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4 |
B=f(P,E) |
Human Behaviour
is a function of the person and the environment |
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41 |
Behaviour
Anchored Rating Scale(BARS) |
Provides
concrete examples of behaviours for different levels of performance. Participative procedure utilizes the input
of supervisors and employees rated by the system. Pool of highly meaningful item describing effective and
ineffective job behaviours. Provide
meaningful examples of possible behaviours related to a particular
performance dimension. The clarity of
the behaviours improves employees’ understanding of their job expectations
and helps them achieve higher performance. |
|
36 |
Behaviour
Modification ( B Mod) |
Process Theory
B.F. Skinner. Cognitive
motivation theories posit that behaviour is a function of internal needs and
motives. B Mod states
that external or environmental consequences determine behaviour. Major benefit is
focuses on observable employee behaviour which can be measured and used to
improve motivation and performance Main principal 4
methods of reinforcement Both positive
and negative reinforcements strengthen behaviour. Positive reinforcement - a pleasant outcome is obtained
Negative
reinforcement – an unpleasant consequence is avoided. (Successfully avoided an unpleasant
consequence) Extinction a
pleasant consequence is removed or a neutral consequence occurs.(this weakens
behaviour) Punishment
occurs when an unpleasant consequence is presented. Punishment and
extinction both weaken behaviour Each is called a
contingency of reinforcement. |
49
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Control Organisational
Structure
|
Mechanisms used
to keep actions and outcomes within predetermined limits.
Setting work
standards, measuring results against plan and initiating corrective action. Process
oriented Control similar
to scientific management job design Results oriented
Control similar to MB |
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Co-ordination
Organisational
Structure
|
Is concerned
with linking together the actions of employees and their work units
throughout the organization.
Links Sub
Units:
Vertical Co-ordination – link between
levels, decrease task uncertainty
Teams and task-forces
Direct supervision Standardize work process Standardize output Performance Appraisal Create MIS Horizontal
Co-ordination orderly processing workflow, work units integrated more
effectively Direct contact Liaison roles Horizontal task forces Permanent teams to manage recurring
workflow problems |
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20 |
Distress |
Is the
dysfunctional result of stress. |
47
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Enlarged
|
Job Range
to make
larger
to give
greater scope to
|
46
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Enriched
|
To enhance,
To make rich or richer especially by the addition or increase of some
desirable quality, attribute, or ingredient <the experience will enrich
your life>:
|
34
|
Equity Theory
|
Process Theory
Employee’s
Rewards compared to Other’s rewards Employee’s efforts
Other’s efforts
|
|
21 |
Eustress |
Is the
successful adaptation to stress in the work setting or a degree of stress
that does not exceed our personal capacity to cope with stress. |
|
35 |
Expectancy
Theory |
Process Theory
It specifies the
relationship between, effort, performance and rewards. Articulates the
significance of expectancy, instrumentality and valence. Sensitive to individual differences and
organizational factors. Valence is defied as personal attractiveness of
different outcomes. Two classes of
outcomes First level –
result of expending effort in some directed way Second level –
after first-level outcomes and are direct result of achieving, or not
achieving first level outcomes – examples = pay raise Instrumentality is personal belief that first-level
outcome lead to second-level outcomes. |
8
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Extroversion
|
Social
stimulation high see Introversion |
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39 |
Forms of Validity |
Content Validity – performance
appraisal measure and its administration are logically related to the aspects
of performance being measured.
Supervisor and employees agree that the dimensions of performance
measured are related to actual job behaviours. Empirical
Validity –
Performance measures are statistically related to other important work
outcomes. An analysis show that
scores on the performance dimensions are related to quantitative measure of
output. Construct
validity – The
performance appraisal system logically derives from a model or theory of
performance behaviour and motivation.
