Mgt 4400

  1. What is motivation?
    • Desire with a person causing them to act
    • -It is goal directed drive
  2. Performance p =
    Ability (A) x Effort (E) x Support (s)
  3. Addressing Absenteeism
    • Disciplinary Approach: people receive disciplinary warning the first time
    • Positive Reinforcement: giving cash, recognition, time off and other rewards for meeting attendance standards
    • Combination approach: rewards desired behavior and punishes offenders
    •      (EX:employees with perfect attendance may receive incentives of travel while people with excessive absentees will be terminated)
    • No fault policy: The reasons don't matter, and employees have to manage their attendance unless they abuse that freedom
    • Paid-time-off(PTO): employers have paid-time-off programs in where employees can take off for different reasons and still get paid (if they use all their days, then they won't get paid for those additional days)
  4. Measuring Absenteeism
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    • Incidence rate: # of absences per 100 employees each day
    • Inactivity rate: % of time lost to absenteeism
    • Severity rate: avg time lost per absent employee during a specified pd of time (month/yr)
  5. Employee Turnover
    • Occurs when employees leave an organization and have to be replaced
    • -Very costly
    • -high turnover rates have neg impact on safety, productivity, and financial performance
  6. Types of Employee Turnover
    • Involuntary Turnover: when employees are forced to leave for poor performance/work violations
    • Voluntary Turnover: Employees leave by choice
    • Functional Turnover: Lower performing/disruptive employees leave
    • Dysfunctional Turnover: Key individuals and high performers leave
    • Uncontrollable Turnover: Employees leave for reasons outside the control of the employer
    • Controllable Turnover: Employees leave for reasons that could be influenced by the employer
  7. What is turnover and "churn"
    Hiring new workers while laying off others is called churn
  8. Detailing Turnover Cost
    • Separation Cost: Pay rates to prevent separations, exit interview time, unemployment expenses, etc
    • Vacancy Cost: Temporary help, contract and consulting firm usage
    • Replacement Cost: Recruiting and advertising expenses, search fees
    • Training Costs for new people: Paid orientation, training staff time and pay
    • Hidden/Indirect Costs: Costs that are less obvious, reduce productivity, decreased customer service
  9. Exit Interviews
    Assisting retention assessment efforts when asking individuals their reasons for leaving the organization (to provide managers insight on how to improve company efforts
  10. Employee surveys
    used to diagnose specific problem areas and reveal areas that HR activities are well received/viewed neg
  11. What are labor markets?
    the supply pool from which employers attract employees
  12. Labor Market components
    • 1) Labor force Population >> made of all individuals who are available for selection if all possible recruitment strategies are used
    • 2) Applicant Population >> is a subset of the labor force population that is available for selection if a particular recruiting approach is use (can be broad/narrow) depending on the jobs needed to be filled
    • 3) Applicant Pool >> consists of all persons who are actually evaluated for selection
    •     -Size of pool
    •     -Reputation of the organization & industry
    •     -Screening efforts of the organization
    •     -Job specifications
    • 4) Individuals selected for jobs
  13. Sucession planning
    • encourages an organization to prepare for the when holes occur and you need to replace these holes with qualified individuals
    •        -should include a well-designed development system for employees
    •         -place right people in right positions
  14. The process of succession planning
    • 1st >> defines the positions that are critical to strategy
    • 2nd >> observe the talent available in the organization and determine who has the potential, who is ready for promotion and who needs additional development
    • 3rd>> Evaluate the success of the process and appropriate measures are necessary to do so
  15. "Make or buy Talent"
    • Make >> be developed
    • Buy >> hire

    • Positives & negatives of "Make"
    •        (+) highly cost effective
    •        (+) employees already know the system
    •        (-) limited ability to secure new knowledge
    •        (-) may take longer

    • Positives & Negatives of "Buy"
    •        (+) Tap into new knowledge/perspect
    •        (+) Obtain needed skills
    •        (-) risk associated w/new employees
    •        (-) can be costly

    ** Companies have preferences when considering to "buy" or "make" **
  16. benefits of Formal Succession Planning
    • ~supply of qualified individuals ready for job openings
    • ~Provide career opportunities & plans for individuals
    • ~Enhancing the brand of the company and making the organization a desired place to work
  17. Mistakes of Succession Planning
    • ~Starting too late, when openings are already occurring
    • ~Not linking well to strategic planning
    • ~Allowing just the CEO to direct the planning and make the decisions (should have middle/lower managers involved)
    • ~Looking only at internal candidates
  18. Different Views of Career
    • ~Protean Career: individuals will drive their career/goals to fit their lives (individuals have control rather than organizations)
    • ~Career w/out boundaries: A manager having many possible trajectories for a career (infinite possibilities the career presents and how recognizing and taking advantage of such opportunities leads to success)
    • ~Post corporate Career: individuals leaves the company and builds a career at a smaller business/start up ventures
    • ~Kaleidoscrope Career: building a career by focusing on important employment factors such as authenticity, work-life balance and challenge
    • ~Hybrid career: that is  defined as both protean and career w.out boundaries viewpoints
  19. Organization-Centered Career Planning
    focuses on identifying career paths that provide logical progression of people b/w jobs in organization
  20. Individual-Centered Career Planning
    • Focuses on individual's responsibility for a career rather than on organizational needs
    • Action for Career Planning
    • ~Self Assessment: individuals think about what interests them and what they don't like, their strengths and weaknesses
    • ~Feedback on reality: Employees need feedback on how well they are doing and where they fit in an organization
    • ~Setting of career goals: Deciding on a desired path, writing down items for a person to pursue the career of choice

    • Individual Career Choices
    • ~Interests & Values: people tend to pursue careers that match their interest and values
    • ~Self-image: Career tends to mirror the individual
    • ~Personality: employee's personality can go towards extraversion, openness to experience, conscientiousness and personal needs (affiliation, power and achievement)
    • ~Social Backgrounds: status and educational levels of parents are included in an individual's social background
  21. Dual-career ladder
    • A system that allows a person to advance through either a management or a technical/professional ladder
    •        ~May be viewed as a "secondclass citizenship"
  22. Repatriation
    • Involves planning, training and reassignment of global employees back to their home countries
    •      ~must re-acclimate to US lifestyles, transportation and other cultural circumstances
  23. Sabbatical
    An opportunity provided by some companies for employees to take time off the job to develop and rejuvenate, as well as participate in activities that help others
Card Set
Mgt 4400
Test 2