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For this assignment each question answers should be 150 words for each question.

There is a notes relate to each question and each chapter notes.

Chapter 1

Question 1: Human Resource Management (150 words)

Training

If you are in charge of training and development, which training option or options -such as on-the-job training, cross training, classroom, mentoring- would you be likely to choose for your company's production line manager? A customer service representative? An entry-level accountant?

Chapter 2

Question 2: Dynamics of Behavior (150 words)

Attribution

Actions for Attribution

Explain the differences between fundamental attribution error and self-serving bias. Find an example to show the differences between fundamental attribution error and self-serving bias.

Chapter 3

Question 3: Leadership (150 words)

Virtual Leader

Actions for Virtual Leader

What skills or abilities does a manager need to lead effectively in a virtual environment? Do you believe a leader with a consideration style or an initiating structure style would be more successful as a virtual leader? Explain.

Chapter 1)

Human Resource Management

10 Best Companies to Work For

· Fortune 2012

· Google

· Boston Consulting Group

· SAS Institute

· Wegmans Food Markets

· Edward Jones

· NetApp

· Camden Property Trust

· Recreational Equipment (REI)

· CHG Healthcare Services

· Quicken Loans

Google

· Rank: 1

· What makes it so great?

· Everything was up at Google last year -- revenue, profits, share price, paid search clicks, hiring -- and so, too, was employee love; the search giant climbed three slots in our ranking to reclaim the top spot.

· The reason? Employees rave about their mission, the culture, and the famous perks of the Plex: bocce courts, a bowling alley, eyebrow shaping (for a fee) in the New York office. Then there's the food: some 25 cafés companywide, all gratis.

· Wrote one Googler: "Employees are never more than 150 feet away from a well-stocked pantry."

Google

Boston Consulting Group

· Rank: 2 (Previous rank: 2) What makes it so great?

· A perennial of the top five of our list, the global consultancy invests 100-plus hours and thousands of dollars to recruit each consultant; once hired, they earn an average of $139,000 a year.

Boston Consulting Group

SAS Institute

· Rank: 3 What makes it so great?

· Subsidized Montessori child care, unlimited sick time, intramural sports leagues, and a free health care center are just some of the perks at the software company's lushly landscaped campus.

Human Resource Management

Activities undertaken to attract, develop, and maintain an effective workforce within an organization.

The Strategic Approach to HRM

· All managers are involved in HRM

· Employees are assets and give a company its competitive edge.

· HRM is a matching process.

Strategic Human Resource Management Goals

Company Strategy

· HRM Environment

· Legislation

· Trends in society

· International events

· Changing technology

Attracting an Effective Workforce Matching Model

· An employee selection approach in which

· the organization and the applicant attempt to match each other’s needs, interests, and values

Attracting an Effective Workforce

Matching Model

· Company Needs

· Strategic goals

· Current & future competencies

· Market changes

· Employee turnover

· Corporate culture

· Employee Contributions

· Ability

· Education

· Creativity

· Commitment

· Expertise

Match with

· Company Inducements

· Pay and benefits

· Meaningful work

· Advancement

· Training

· Challenge

· Employee Needs

· Stage of career

· Promotion aspirations

· Personal values

· Outside interests

· Family concerns

Attracting an Effective Workforce

HR Planning

· Select the

· Candidate

· Choose Recruiting

· Sources

· Welcome New

· Employee

Human Resource Planning

· Forecasting of human resource needs and the projected matching of individuals with expected vacancies

· New technologies emerging?

· Volume of business likely next 5-10 years?

· Turnover rate, how much is avoidable, if any?

· What skills needed for each position?

· How many needed for each position?

· Temporary workers? Virtual workers?

Recruiting: Assessing Organizational Needs

· Job analysis

· A systematic process of gathering and interpreting information about the essential duties, tasks, and responsibilities of a job

· Job description

· Summary of the specific tasks, duties, and responsibilities

· Job specification

· Outline of the knowledge, skills, education, physical abilities, and other characteristics needed to adequately perform the job.

Recruiting

· Recruiting: activities or practices that define the desired characteristics of applicants for specific jobs

· Internal: promote-from-within policies

· External: recruiting newcomers from outside

· Advertisements

· School placement

· Referrals

· E-recruiting

Recruiting

· Legal considerations:

· EEO (Equal Employment Opportunity): Recruiting and hiring decisions can not discriminate on the basis of race, national origin, religion, or gender.