An organization develops its appraisal program from the expectancy
theory of motivation. Convergent
validity – Multiple
measures of the same performance dimension yield equivalent scores. Observation methods correlate highly with
paper and pencil measures of performance. Discriminant
validity – Measures
of performance using the same method produce different scores for different
aspects of performance. |
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22 |
General
Adaptation Syndrome |
ALARM – body and
mind prepare to fight or adjust tohe stressor RESISTANCE –
body tries to re-establish a normal state using resources to adapt to the
stressor EXHAUSTION –
After chronic exposure to stressor the body begins to wear down. Stress related illness may result. |
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33 |
Herzberg’s two
factor Theory of Motivation |
Content Theory
Hygiene’s – components of job context –status maintenance
factors ie pay, supervision, work environment job security company policies Motivators
- work itself, promotion, challenges,
achievement, growth, responsibility, recognition |
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Horizontal
job loading
|
Improve
employee motivation and performance
See Job Range
|
|
27 |
Human Behaviour |
Rests on the
basic concepts of needs and motives.
A need is an experienced state of deficiency that pushes one’s
behaviour. Examples of needs are
hunger, thirst and belongingness. A
motive pulls one’s behaviour in a predictable direction. |
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16 |
Instrumental
Values |
Are the means to
achieve goals by using acceptable behaviour to achieve an end state.. |
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9 |
Introversion |
Prefer less
external ‘social noise’ see Extroversion |
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40 |
Job Analysis |
Focuses on the
content of what employees actually do at work as a basis for extracting
dependable performance measures. Produces a set
of primary duties for each employee, which are documented in the job
description. Produces a clear specification
employee characteristic and experience qualifications (skills) to perform the
job adequately. |
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Job Depth
|
The amount
of discretion, which a person has to select various job procedures to
accomplish work.
Changes which
influence the planning and doing components of
work. – Vertical job loading Direct feedback on performance Opportunity to learn new skills
Influence Schedule of Work Job fit personality of the holder Control over job resources Personal Accountability should increase |
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14 |
Job involvement |
Develops through
one’s job affects employee’s self worth and desire to participate in
work-related decisions. Employees can have job involvement without being
committed to the organization. |
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Job Range
|
Refers to the number of tasks
an employee performs
Improve employee motivation and performance. – Horizontal job
loading
Job
rotation
Rotation to
similar positions will not be much of a motivator. Job
enlargement Greater demands
on employee than job rotation Frequently
requires learning new skills
Cross
training Skill-based
learning Acquire
new work skills
Increase
workforce expertise Create
pressure on pay system
|
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12 |
Job Satisfaction |
A key work
attitude: it is a function of
employee perceptions of events at work. It is composed
of facets which are extremely sensitive to employees’ perceptions of work
setting, reward, supervision job demands.
Each facet is really an attitude An attitude is a
predisposition acquired through experience, to respond to people objects or
institutions in a positive or negative way.
More specifically, the facets of job satisfaction are attitudes which
focus on 1) work itself 2) pay 3) fellow workers 4) supervisor,5) promotion.
An employee my be very satisfied with one facet and unfulfilled with
another. Possible for importance of
any particular fact change as work events unfold. |
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18 |
Karoshi |
Japanese – means
sudden death by heart attack or stroke caused by too much work. |
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Leadership
|
Trait Theory
–
quality of a leader
Behaviour
Theory – Leaders actual
behaviour Initiating Structure – focus on group goals by stressing process
etc Consideration – focus on approachability,
supportiveness Contingency theory – Leader behaviour with the situation
Fiedler’s Contingency Theory –High
LPC and Low LPC House’s Path-Goal Theory – clarification of pathways between
subordinates performance and rewards they value. |
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7 |
Locus of Control |
One’s belief
about what causes outcomes in life Internals – believe themselves as the cause of
outcomes Externals – outcomes created by forces and events
outside themselves. |
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10 |
Machiavellism |
Need to
influence others to achieve one’s personal ends |
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1 |
Management |
The process of
planning, organizing, leading, and controlling the human, material and
financial resources of an organization |
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3 |
Manager 3 basic
components |
Technical - efficient use of resources Conceptual –
develop new systems and methods Human –
concerned with employee welfare |
|
2 |
Managers |
Responsible for
achieving organizational objectives through people. Achieve results by
supervising and motivating people in work organizations – Newer definition
have de-emphasized the; activities and focus on roles of ‘coaching’,
integrating, advocating, tracking forms of unit performance and allocating
resources among more autonomous employees or among their self directed teams. |
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Managers
|
Job in terms
of roles
Interpersonal Figurehead; leader; liaison Informational Monitor, Spokesperson Decisional Entrepreneur Disturbance Handler Resource allocator Negotiator |
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32 |
Maslow’s
Hierarchy |
Content Theory
á Self actualization - need to reach one’s fullest potential á Esteem – feel good about oneself and
respected by others á Social – Belongingness â
Safety and Security
â Physiological – food, water, shelter |
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26 |
Motivation |
Study of
motivation is extremely complex. It
stimulates employee behaviour to achieve organizational goals. Motivation sustains our behaviour and
keeps it systematic and focused. IT
directs responses towards the goals we value. |
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29 |
Motivation |
One of several
factors that influence performance.
