mt2 Book Terms Flashcards
(166 cards)
1
Q
performance management
A
process through which managers ensure that employees’ activities and outputs contribute to the organization’s goals
a set of processes and managerial behaviors that involve defining, monitoring, measuring, evaluating, and providing consequences for performance
2
Q
simple ranking
A
method of performance measurement that requires managers to rank employees in their group from the highest performer to the poorest performer
3
Q
forced distribution method
A
method of performance measurement that assigns a certain percentage of employees to each category in a set of categories
4
Q
paired comparison method
A
method of performance measurement that compares each employee with each other employee to establish rankngs
5
Q
graphic rating scale
A
method of performance measurement that lists traits and provides a rating scale for each trait; the employer uses the scale to indicate the extent to which an employee displays each trait
6
Q
mixed standard scales
A
method of performance measurement that uses several statements describing each trait to produce a final score in that trait
7
Q
critical incident method
A
method of performance measurement based on managers’ specific records of the employee acting in ways that are either effective or ineffective
8
Q
BARS behaviorally anchored rating scale
A
method of performance measurement that rates behavior in terms of a scale showing specific statements of behavior that describe different levels of performance
9
Q
BOS behavioral observation scale
A
a variation of BARS which uses all behaviors necessary for effective performance to rate performance at a task
10
Q
OBM organizational behavior modification
A
a plan for managing the behavior of employees through a formal system of feedback and reinforcement
11
Q
MBO management by objectives
A
a system in which people at each level of the organization set goals in a process that flows from top to bottom, so employees at all levels are contributing to the organization’s overall goals; these goals become the standards for evaluating each employee’s performance
12
Q
360 degree performance appraisal
A
performance measurement that combines information from the employee’s managers, peers, subordinates, self, and customers
13
Q
calibration meeting
A
meeting at which managers discuss employee performance ratings and provide evidence supporting their ratings with the goal of eliminating the influence of rating errors
14
Q
performance goal
A
targets a specific end result
15
Q
learning goal
A
involves enhancing your knowledge or skill
16
Q
SMART
A
specific measurable attainable results oriented time-bound
17
Q
monitoring performance
A
measuring, tracking, or otherwise verifying progress and ultimate performance
18
Q
evaluating performance
A
the process of comparing performance at some point in time to a previously established expectation or goal
19
Q
feedback
A
information about (ind or coll) performance shared with those in a position to improve the situation
20
Q
coaching
A
customized process between 2 or more people with the intent of enhancing learning and motivating change
21
Q
total rewards
A
encompass not only compensation and benefits, but also personal and professional growth opportunities and a motivating work environment that includes recognition, job design and work-life balance
22
Q
pay for performance
A
monetary incentives linking at least some portion of one’s pay directly to results or accomplishments
23
Q
law of effect
A
behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear
24
Q
respondent behavior
A
unlearned reflexes or stimulus response connections
25
operant behavior
behavior that is learned when one operates on the environment to produce desired consequences
26
positive reinforcement
process of strengthening a behavior by contingently presenting something pleasing
27
negative reinforcement
strengthens a desired behavior by contingently withdrawing something repulsive
28
punishment
process of weakening behavior through either the continges
29
conflict
occurs when one party perceives that its interests are being opposed or negatively affected by another party
30
functional conflict
constructive or cooperative conflict, characterized by consultative interactions, a focus on the issues, mutual respect and useful give & take
31
dysfunctional conflict
threatens an organization's interests
32
personality conflict
interpersonal opposition based on personal dislike or disagreement
33
conflict states
shared perceptions among members of the team about the intensity of disagreement over either tasks or relationships
34
conflict processes
members' interactions aimed at working through task and interpersonal disagreements
35
contact hypothesis
the more members of different groups interact, the less intergroup conflict they will experience
36
climate
employees' shared perceptions of policies, practices and procedures
37
psychological safety climate
shared belief held by team members that the team is a safe place for interpersonal risk taking and captures a sense of confidence that the team will not embarrass, reject or punish someone for speaking up
38
work-family conflict
occurs when the demands or pressures from work and family domains are mutually incompatible
39
flexspace
policies enable employees to do their work from different locations besides the office
40
flextime
