framework Access the text alternative for slide images. 22 The Best Way to Lead Depends on the Situation 6 Path-Goal Theory continued Key follower Key environmental characteristics: factors: 1. Authoritarianism. 1. Tasks. 2. Locus of control. 2. Formal authority system. 3. Ability. 3. Primary work group. 23 Setting Goals Goal-Setting Theory A motivation theory stating that people have conscious goals that energize them and direct their thoughts and behaviors toward a particular end. 24 Thomas Barwick/Getty Images Well-Crafted Goals Are Highly Motivating Motivational Goals Exhibit 11.1 Motivational Goals Possess Four Characteristics The most powerful goals are meaningful; purposes that appeal to people’s “higher” values add extra motivating power. SMART goals are specific, measurable, achievable, results based, and time- specific. 25 Stretch Goals Help Employees Reach New Heights Stretch Goals Targets that are particularly demanding, sometimes even thought to be impossible. Two types: Vertical. Horizontal. 26 Reinforcing Performance Law of Effect A law formulated by Edward Thorndike in 1911 stating that behavior that is followed by positive consequences will likely be repeated. Reinforcers are positive consequences that motivate behavior. Organizational behavior modification (OB MOD) is the application of reinforcement theory in organizational settings. 27 Behavior Has Consequences Four Key Consequences 1. Positive reinforcement. Applying a consequence that increases the likelihood of a person repeating the behavior that led to it. 2. Negative reinforcement. Removing or withholding an undesirable consequence. 3. Punishment. Administering an aversive consequence. 4. Extinction. Withdrawing or failing to provide a reinforcing consequence. 28 Performance-Related Beliefs Expectancy Theory A theory proposing that people will behave based on their perceived likelihood that their effort will lead to a certain outcome and on how highly they value that outcome. Work efforts lead to performance, resulting in outcomes. Expectancy and instrumentality. 29 If You Succeed, Will You Be Rewarded? Outcomes Instrumentality. A consequence a person The perceived likelihood that receives for their performance will be followed by performance. a particular outcome. Valence. The value an outcome holds for the person contemplating it. Valances can be positive or negative. 30 Maslow Arranged Needs in a Hierarchy 1 Need Hierarchy A human needs theory postulating that people are motivated to satisfy unmet needs in a specific order. Exhibit 11.5 A Hierarchy of Human Needs 31 Source: D. Organ and T. Bateman, Organizational Behavior, 4th ed. (New York: McGraw-Hill, 1991). Alderfer Identified Three Work-Related Needs ERG Theory Existence needs. A human needs theory All material and physiological desires. postulating that people have three basic sets of needs that can operate Relatedness needs. simultaneously. Involve relationships with other people and are satisfied through Helps remind managers of the process of mutually sharing outcomes used to motivate. thoughts and feelings. Growth needs. Motivate people to productively or creatively change themselves or their environment. 32 Designing Jobs That Motivate Extrinsic Rewards Intrinsic Reward Rewards given to a person by the The reward a worker boss, the company, or some other derives directly from person. performing the job itself. Examples include pay, benefits, Essential to the motivation business class airline travel, or a underlying creativity. large office. 33 Managers Can Make Work More Interesting Improving the Workplace Job rotation. Changing from one task to another to alleviate boredom. Job enlargement. Giving people additional tasks at the same time to alleviate boredom. Job enrichment. Changing a task to make it inherently more rewarding, motivating, and satisfying. 34 To Motivate, Empowerment Must Be Done Right Empowerment The process of sharing power with employees, thereby enhancing their confidence in their ability to perform their jobs and their belief that they are influential contributors to the organization. Empowerment done well leads to higher employee engagement and overall performance. Changes employees’ beliefs, from feeling powerless to believing strongly in their own personal effectiveness. 35 The Contributions of Teams Contributions Building blocks for organizational structure. Increase productivity, improve quality, and reduce costs. Enhance speed and are powerful forces for innovation, change, and creativity. Provide many benefits for their members. 