· Affirmative action: the use of goals, timetables, or other methods in recruiting to promote the hiring, development, and retention of protected groups (persons historically underrepresented in the workplace)

Selecting

· Selection

· Process of determining the skills, abilities, and other attributes a person needs to perform a particular job

· Validity

· Relationship between an applicant’s score on a selection device and his or her future job performance

Selecting

· Application forms and resumes

· References and background checks

· Selection tests

· Interviews

· Online checks

Interviewing An Applicant

Know what you want

Prepare a road map

Use open-ended questions

Do not ask irrelevant questions

Do not rush interview

Do not rely on your memory

Top Interview Blunders

· Communication skills

· Performance

· Attitude

· Appearance

· honesty

Interviews

Panel interviews: candidate meets with several interviewers who take turns asking questions – increases interview validity

Inappropriate or Illegal Questions

Testing and Assessment

· Employment Test: written or computer-based test designed to measure a particular attribute such as intelligence or aptitude

· Assessment Center: technique for selecting individuals with high managerial potential based on their performances on a series of simulated managerial tasks

Most valuable Selection tools for:

· 1. College professor

· 2. Assembly line worker

Developing an Effective Workforce

· Training

· Planned effort to facilitate employees’ learning of job-related skills and behaviors

· Performance appraisal

· Process of observing and evaluating an employee’s performance, recording the assessment, and providing feedback to the employee

Managing Talent

· Training and Development

· On-the-job Training

· Cross-training

· Corporate Universities

· Promotion from Within

· Mentoring and Coaching

Most valuable training tools for:

· 1. Production line manager;

· 2. Customer service representative;

· 3. Entry level accountant.

Performance Appraisal

· Steps

· Observing and assessing performance

· Recording the assessment

· Providing feedback to employee

Performance Appraisal

· 360° Feedback Process

· BARS – Behaviorally-anchored rating scale

Behavior Anchored Rating Scale

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Maintaining an Effective Workforce

· Compensation

· Wage and Salary Systems

· Job-based pay

· Skill-based pay

· Compensation Equity

· Pay for Performance (incentive pay)

· Benefits

· Termination

Most effective Compensation tools for:

· 1. textile manufacturing plant;

· 2. waitstaff in a restaurant;

· 3. salespeople in an insurance company.

Benefits

· Compensation packages are more than money

· Benefits required by law

· Social Security, Unemployment Compensation, Workers’ Compensation

· Optional benefits

· Health Insurance, Vacations, Daycare, Fitness Centers

· Employees are beginning to absorb more health insurance costs

Termination

Value of termination for maintaining an effective workforce is two fold

· Employees who are poor performers can be dismissed

· Employers can use exit interviews in a positive manner

The Changing Social Contract

Old Contract

New Contract

Employee

Job security A cog in the machine Knowing

· Employability,

· personal responsibility

· partner in business

· improvement Learning

Employer

Traditional compensation package Standard training program Routine jobs Limited information

· Continuous learning,

· lateral career movement,

· Creative development opportunities Challenging assignments Information and resources

Innovations in HRM

· Tele-computing

· Temporary and part-time employees

· Virtual teams

Chapter 2

Understanding Individual Behavior

Learning Objectives

· Attitudes

· Job satisfaction, organizational commitment

· Perception

· Attribution

· Personality

· Emotion

· Learning

· Stress Management

Attitudes

· An evaluation—either positive or negative—that predisposes a person to act in a certain way

· Managers need to understand employee attitudes for job behavior

· Managers want to develop and reinforce positive attitudes

· Positive, happy people are healthier, more effective, and more productive

Attitudes

· An evaluation—either positive or negative—that predisposes a person to act in a certain way

· Managers need to understand employee attitudes for job behavior

· Managers want to develop and reinforce positive attitudes

High-Performance Work Attitudes

· Job Satisfaction:

· positive attitude toward one’s job

· Organizational Commitment

· loyalty to and heavy involvement in one’s organization

· Organizational Citizenship

· Tendency of people to help one another and put in extra effort

· that goes beyond job requirements

· to contribute to the organization’s success

· Turnover

14.2 - Rate Your Job Satisfaction

Conflicts Among Attitudes

· Cognitive Dissonance:

· Condition in which two attitudes or a behavior and an attitude conflict

· Cognitive Dissonance Theory

· Leon Festinger – 1950s

· People seek to minimize dissonance and the discomfort it causes

Perception

· Cognitive process people use to make sense out of the environment by

· Selecting

· Organizing

· Interpreting information

The Perception Process

Perception—What do You See?