flexible scheduling, either when work is expected to be completed or during which particular hours of the day
41
incivility
any form of socially harmful behavior (aggression, interpersonal deviance, social undermining, interactional injustice, harassment, abusive supervision, bullying)
42
programmed conflict
conflict that raises different opinions regardless of the personal feelings of managers
43
devil's advocacy
assigning someone the role of critic
44
dialectic method
managers foster a structured debate of opposing viewpoints before makinga decision
45
integrating style
interested parties confront the issue and cooperatively identify the problem, generate and weigh alternatives, and select a solution
46
obliging style
tends to show concern for yourself and a great concern for others
47
dominating style
high concern for self and low concern for others
48
avoiding style
passive withdrawal from the problem and active suppression of the issue are common
49
compromising style
give and take approach with a moderate concern for both self and others
50
alternative dispute resolution ADR
uses faster, more user friendly methods of dispute resolution, instead of traditional, adversarial approaches
51
negotiation
give and take decision making process involving tow or more parties with different preferences
52
distributive negotiation
involves a single issue (fixed pie) where one person gains at the expense of another
53
integrative negotiation
an agreement can be found that is better for both parties that what they would have reached through distributive negotiation
54
zone of possible agreement ZOPA
range of possibilities you are willing to accept
55
added value negotiation AVN
negotiating parties cooperatively develop multiple deal packages while building a productive long term relationship
56
power
the ability to marshal human, informational, and other resources to get something done
57
legitimate power
anchored to one's formal position
58
reward power
obtain compliance through promising or granting rewards
59
coercive power
ability to make threats of punishment and deliver actual punishment
60
expert power
valued knowledge or information
61
referent power
reason for compliance is one's personal characteristics and social relationships
62
position power
source of influence is associated with a particular job or position within an organization
(legitimate, reward coercive)
63
personal power
sources of influence that you possess independent of your position or job
(expert, referent)
64
empowerment
efforts to enhance employee performance, well-being, and positive attitudes
65
structural empowerment
base on transferring authority and responsibilities from management to employees
66
psychological empowerment
occurs when employees feel a sense of meaning, competence, self-determination, and impact at work
67
influence tactics
conscious efforts to affect and change a specific behavior in others
68
common influence tactics
```
rational persuasion
inspirational appeals
consultation
ingratiation
personal appeals
exchange
coalition tactics
pressure
legitimating tactics
```
69
soft tactics
friendlier, not as coercive
| rational persuasion, inspirational appeals, consultation, ingratiation, personal appeals
70
hard tactics
involve more overt pressure
| exchange, coalition tactics, pressure, legitimating tactics
71
organizational politics
intentional acts of influence to enhance or protect the self-interest of individuals or groups that are not endorsed by or aligned with those of the organization
72
coalition
informal group bound together by the active pursuit of a single issue
73
impression management
any attempt to control or manipulate the images related to a person, organization or idea
74
leadership
a process whereby an individual influences a group of individuals to achieve a common goal
75
trait approach
attempts to identify personality characteristics or interpersonal attributes that can be used to differentiate leaders from followers
76
narcissism
having a self-centered perspective, feelings of superiority, and a drive for personal power and glory
77
machiavellianism
entails the use of manipulation, a cynical view of human nature, and a moral code that puts results over principles
78
psychopathy
characterized as a lack of concern for others, impulsive behavior, and a lack of remorse or guilt when one's actions harm others
79
implicit leadership theory
based on the idea that people have beliefs about how leaders should behave and what they should do for their followers
80
leadership prototype
mental representation of the traits and behaviors that people believe are possessed by leaders
81
behavioral styles approach
attempts to identify the unique behaviors displayed by effective leaders
82
initiating structure
leader behavior that organizes and defines what group members should be doing to maximize output
83
transactional leadership
focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance
84
consideration
involves leader behavior associated with creating mutual respect or trust and focuses on a concern for group members' needs and desires
85
empowering leadership
represents the extent to which a leader creates perceptions of psychological empowerment in others
86
servant-leadership
focuses on increased service to others rather than oneself
87
laissez-faire leadership
represents a general failure to take responsibility for leading
88
situational theories