36 Organizations Have Different Types of Teams 1 Types of Teams Work teams. Teams that make or do things like manufacture, assemble, sell, or provide service. Project and development teams. Teams that work on long term projects but disband once the work is completed. Parallel teams. Teams that operate separately from the regular work structure and exist temporarily. 37 Organizations Have Different Types of Teams 2 Types of Teams continued Management teams. Teams that coordinate and give direction to the subunits under their jurisdiction and integrate work among subunits. Transnational teams. Work groups composed of multinational members whose activities span multiple countries. Virtual teams. Teams that are physically dispersed and communicate electronically more than face-to-face. 38 Work Teams Have Important Subtypes Traditional work Groups that have no managerial responsibilities. groups. Voluntary groups of people drawn from various Quality circles. production teams who make suggestions about quality. Groups that make decisions about managing and Semiautonomous carrying out major production activities but get outside work groups. support for quality control and maintenance. Autonomous work Groups that control decisions about and execution of groups. a complete range of tasks. Teams with the responsibilities of autonomous work Self-designing groups, plus control over hiring, firing, and deciding teams. what tasks members perform. Autonomous work groups in which workers are trained to do all or most of the jobs in a unit, have no Self-managed teams. immediate supervisor, and make decisions previously made by first-line supervisors. 39 Exhibit 12.2 Stages of Team Development Access the text alternative for slide images. 40 Source: Adapted from Tuckman, B. W., “Developmental Sequence in Small Groups,” Psychological Bulletin 63 (1965), pp. 384–99. Norms Shape Team Behavior Norms Shared beliefs about how people should think and behave. Can be positive or negative. Roles Different sets of expectations for how different individuals should behave. Task specialist is an individual who has more advanced job- related skills and abilities than other group members possess. 41 Exhibit 12.4 Cohesiveness, Performance Norms, and Group Performance Access the text alternative for slide images. 42 Exhibit 12.5 Conflict Management Strategies Access the text alternative for slide images. K. Thomas, “Conflict and Conflict Management,” in Handbook of Industrial and Organizational Psychology, ed. M. D. Dunnette. Copyright ©; 1976. Reprinted by permission of Kenneth W. Thomas. 43 Conflict Management Techniques 1 Avoidance A reaction to conflict that involves ignoring the problem by doing nothing at all or deemphasizing the disagreement. Accommodation A style of dealing with conflict involving cooperation on behalf of the other party but not being assertive about one’s own interests. Compromise A style of dealing with conflict involving moderate attention to both parties’ concerns. 44 One-Way Communication Is Common 1 One-Way Sender has a “meaning” to communicate and encodes Communication the meaning into symbols. A process in which Sender then transmits information flows in only message through some one direction—from the channel. sender to the receiver, Receiver decodes message with no feedback loop. and interprets its meaning. Example: a manager Receiver may provide sends an email to a feedback to sender by subordinate without asking encoding a message in for a response. response. 45 Communication Should Flow in More Than One Direction Two-Way Communication Process in which information flows in two directions: receiver provides feedback, and sender is receptive to the feedback. Example: a manager’s email invites the receiver to reply with any questions. More difficult and time-consuming than one-way communication, but more accurate. 46 Communications Flow Through Different Channels Oral Communication Written Communication Includes face-to-face discussion, Includes texts, emails, telephone conversations, memos, letters, reports, videoconferences and formal training materials, and other presentations. written documents. Feedback is immediate and direct. Allows for revision. Receiver can sense sincerity. Permanent record. More persuasive. Message remains the same. Can be less expensive. Receiver has more time to process. 47 Use “Richer” Media for Complex or Critical Messages Media Richness Exhibit 13.6 Differences in Media Richness The degree to which a communication channel conveys information. Send difficult or unusual messages through richer media. Send simple and routine messages through less rich media. Use multiple media for important messages. Access the text alternative for slide images. 