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Definition of motivation
the set of forces that initiates, directs, and makes people persist in their efforts to accomplish a goal
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Definition of ability, role perceptions, situational factors and motivations as it relates to the MARS model and job performance
Job performance (how well someone performs the requirements of the job) = MOTIVATION (effort, the degree to which someone works hard to do the job well) x ABILITY (the degree to which workers possess the knowledge, skills, and talent needed to do a job well) x SITUATIONAL CONSTRAINTS (factors beyond the control of individual employees, such as tools, policies, and resources). Also, consider ROLE PERCEPTIONS (the degree of understanding of the specifics, importance, and preferred behaviors to achieve the task
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Definition of needs
physical and psychological requirements that must be met to ensure survival and well-being
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Maslow's Hierarchy of Needs and its implications
1. Physiological (food, water, sex, shelter) 2. Safety (protection against threat and deprivation) 3. Social belongingness (friendship, affection, belonging, love) 4. Ego/esteem (independence, achievement, freedom, status, recognition, self-esteem) 5. Self-actualization (realizing one's full potential). Implications=employees have different needs at different times--the needs are interdependent--most employees want to achieve self-actualization; Self-actualization is a growth need, the others are deficiency needs
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McClelland's 3 Learned Needs and its implications
Need for Achievement--accomplish challenging goals through their own effort, working alone and taking risks; Need for Affiliation--seek approval of others, conform to their wishes and expectations, avoid conflicts (managers should not be this); Need for Power--exercise control over others, concerned about maintaining their leadership positions; Personalized power (power to advance personal interests) vs. socialized power (to help others)
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Two types of rewards
Extrinsic (tangible and visible, given to employees on the performance of specific tasks or behaviors) vs. intrinsic (natural rewards associated with performing a task for its own sake)
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Components of equity theory
People are motivated to work when they perceive that they are being treated fairly compared to others. Ratio of Outcomes(self)/Inputs(self) = Outcomes(referent)/Inputs(referent)
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Methods employees use to restore equity
Decreasing or withholding inputs (employees perform at lower level or ask the better off worker to work harder); Increasing outcomes (asking for a pay increase); Rationalize/distort inputs to outcomes (change mindset to believe the coworker is doing more); Change the referent (compare themselves to someone different; Leave--to escape the inequitable situation
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Definition of expectancy theory and its components (i.e., three events and beliefs)
People will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will be offered attractive rewards. 3 events = Effort, Performance, and Outcome. Beliefs--Valence:the attractiveness or desirability of various rewards or outcomes; Expectancy--the perceived relationship between effort and performance; Instrumentality--the perceived relationship between performance and rewards
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Reinforcement theory and the 4 processes involved; positive and negative reinforcement; punishment and extinction
Behavior is a function of its consequences. Positive reinforcement--increases desirable behavior by following them with desirable consequences; Negative reinforcement--removing negative consequence after good behavior; Punishment--adding negative consequences to decrease bad behavior; Extinction--when a positive consequence is no longer allowed to follow a previously reinforced behavior
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2 major components of Reinforcement theory
Reinforcement contingencies--relationships between specific behaviors and specific consequences; Schedule of reinforcement--specifies which behaviors will be reinforced, which consequences will follow those behaviors, and how those consequences will be delivered
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Definition of Goal Setting Theory
People will be motivated to the extent that they accept specific, challenging goals and receive feedback that indicates their progress toward goal achievement
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Characteristics of good goals
SMART-Specific, Measurable, Achievable, realistic, Time-relevant
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5 core characteristics of jobs that can be redesigned according to the Job Characteristics Model
Skill variety--different skills performed in the job; Task Identity--degree to which a job requires completion of the whole and identifiable piece of work; Task significance--degree to which a job impacts other people's lives; Autonomy--if the job gives workers discretion, freedom, and independence; Feedback--amount of feedback the job provides to workers
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3 internally motivating states in the JCM
Experience work as meaningful; Experience responsibility for work outcomes; knowledge of Results of the Work Activities
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Definition of empowerment
feeling of intrinsic motivation, in which workers perceive their work to have meaning and perceive themselves to be competent, having an impact, and capable of self-determination
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Definition of job satisfaction
how content an individual is with his job
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the importance of feedback in multiple management areas
it keeps employee motivation up from various angles; lets them know if they need to work harder or get a new strategy
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Reasons why strategic human resources can create competitive advantages
People create value--talent is rare--a group of well-chosen, motivated people is difficult to imitate--people can be organized for success
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3 stages of HR planning process
Planning; Programming; Evaluating
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Definition of labor demand and labor supply forecasts
Labor demand forecasts--determining how many and what type of people are needed; Labor supply forecasts--how many and what types of employees the organization will actually have