propose that the effectiveness of a particular style of leader behavior depends on the situation
89
contingency theory
based on the premise that a leader's effectiveness is contingent on the extent to which a leader's style fits or matches characteristics of the situation at hand
90
path-goal theory
holds that leader behaviors are effective when employees view that as a source of satisfaction or as paving the way to future satisfaction
91
charisma
form of interpersonal attraction that inspires acceptance, devotion, and enthusiasm
92
transformational leaders
transform followers to pursue organizational goals over self-interests
93
inspirational motivation
includes the use of charisma, involves establishing an attractive vision of the future, the use of emotional arguments, and exhibition of optimism and enthusiasm
94
idealized influence
instills pride, respect, and trust within employees
95
individualized consideration
entails behaviors associated with providing support, encouragement, empowerment, and coaching to employees
96
intellectual stimulation
involves behaviors that encourage employees to question the status quo and to seek innovative and creative solutions to organizational problems
97
leader member exchange (LMX) theory
based on the assumption that leaders develop unique one to one relationships with each of the people reporting to them
98
forecasting
attempts to determine the supply of and demand for various types of human resources to predict areas within the organization where there will be labor shortages or surpluses
99
trend analysis
constructing and applying statistical models that predict labor demand for the next year, given relatively objective statistics from the previous year
100
leading indicators
objective measures that accurately predict future labor demand
101
transitional matrix
chart that lists job categories held in one period and shows the proportion of employees in each of those job categories in a future period
102
core competency
set of knowledge and skills that make the organization superior to competitors and create value for customers
103
downsizing
planned elimination of large numbers of personnel with the goal of enhancing the organization's competitiveness
104
outsourcing
contracting with another organization to perform a broad set of services
105
workforce utilization review
comparison of the proportion of employees in protected groups with the proportion that each group represents in the relevant labor market
106
training
an organization's planned efforts to help employees acquire job related knowledge, skills, abilities and behaviors, with the goal of applying these on the job
107
instructional design
process of systematically developing training to meet specified needs
108
learning management system LMS
computer application that automates the administration, development, and delivery of training programs
109
needs assessment
process of evaluating the organization, individual employees, and employees' tasks to determine what kinds of training, if any, are necessary
110
organization analysis
process for determining the appropriateness of training by evaluating the characteristics of the organization
111
person analysis
process of determining individuals' needs and readiness for training
112
task analysis
process of identifying and analyzing tasks to be trained for
113
readiness for training
combination of employee characteristics and positive work environment that permit training
114
e-learning
receiving training via the internet or the organization's intranet
115
electronic performance support system EPSS
computer application that provides access to skills training, information, and expert advice as needed
116
on the job training OJT
training methods in which a person with job experience and skill guides trainees in practicing job skills at the workplace
117
apprenticeship
work study training method that teaches job skills through a combination of on the job training and classroom training
118
internship
on the job learning sponsored by an educational institution as a component of an academic program
119
simulation
training method that represents a real-life situation, with trainees making decisions resulting in outcomes that mirror what would happen on the job
120
avatars
computer depictions of trainees, which the trainees manipulate in an online role play
121
virtual reality
computer based technology that provides an interactive, three dimensional learning experience
122
experiential programs
training programs in which participants learn concepts and apply them by simulating behaviors involved and analyzing the activity, connecting it with real life situations
123
adventure learning
teamwork and leadership training program based on the use of challenging, structured outdoor activities
124
cross-training
team training in which team members understand and practice each other's skills so that they are prepared to step in and take another member's place
125
coordination training
team training that teaches the team how to share information and make decisions to obtain the best team performance
126
team leader training
training in the skills necessary for effectively leading the organization's teams
127
action learning
training in which teams get an actual problem, work on solving it and commit to an action plan, and are accountable for carrying it out
128
readability
difficulty level of reading materials
129