Stereotyping

Common Perceptual Distortions

professor stereotype

Tendency to assign an individual to a group or broad category and then attribute generalizations about the group to the individual

Halo Effect

Common Perceptual Distortions

Overall impression of a person or situation based on one characteristic, either favorable or unfavorable

Attributions

· Judgments about what caused a person’s behavior—either characteristics of the person or of the situation

· Internal attribution: characteristics of the person led to the behavior

· External attribution: something about the situation caused the person’s behavior

· As people organize what they perceive, they often draw conclusions

Attribution Biases

· Fundamental Attribution Error

· tendency to underestimate the influence of external factors on another’s behavior and to overestimate the influence of internal factors

· Self-serving Bias

· tendency to overestimate the contribution of internal factors to one’s successes and the contribution of external factors to one’s failures, in other words

· Tendency to give too much credit for oneself when a job is done well, and blaming external factors for failure to perform

Personality Traits

· Extroversion

· Agreeableness

· Conscientiousness

· Emotional Stability

· Openness to Experience

14.6 - The Big Five Personality Traits

Attitudes and Behaviors Influenced by Personality

· Locus of Control – whether an individual places success and failure within oneself or on outside forces.

· Authoritarianism – power and status differences should exist within the company.

· Machiavellianism – Focus on acquiring power

· Different problem-solving styles and approaches:

· Myers-Briggs Type Indicator assessment

Four Problem-Solving Styles

Emotions

· A mental state that arises spontaneously within a person based on interactions

· People cannot be separated from their emotions

· Managers can influence positive or negative emotions at work

· Emotional contagion

· Good managers pay attention to people’s emotions

Positive and Negative Emotions

Emotional Intelligence (EI)

· Self-awareness: being aware of what you are feeling

· Self-management: control disruptive or harmful emotions and balance one’s moods so they do not cloud thinking

· Social awareness: understand others and practice empathy

· Relationship awareness: connect to others, build positive relationships, respond to emotions of others, and influence others

Stress and Stress Management

· Stress

· physiological and emotional response to stimuli that place physical or psychological demands on an individual

Stress and Stress Management

· Challenge stress

· Stress that challenges and helps increase focus

· Threat stress

· Stress that is counterproductive

· Presenteeism – people go to work, but are too stressed to be productive

Stress and Stress Management

· Type B Behavior

· Pattern that lacks Type A characteristics and includes more balanced, relaxed lifestyle

· Type A Behavior

· Pattern characterized by extreme competitiveness, impatience, aggressiveness, and devotion to work

Causes of Work Stress

· Job Tasks Demands

· Time pressure;

· Serous consequences;

· Physical Demands

· Role ambiguity (unclear about what task behaviors are expected)

· Interpersonal Demands: role conflict (incompatible demands of different roles)

Innovative Responses to Stress Management

· Destroy sources of stress

· Find support

· Meditate

· Quiet rooms

· Wellness programs

· Training programs

· Manager intervention

· Work/life balance initiatives

Chapter 3

Leadership

Nature of Leadership

The ability to influence people toward the attainment of organizational goals.

From Management to Leadership

· Good management is essential to organizations

· But, good managers must be leaders

· Management promotes stability, order, and problem solving

· Leadership motivates toward vision and change

· Leadership cannot replace management, there should be a balance of both

Leader and Manager Qualities

Leadership Traits

· Early research on leadership focused on traits

· Great Man Approach to leadership

· Traits are reemerging as a leadership interest

· Effective leaders possess varied traits and combine these with their strengths

Personal Characteristics of Leaders

Behavioral Approaches to Leadership

· Defined two leadership behaviors:

· Task-oriented behavior

· People-oriented behavior

· Ohio State Studies

· Consideration: people-oriented behavior

· Initiating structure: task-behavior that directs work activities

· Michigan Studies

· Employee-centered leaders: focused on subordinates human needs

· Job-centered leaders: meeting schedules, keeping costs low and achieving productivity

· The Leadership Grid

· Built on both Ohio State and Michigan Studies

· Two-dimensional grid w/ five major management styles

The Leadership Grid

High

· 1,9

· Country Club Management

· Thoughtful attention to the

· needs of people for satisfying

· relationships leads to a com-

· fortable, friendly organization

· atmosphere and work tempo.

· 9,9

· Team Management

· Work accomplishment is from

· committed people; interdependence

· through a “common stake” in

· organization purpose leads to

· relationships of trust and respect.