48 Wendy Yang/KRT/Newscom Downward Communication Directs, Motivates, Coaches, and Informs Downward Communication Information that flows from higher to lower levels in the organization’s hierarchy. Important functions: helps employees identify with the company, improve their attitudes, and make decisions consistent with the organization’s objectives. Difficulties may arise from information overload, lack of openness between managers and employees, and filtering. Coaching is dialogue with a goal of helping someone become more effective and achieve their full potential on the job. 49 Upward Communication Is Invaluable 1 Upward Communication Travels from lower to higher ranks in the hierarchy. Important functions: Management gains a more accurate picture. Employees can communicate upward. Facilitates downward communication. Filtering suppresses bad news. 50 Horizontal Communication Fosters Collaboration Horizontal Communication Information shared among people on same hierarchical level. Important functions: Allows units to share information, coordinate work, and solve mutual problems. Helps resolve conflicts. Provides social and emotional support. When decisions in one unit affect another, information must be shared horizontally. 51 Informal Communication Needs Attention Informal Communication Grapevine: social network of informal communications. Important functions: Provides people with information. Helps them solve problems. Teaches them how to do their work successfully. Listen to it, but evaluate before believing what you hear. 52 Spinning Out of Control? Control Signs a company lacks controls: Any process that directs the activities of individuals Lax top management. toward the achievement of Absence of policies. organizational goals. Lack of agreed-upon standards. Control and planning are closely associated. “Shoot the messenger” management. Lack of periodic reviews. Bad information systems. Lack of ethics in the culture. 53 Strategies Can Help Achieve Control Bureaucratic Control Use of rules, regulations, and authority to guide performance. Market Control Use of pricing mechanisms and economic information to regulate activities within organizations. Clan Control Based on the norms, values, shared goals, and trust among group members. 54  A typical control system has four major steps: 1.Setting performance standards. 2.Measuring performance. 3.Comparing performance against the standards and determining deviations. 4.Taking action to correct problems and reinforce successes. Control Systems Include These Steps 2 Step 2: Measuring Step 3: Comparing Performance Performance with the Standard Performance data provided by Manager evaluates performance. written reports, oral reports, Principle of exception is a and personal observation. managerial principle stating that control is enhanced by concentrating on the exceptions to or significant deviations from the expected result or standard. 56 Bureaucratic Control Occurs Before, During, and After Operations 1 Three Approaches Feedforward control takes place before operations begin. Concurrent control takes place while plans are being carried out. Feedback control focuses on the use of information about results to correct deviations from the acceptable standard after they arise. 57 Bureaucratic Control Occurs Before, During, and After Operations 2 The Role of Six Sigma At six-sigma level, a process is producing fewer than 3.4 defects per million, which means it is operating at a 99.99966 percent level of accuracy. Six Sigma companies have almost zero product or service defects. Also have substantially lower production costs and cycle times and much higher levels of customer satisfaction. Also used outside of manufacturing. 58 Management Audits Control Multiple Systems 2 External Audit Internal Audit 1. Investigates other 1. Assesses what the organizations for possible company has done for merger or acquisition. itself. 2. Determines the soundness 2. Assesses what it has done of a company that will be for its customers or other used as a major supplier. recipients of its goods or Supplier Selection services. 3. Discovers the strengths and weaknesses of a competitor to maintain or better exploit competitive advantage. 59 Balance Sheet Balance Sheet Liabilities A report that shows the The amounts a corporation financial picture of a company owes to various creditors. at a given time and itemizes assets, liabilities, and stockholders’ equity. Assets Stockholders’ Equity The values of the various The amount accruing to the items the corporation owns. corporation’s owners. 60 More Effective Control Systems 4 Use Multiple Approaches Include both financial and nonfinancial performance targets. Balanced scorecard is a control system combining four sets of performance measures: Financial. Customer satisfaction. Business process. Learning and growth. 61