transfer of training
on the job use of knowledge, skills, and behaviors learned in training
130
communities of practice
groups of employees who work together, learn from each other, and develop a common understanding of how to get work accomplished
131
orientation
training designed to prepare employees to perform their jobs effectively, learn about their organization, and establish work relationships
132
diversity training
training designed to change employee attitudes about diversity and/or develop skills needed to work with a diverse workforce
133
employee development
combination of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers
134
protean career
career that frequently changes based on changes in the person's interests, abilities, and values and in the work environment
135
assessment
collecting information and providing feedback to employees about their behavior, communication style, or skills
136
myers briggs type indicator MBTI
psychological test that identifies individuals' preferences for source of energy, means of information gathering, way of decision making, and lifestyle, providing information for team building and leadership development
137
DiSC
brand of assessment tool that identifies individuals' behavioral patterns in terms of dominance, influence, steadiness, and conscientiousness
138
assessment center
typically an off-site location at which multiple raters or evaluators (assessors) evaluate employees' performance on a number of exercises, usually as they work in a group
139
leaderless group discussion
an assessment center exercise in which a team of 5-7 employees is assigned a problem and must work together to solve it within a certain time period
140
job experiences
combination of relationships, problems, demands, tasks and other features of an employee's jobs
141
transfer
assignment of an employee to a position in a different area of the company, usually in a lateral move
142
downward move
assignment of an employee to a position with less responsibility and authority
143
promotion
assignment of an employee to a position with greater challenges, more responsibility, and more authority than in a previous job, usually accompanied by a pay increase
144
externship
employee development through a full-time temporary position at another organization
145
sabbatical
leave of absence from an organization to renew or develop skills
146
mentor
an experienced, productive senior employee who helps develop a less-experienced employee (protégé)
147
coach
a peer or manager who works with an employee to motivate the employee, help him or her develop skills, and provide reinforcement and feedback
148
self-assessment
use of information by employees to determine their career interests, values, aptitudes, behavioral tendencies, and development needs
149
feedback
information employers give employees about their skills and knowledge and where these assets fit into the organization's plans
150
glass ceiling
circumstances resembling an invisible barrier that keep most women and minorities from attaining the top jobs in organizations
151
succession planning
process of identifying and tracking high potential employees who will be able to fill top management positions when they become vacant
152
parent country
country in which an organization's headquarters is located
153
host country
country in which an organization operates a facility
154
third country
country that is neither parent nor host of an employer
155
expatriates
employees assigned to work in another country
156
international organization
an organization that sets up one or a few facilities in one or a few foreign countries
157
multinational company
an organization that builds facilities in a number of different countries in an effort to minimize production and distribution costs
158
global organization
organization that chooses to locate a facility based on the ability to effectively, efficiently, and flexibly produce a product or service, using cultural differences as an advantage
159
transnational HRM system
type of HRM system that makes decisions from a global perspective, includes managers from many countries, and is based on ideas contributed by people representing a variety of cultures
160
culture shock
disillusionment and discomfort that occur during the process of adjusting to a new culture
161
cross-cultural preparation
training to prepare employees and their family members for an assignment in a foreign country
162
repatriation
process of preparing expatriates to return home from a foreign assignment
163
performance management cycle
setting accountabilities (beg)
development review (throughout)
performance review & rewards (end)
training & development and informal feedback (ongoing)
164
performance improvement plan
here's what has to happen in 30 days to keep your job
165
extraordinary leader model (Zenger and Folkman's 5 competencies model)
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Character
Personal capability
Focus on results
Interpersonal skills
Ability to lead organizational change
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166
9 GLOBE cultural dimensions
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power distance*
uncertainty avoidance*
institutional collectivism
in group collectivism*
gender egalitarianism*
assertiveness
future orientation*
performance orientation
humane orientation
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