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MGT 315 > Exam 1 > Flashcards

Exam 1 Flashcards

1
Q

HR

A

Policies, practices, and systems that influence employees behavior attitudes and performance

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2
Q

Organizational behavior

A

Understanding explaining and improving the attitudes and behaviors of individuals and groups in organizations

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3
Q

What study HR/OB together

A

Both are about maximizing balue of human capital. OB studies micro level processes that explain why hr works. Hr is the operationalization of ob

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4
Q

Implement HR and OB to

A

Motivate, increase productivity, reduce turnover, align human capital with strategy

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5
Q

Resposibilites of HR

A

Design of work, recuritment, training, performance management, compensation and benefits, labor relations, personnel policies, info systems, legal, business strategy

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6
Q

2010-2020 projections

A

Labor force increase but less thatln previous, median age will be highest ever, immigration increase, race and ethnicity grow, service sector most growth

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7
Q

Two primary outcomes of OB

A

Job performance and organizational commitment

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8
Q

Organizational structure: centralization

A

Degree to which decision making authority resides at the top of the organizational chart

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9
Q

Organizational structure: departmentalization

A

Degree to which work units are based on functional or work flow similarity

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10
Q

Organizational stucture: work specialization

A

Degree to which tasks are divided into separate jobs

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11
Q

Organizational structure formalization

A

Degree to which rules and procedures are used to standardize behavior and decisions

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12
Q

Workflow analysis

A

A way of understanding the inputs and tasks necessary to produce an output of predefined quality and quantity

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13
Q

Components of work flow

A

Raw inputs, equipment, human resources, activity, outputs

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14
Q

Job analysis

A

The process of getting detailed information about a job in order to match job requirements with the right people

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15
Q

Job description

A

Task, duties, and responsiblilities. What needs to be done

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16
Q

Job soecifications

A

Knowledge, skills abilits and other characteristics. Who is able to do it

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17
Q

Mechanistic

A

One best way. Task specialization and repetition

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18
Q

Motivational

A

Focus on attitudes and meaningfulness

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19
Q

Biological

A

Worker friendlyness and safety

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20
Q

Perceptual motor

A

Reduce the mental strain on employees

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21
Q

Improve job characteristics by

A

Job rotation, job enlargement, job enrichment, job crafting

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22
Q

Job satisfaction

A

A pleasurable emotional state resulting from the appraisal of ones job or job experiences

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23
Q

Job satisfaction leads to

A

Better performace, OCBs, increases commitment

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24
Q

Strong correlation with job satisfaction

A

Supervision, coworker, work itself

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25
Q

Moderate correlation with job satisfaction

A

Pay, promotion

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26
Q

Five facets of overall job satisfaction to value percept theory

A

Pay, promotion, supervision, coworker, work itself

27
Q

Example job pay satisfaction

A

NuStar Energy

28
Q

Example job promition

A

Nordstrom

29
Q

Example job supervision

A

General mills

30
Q

Example job coworker

A

Perkins COIE

31
Q

Example job work itself

A

Dreamworks

32
Q

Track employee satisfaction

A

Focus groups, interviews, and attitude surveys

33
Q

Good selection measures

A

Reliable, valid, generalizable, utlity, legal

34
Q

Reliability

A

The consistency of a performance measure. Free from random error

35
Q

Validity

A

How accurately the measure predicts an aspect. Measures what it is supposed to

36
Q

Generalizability

A

The measure is valid across multiple context

37
Q

Utility

A

The degree to which a selection method enhances the effectiveness of an organiztion

38
Q

Legal

A

Selection methods have to conform to current laws and legal precedents

39
Q

Big five personaility model

A

Openness to experience, conscientiousness, extroversion, agreeableness, neuroticism

40
Q

Section methods

A

Resumes and references, interviews, ability testing

41
Q

Drawbacks of work samples

A

Generalizability is low, expensive, attract male applicants

42
Q

Work sample

A

Attemps to simulate the job in hiring process

43
Q

Three main components of proformance management

A

Specification, apprasial, feedback

44
Q

Three main goals of performance management

A

Strategic, administrative, and developmental

45
Q

Step one in performance management

A

Define performave outcomes

46
Q

Step two in performance management

A

Develope employee actions

47
Q

Step three in performance management

A

Provide performance support

48
Q

Step four in performance management

A

Evaluate performance

49
Q

Step 5 in performance management

A

Identify improvements

50
Q

Step 6 in performance management

A

Provide consequences

51
Q

Three components to job performance

A

Task performance, OCBs, counterproductive work behavior

52
Q

Four characteristics of a good performance measure

A

Reliability, validity, spcificity, strategic congruence

53
Q

Pro comparitice approach

A

Easy to develop and use, eliminates hard decisions

54
Q

Cons of comparitive approach

A

Not always accurate reflection of talent, no feedback, low performance still good enough

55
Q

Comparitive approach

A

Ranking, forced distribution

56
Q

The attribute approach

A

Graphic rating scale

57
Q

Pros of attribute approach

A

Easy to develop, generalizable, good skill set

58
Q

Cons to attribute approach

A

Subjective, hard to link to strategy, validity to performance hard to capture

59
Q

Behavioral approach

A

Behavioral anchored rating sclae

60
Q

Pros of behavioral approach

A

In depth analysis, includes ways to improve, low subjectivity

61
Q

Cons to behavioral approach

A

Difficult to develop, assumes one best way to complete work

62
Q

Common rater errors

A

Similar to me, contrast, leniency, stricness, central tendency, halo, horns

63
Q

Five factors to consider in poor performance

A

Input, employee charactieristics, feedback, performance standard/goals, consequences

MGT 315 (3 decks)

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