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Components of a Job Analysis
Work Activities; Tools and equipment used to do the job; Context in which the job is performed; the personnel requirements for performing the job
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Difference between job description and job specification
Job description--basic tasks, duties, responsibilities of the job; it's about the job itself. Job specification--summary of the qualifications needed to successfully perform the job; describes the skills, knowledge and abilities needed to do the job
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Adv and disadv. of internal and external recruiting
INTERNAL--Adv. You know the employee; Employee knows organization; employees may be motivated by advancement; outside recruitment may demoralize employees. Disadv. Limited applicant pool; inhibit a company from changing the nature or goals of the business by bringing in outside candidates. EXTERNAL--Adv. Brings in new blood; Can inspire motivation; Sources of applicants include job boards, company web sites, employee referrals, newspaper ads, and college campus recruiting. Disadv. More difficult to do; adjustment and orientation time is longer; morale problems can develop among those employees within the organization who feel qualified for the job
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Definitions of 3 types of interviews
- Structured--standardized set of questions
- Unstructured--different questions for different interviewees
- Semi-structured--hybrid of the two
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Definition of selection
the process of gathering information about job applicants to decide who should be offered a job
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Types of selection tests
Specific Ability Tests--measures your ability to do a specific thing, like the SAT; Cognitive ability tests--measures abilities in perceptual speed, verbal comprehension, numerical aptitude, general reasoning, and spatial aptitude; Biodata--extensive biographical questioning; work sample tests--measures a sample of your work
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Difference between cognitive ability tests and other selection tests
Cognitive ability tests measure your ability to learn something new, so it's a better indicator of job performance
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4 phases of a training program
Needs assessment--what needs training?; Training program design--the actual design of the program; Delivering the program--training people; Evaluation--how did it do?
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4 ways to evaluate a training program
Reactions--how trainees felt; Learning--how much the employees improved or learned; Behavior--how much did employee behavior improve; Results--has it affected job performance?
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2 purposes of performance appraisal
Reviewing an employee's achievements, difficulties, and progress, and using that information to identify and plan training or anything else to help the employee
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3 major factors involved in compensation systems
Job evaluation--determines the worth of the job; Pay-level decisions--whether to pay at a level above, below, or at current wages; Pay-variability--if the pay differs based on personal or organizational success
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Required versus optional benefits
Required--Worker's comp, Social Security, Medical insurance, unemployment insurance; Optional--pension, health, hospital insurance, retirement programs, dental plans
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Methods used to terminate employees
Downsizing--not enough jobs, too many employees; termination--dismissal of employees for bad performance or other reasons; employment at will--an employee may be terminated for any reason; Termination interviews--interview about the employee's dismissal
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Definition and implications of Downsizing
cutting employees when functions are consolidated and new technologies and business practices eliminate jobs; can make firms more agile, can be traumatic, should be a last-resort;
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Difference between functional and dysfunctional turnover
Functional--people who leave are underperformers; Dysfunctional--people who leave are the best employees
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Impact of age and disability discrimination
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Definition of the glass ceiling
invisible barrier that makes it difficult for women and minorities to rise above a certain level in the organization
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Definition of sexual harassment
unwelcome sexual advances, requests for sexual favors, or other verbal or physical conducts of a sexual nature occurs
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2 types of sexual harassment
Quid pro quo--when employment outcomes require an individual to be sexually harrassed; Hostile work environment when demeaning sexually related behavior creates a hostile work environment
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Definition of disparate treatment and adverse impact
Disparate treatment--when people, despite being qualified, are not given the same hiring, promotion, or other opportunities as other employees because of discrimination; Adverse impact--when employees are harmed or disadvantaged because they are hired, promoted, or trained at lower rates than others
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Difference between diversity management and affirmative action
Diversity management--moving beyond legislated mandates to embrace a proactive business philosophy that sees differences as positive; Affirmative action--special efforts to recruit and hire qualified members of groups that have been discriminated against by the organization in the past
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Ways diversity can lead to a competitive advantage
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Challenges in managing diversity
Overcoming unexamined assumptions, lack of cohesiveness, misunderstandings, different interpretations
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Two main types of diversity training
Awareness training and skill-based diversity training
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Definition of surface level and deep level diversity
Surface level--race, gender, etc.?; deep-level--disposition, personality
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Definition of each of the Big 5 personality traits
- Openness to experience--curious,
- Conscientiousness--how much they care
- Extraversion
- Agreeableness
- Neuroticism--emotional stability
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