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HRM 1101 > Exam #2 > Flashcards

Exam #2 Flashcards

(68 cards)

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1
Q

Why study motivation?

A

If we understand why people behave the way they do, managers can exercise leadership and grow employee engagement

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2
Q

Daniel Pink

A

Studied what motivates people

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3
Q

Rote Tasks v. Brainpower

A

Rote taskes motivated by money; Money decreases performance for brainpower tasks

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4
Q

What motivates us?

A

Self-direction (autonomy); Mastery (being good at something); Purpose (working toward something worthwhile)

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5
Q

Two attitudes that relate to performance

A

Job Satisfaction (how happy are you?); Employee Engagement (how motivated are you?)

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6
Q

Job Satisfaction Indicators

A

Positive attitude; Work matches needs/interests; Good working conditions; Good pay/benefits; Like for co-workers/boss

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7
Q

What makes work meaningful?

A

Being self-aware (understanding strenghts); Hope (optimism for goals); Resonant Environment (energized, exciting, efficient); Inspirational leadership (respectful); Ethical organization

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8
Q

Intrinsic Motivation

A

“Self-satisfaction” feeling you get from work; No external rewards besides feeling of acomplishment

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9
Q

Extrinsic Motivation

A

Motivation that comes from outside of yourself– reward, compliment, increased status; Comes from someone else

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10
Q

Maslow’s Hierarchy of Needs

A

LESS POPULAR: Physiological Needs (basic needs); Safety Needs (safe environment); Belongingness Needs (acceptance by peers); Esteem Needs (positive self-image/attention); Self-Actualization Needs (needs for self fulfillment)

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11
Q

Hierarchy and Jobs

A

Heat/Air/Base Salary; Safe work/benefits/job security; Co-workers/Supervisors; Recognition/Increased responsibility; Opportunity for training/growth

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12
Q

What is the Two-Factor Theory?

A

Motivators; Hygiene Factors

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13
Q

Motivators

A

Factors that positively motivate such as recognition, responsibility, achievement, opportunities for growth

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14
Q

Hygiene Factors

A

Factors that create/eliminate job dissatisfaction but don’t result in job motivation; Ex: pay, working conditions, co-workers, job security

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15
Q

Three Needs Theory

A

Needs for Achievement (challenges, personal goals, success); Need for Affiliation (warm, fulfilling relationships); Need for Power (Influence, control, responsibility, social status)

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16
Q

Equity Theory

A

All about people’s perceptions of fairness (are you getting what you deserve?)

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17
Q

TAT Projective Test

A

Look at pictures of people alone or working with groups; asked to write short story describing what is happening in pictures

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18
Q

Motivating Behavioral Change

A

Theories resulting from psychology/research help explain how people can change behavior as a result of experience, consequences, and practices

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19
Q

Changing Behavior with Reinforcement

A

Positive Reinforcement; Avoidance Learning (stop criticizing); Punishment (negative statements); Extinction (no raise)

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20
Q

HR Techniques to Motivate

A

Job Enrichment (opportunities for learning, leadership or travel); Job Enlargement (growing a job by combining from smaller to bigger); Job Rotation (increasing satisfaction through change of jobs)

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21
Q

Employee Engagement

A

Large range shows connection between high engagement and financial success; Drives ethical behavior

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22
Q

What companies lead in employee engagement?

A

Gallup, Towers Watson, Aon Hewitt

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23
Q

Engagement Spectrum

A

Engaged (passionate, driven, goes extra mile); Not Engaged (Put in time but not energy); Actively Disengaged (negative and sabotages, no loyalty)

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24
Q

Engagement History

A

Became issue in 1930; “War for Talent” (used for modern engagement studies)