Low motivation does not necessarily cause low performance. Progresses
through a sequence of need, behaviour and goal attainment. |
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31 |
Motivation
Theory |
Two types Content
theories – specifies those factors in individuals,
which stimulate, direct, sustain and stop behaviour – answers the question “What specific needs
cause motivation?” Process
theories - explains how behaviour is stimulated, directed,
sustained or stopped. Explains how
motivation occurs. |
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28 |
Motives |
Initiate,
sustain and channel behaviour. |
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13 |
Organisational
commitment |
Employee
agreement with organizational goals, willingness to exert effort on behalf of
the organization and desire to maintain membership |
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Organisational
Structure
|
Formalized practices
or framework controlling work behaviour and expectations of employees, Written rules do not ensure coordinated
effort and goal accomplishment to ensure these outcomes; managers must create
co-ordination and control.
See
Coordinate or Control Organisational Structure
|
|
30 |
Performance |
Always involves
the evaluation of a person’s behaviour on the job. |
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38 |
Performance
Appraisals |
AN
organization’s performance appraisal system is defined as a process, which
generates valid information about employee work effectiveness for the purpose
of making informed human resource decisions.
Organizations must evaluate employee performance for a number of
reasons. Must produce
results, which are both fair and accurate. |
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6 |
Personality |
Makes employee
unique, complex, multidimensional relatively permanent set of psychological
characteristics that influence individual’s behaviour |
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37 |
Punishment |
Is an unpleasant
consequence following behaviour. Much
of our behaviour is learned under the conditions created by naturally
occurring punishers. Quick, intense,
fair, focused, private, informative and not followed by rewards |
|
5 |
SOBC |
S – Stimulus –
ie light, sound job demand supervisor O – Organism –
characteristic of the person B - person’s Behaviour and actions C – Consequences
or outcomes |
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11 |
Socially
acquired needs |
Achievement – primary cause of entrepreneurial
behaviour Affiliation – needs energize supportive and
collaborative behaviour in work groups Power – Social – important managerial
quality
Power –
Personal – try to
dominate & control feel self confident by intimidate others. |
|
23 |
Stress – 3
Causes |
ENVIROMENTAL –
Economical, Political, Technological uncertainty ORGANISATIONAL –
Task, role, Interpersonal, Organizational structure, leadership demands |
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24 |
Stress – 3
Consequences |
PHYSIOLOGICAL –
headache, High blood pressure, Heart disease PSYCHOLOGICAL-
Sleep disturbance, Depression, anxiety, declines in job satisfaction BEHAVIOURAL –
Productivity level, Attendance, Quitting job, Accidents, substance abuse. |
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19 |
Stressors |
Refer to
objects, events and situations in our physical and social environment that
make a demand on our minds or bodies. |
|
17 |
Terminal Values |
The goals to be
achieved or the appropriateness of desired end states. |
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25 |
Type A behaviour |
Action-emotion
pattern characterized by competitiveness, impatience and hostility |
|
15 |
Values |
Deeper
psychological level than work attitudes they are more general and basic in
nature. Used to evaluate and judge
our own behaviour and the behaviour of others. Enduring belief that give us a sense of good or bad, right or
wrong. Terminal and Instrumental |
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Vertical job
loading
|
The planning and doing components of work
See Job Depth
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