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Flashcards in Power Point Outline Deck (18)
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1

Maslow’s Hierarchy of Needs

Pyramid

Self-
Actualization

Esteem/Belonging

Safety/Physiological

2

McClelland's Acquired Needs

Achievement
Affiliation
Power

3

Personality – State vs. Traits

Trait
Something that is consistent through time
Born with
Personality is typically a trait

State
Something that is momentary
They depend on a situation
Emotions are typically a state

4

Big Five Factor Model

Conscientiousness – Careful, dependable, self-disciplined

Agreeableness – Courteous, good-natured, empathetic, caring

Neuroticism – Anxious, hostile, depressed

Openness to experience – Sensitive, flexible, creative, curious

Extroversion – Outgoing, talkative, sociable, assertive
(Summarized by McShane, & Von Glinow, 2009)

5

Myers-Briggs Type Inventory

Extroversion – Introversion
Intuitive – Sensing
Thinking- Feeling
Judging – Perceiving
You form a four-letter type. For example in my profiles, I’ve come out as: INTJ and ENTJ.
Show figure 4.3, pg. 68 in Schemerhorn, et.al.

6

Personality Traits

Locus of Control – Extent to which a person feels he/she is able to control his/her on life

Machiavellianism – A high-Mach person typically approaches situations logically and thoughtfully and are capable of lying to achieve personal goals. People are rarely swayed by loyalty, friendships, past promises and are skillful in influencing others.

7

Transformational Leadership

Transactional – helps organizations attain their current objectives efficiently.
How? Rewards & punishment

Transformational leaders are “agents of change; they create, communicate, and model a shared vision and inspire followers to strive for that vision”
How? Inspiration

8

Team Design

Team Size
Diversity
Task Interdependence
Goals and Rewards
Team cohesiveness
Team building activities

9

Lowering Turnover

Turnover lowered with employee training
Individual and group incentives reduce turnover

Salaries paid primarily in commissions and bonuses lead to higher turnover

Employee Empowerment reduces turnover
High levels of communication lower turnover

10

Causes of Turnover

Quality of Supervision
Ineffective Communication
Working Conditions
Quality of Co-Workers
Inappropriate fit with company culture
Low pay and few benefits

Lack of clear definition of responsibilities
No direction on what to do
Commercialized expectations
No career ladder
Changes in leadership
Change in Philosophy or Practices

11

Short-Term Remedies for Turnover

Surface the organization’s culture
Find out why employees leave
Find out why employees stay
Ask employees what they want
Give employees a voice

12

Long-Term Remedies

Develop Socialization programs
Develop training programs in additional languages
Establish Career Paths
Implement partner/profit-sharing programs

13

Approaches to Administering Discipline

Hot Stove Approach
Progressive Discipline
Preventive Discipline

14

BARS and MBO Explained

Behaviorally Anchored Rating Scales (BARS) – Measures performance against an objective . Specific behavior

Unorganized(1) 2 3 4 (5) Organized

Hostile (1) 2 3 4 (5) Friendly

MBO – Employee and supervisor set objectives at the beginning of a time period. Then they are evaluated based on accomplishment of objectives.

15

Rater Errors

Recency effect
Lacency effect
Central tendency
Leniency
Strictness
Rater bias
Halo or horn effect
Contrast error
Similar to / different than me
Sampling error

16

Challenges - Job Withdrawal Behaviors

Turnover
Absenteeism
More breaks
Decreased effort
Daydreaming
Others

17

Retirement Plans

401k & 403b – saves taxes today; pay at retirement
Traditional IRA – saves taxes today; pay at retirement
Roth IRA – pay taxes today; don’t pay taxes at retirement
Retirement age: 59 ½

18

Designing a Pay Strategy

Internal Alignment
How does the pay compare across different hierarchical levels within the organization?

External Competitiveness
How does pay compare to other firms?

Employee Contributions
What behaviors are rewarded? How?

Management off the pay system
How easy / difficult it is to understand. How to implement strategy?