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25
Why do companies care about engagement?
Huge cost of employee turnover (150% of salary)
26
Why manage performance?
Aligns organization behind goals; Drives behavior; Motivates employees and rewards them
27
Traditional Performance Management Programs
Establish goals for departments and individuals; Track progress throughout year; Measure end results; Reward efforts
28
Peter Drucker
Austria 1909-2005; Management consultant/author/educator; Considered father of modern management
29
What were some Peter Drucker's big ideas?
Management by objectives; Knowledge by workers; Decline of blue collar; Outsourcing; Decentralization; Importance of culture
30
Drucker's MBO Process Cycle
Set Corporate Objectives --> Set & Align Employee Objectives --> Monitor Performance --> Evaluate Performance --> Reward Employees
31
360 Degree Feedback
Collect feedback on individual from variety of sources (self, manager, co-workers, customers, etc.)
32
Rank and Yank System
Forced distribution; Pro: forces managers to have touch discussions w/ employees; Cons: Breeds mistrust among employees and management
33
Rank and Yank Categories
A (top 20% loved and nurtured); B (middle 70%, must improve performance); C (bottom 10% fired)
34
Compensation is a Critical Motivator
Helps attract/retain high-performance employees, impacts performance; Ex: salary, bonus, commissions, stock options
35
Factors that Influence Pay/Benefits
Employee tenure/performance; Job type/skill; Industry; Unionized; Labor intensitivity ; Management philosophy; Geographic Location; Company Performance; Company Size
36
Organization Levels
Customers/Clients; Operating Workers (front line); Team Leaders/Managers; Top Executives; Board of Directors
37
What does the Board of Directors do?
Provide guidance; Oversee corporate; Approve strategy; Approve compensation; Oversee policy/finances; Act in interests of shareholders
38
Alan Mulally
Oakland, CA 1945 --> Lawrence, Kansas; Graduated from U of KS & MIT; Joined Boeing 1969 --> Candidate for CEO 2005; President/CEO of Ford 2006
39
Who hired Alan Mulally?
Bill Ford-- great-grandson of Henry Ford; Supreme Act of Humility
40
Bill Ford
1957 Detroit; Son of Ford and Firestone (tires); Joined Ford in 1979; Chairman 1998, CEO 2001; Went to Ford Headquarters after accident occurred
41
Mulally's Revolution at Ford
Communicate and inspiring vision; Make your values known; Live it; Think win-win
42
Level 5 Leaders (Jim Collins)
Highly Capable Individual (uses talent and knowledge to contribute); Contributing Team Member (individ. capabilities); Competent Manager (organizes for efficiency); Effective Leader (committed to higher standard); Level 5 Executive (builds greatness through will)
43
Competency
Capability/Ability; Both intent (willingness to do something) and action (actually doing it); Directly linked to performance
44
Kinds of Compentencies
Threshhold (necessary to do job/bare minimum); Differentiating (set someone apart with outstanding performance); Technical (tools specific to field); Cognitive (seeing big picture); Relational (strong relationships)
45
Keys to Effective Leadership
Emotional Competence (EQ-- effective leadership); Power (influential leadership); Ethics (responsible leadership)
46
Power
Ability to get people to do what you want by challenging how they think, feel, or act; Effective (increases good decisions, engagement, good workplace); Abusing (victim mentality, discourages engagement, encourages disloyalty)
47
Disengaged to Highly Engaged
Isolates, Bystanders, Participants, Activists, Diehards
48
Feedback
Info given to you by manager/peers about performance; Advice on how to be good at job
49
Managers & Feedback
Essential to motivate; Many managers don't give it because of time, uncomfortable, or not good at it; Ask for it if not given
50
Managers vs. Leaders
Managers (control people/production, allocate resources, appeal to brain); Leaders (guide and inspire, appeal to hearts)
51
Managers vs. Leaders Tasks
Managers (problem solve, seek order, concerned w/ how things get done, involved w/ daily action); Leaders (motivate, comfortable w/ uncertainty, function well in chaos, focused on future/culture/people)
52
Emotional Intelligence (EQ)
Different way of being smart; How well we handle self/others; We learn it with maturity; More important that EQ
53
EQ & Managing People
Major factor in business success; Key to managing and leadership
54
EQ Misconceptions
Not just about being nice (may involve confronting); Not about giving free rein to emotions (manage feelings); Women are not better than men (usually equally good and managing EQ)
55
How to improve EQ
(1) Become emotionally literate (know what you're feeling); (2) Take responsibility for feelings; (3) Use feelings to help make decisions; (4) Show respect for other people's feelings; (5) Validate what other people feel (understand, empathize)
56
Corporate Culture
How things are done; Starts with vision of founder; Supported by slogans/rituals/values/beliefs; Integrated into performance management system; Difficult to change once in place
57
Cultural Leaders
Articulate vision people can connect with; Encourage daily activities relating to vision; Culture reflects personality of leader
58
Examples of Great Cultural Leaders
Thomas Edison, Jack Welch, Jeff Immelt (GE); Bill Hewlett, Dave Packard (HP); Steve Jobs (Apple); Herb Kelleher (SW Airlines); Walt Disney
59
Levels of Culture
Visible-- above water line (dress, office layout, slogans, websites, logos); Invisible-- below water line (deep values/beliefes like 3M or J&J)
60
IBM Cultural Transformation
Lou Gerstner CEO 1993-2002; Shifted culture from over-thinking everything to not being perfect but delivering fast; 100% of variable pay based on how well company was doing (encouraged teamwork)
61
Adhocracy Culture
External focus with need to detect/interpret/translate signals quickly; Employees can make decisions; Customer response highly valued; Managers reward creativity/risk-taing; Ex: Marriott, Nordstrom
62
Market Culture
External/Result-Oriented without need for flexibility; Value competition/aggression/personal initiative; Emphasizes winning and meeting ambitious goals; Ex: American Express, Citigroup, GE
63
Clan Culture
Focused on involvement and participant of employees to meet changing needs; Family-like and caring; Values cooperation, consideration, avoidance of status differences; Ex: Google, Wawa, Starbucks
64
Hierarchy Culture
Focus on stable environment; Values "following rules"; Orderly/Rational way of doing things; Ex: Government (military/nuclear power plants/hospitals)
65
Cultural Elements
Heroes (W. Disney); Myths and Stories (H. Ford $5/day so everyone could afford car); Taboos (Google: Do no evil); Symbols (Nike check)
66
Important Today
Innovation; Ethics/Sustainability; Customer Service; Diversity; Holistic mind/body/spirit
67
Researching Culture
Read press about company; Read website of company; Ask employees; Ask interviewers
68
HR's Role in Creating Culture
Partner with leaders to determine best culture; Recruit people who fit culture; Design performance management system; Control behavior through rules; Design programs and succession plans

HRM 1101 (3 decks)

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