5,5

· 5,5

· Middle-of-the-Road Management

· Adequate organization performance is

· possible through balancing the necessity

· to get out work with maintaining morale of

· people at a satisfactory level.

Concern for People

· Authority-Compliance

· Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree. 9,1

· Impoverished Management

· Exertion of minimum effort

· to get required work done

· is appropriate to sustain

· organization membership.

· 1,1

Low

Concern for Production

High

Low

Contingency Approaches

· How do situations influence leader effectiveness?

· Situational Model of Leadership

· Leadership Model (Fiedler)

· Substitutes for leadership concept

Situational Theory of Leadership

· Extension of behavioral theories

· Focus on characteristics of followers

· Seek appropriate leadership behavior

· Leadership is based on relationship with followers and readiness level of followers

The Situational Model of Leadership

Fiedler’s Classification of Situation Favorableness

· Leaders needs to know

· Whether they have a relationship- or task-oriented style

· Should diagnose the situation and determine the favorableness of the following three areas

· Leader-member relationships

· Task structure

· Leader position power

How Leader Style Fits the Situation

Substitutes for Leadership

· There are situations where leader style is unimportant

· There are situations and variables that can substitute or neutralize leadership characteristics

· A substitute for leadership makes the leadership style unnecessary or redundant.

· A neutralizer counteracts the leadership style and prevents the leader from displaying certain behaviors.

Substitutes and Neutralizers for Leadership

Charismatic Leadership

· Leadership can inspire and motivate people

· Charismatic Leaders

· Lofty visions

· Ability to understand and empathize

· Empowering and trusting subordinates

· Charismatic leaders are less predictable and create an environment of change

Transformational versus Transactional Leadership

· Transformational

· Innovative

· Recognize follower needs

· Inspire followers

· Create a better future

· Promote significant change

· Transactional

· Clarify tasks

· Initiate structure

· Provide awards

· Improve productivity

· Hard working

· Tolerant & fair-minded

· Focus on management

Contemporary Leadership

· Leadership evolves as the needs of the organization change

· Leadership has evolved with technology, economic, labor, social, and cultural changes

· Responding to the turbulence and uncertainty of the environment

· Four approaches for today’s turbulent times:

· Level 5 Leadership

· Servant Leadership

· Authentic Leadership

· Interactive Leadership (gender differences)

Level-Five Hierarchy

Servant Leadership

· Work exists for the development of the worker

· Servant leaders transcend self-interest to serve others

· Servant leaders give away power, ideas, information, recognition, credit, and money

Authentic Leadership

· Leaders who know and understand themselves

· Inspire trust and commitment

· Staying true to one’s values and beliefs

· Respect diverse viewpoints

· Espouse and act with higher order ethical values

· Encourage collaboration

· Help others learn, grow, and develop as leaders

Components of Authentic Leadership

Interactive Leadership

· Derived from studies of female leaders (gender differences)

· Consistent with Level 5 leadership

· Consensual and collaborative

· Influence derived from relationships

15.3 Gender Differences in Leadership Behaviors

Sources of Power

· Legitimate Power: power coming from a formal management position.

· Reward Power: stems from the authority to bestow rewards on other people.

· Coercive Power: the authority to punish or recommend punishment.

· Expert Power: leader’s special knowledge or skill regarding the tasks performed by followers.

· Referent Power: personality characteristics that command subordinates’ identification, respect, and admiration so they wish to be like the leader.

Power and Influence

Both leaders and followers use power to get things done

· Position Power

· Legitimate Power

· Reward Power

· Coercive Power

· Personal Power

· Expert Power

· Referent Power

· Other Sources of Power

· Personal Effort

· Network of Relationships

· Information

Interpersonal Influence Tactics

· Use rational persuasion.

· Use facts, data, and logical argument to persuade others and show a proposal or request is feasible and relevant for attaining important task objectives.

· Exchange:

· Offer an incentive, suggests an exchange of favors, or indicate willingness to reciprocate at a later time if the target will do what the agent requests.

· Collaboration:

· Offer to provide relevant resources and assistance if the target will carry out a request or approve a proposed change.

· Ingratiation:

· Use praise and flatter before or during an influence attempt or express confidence in the target’s ability to carry out a difficult request.

· Pressure:

· Use demands, threats, frequent checking, or persistent reminders to influence the target person.

· Coalition:

· Seek the aid of others to persuade the target to do something or uses the support of others as a reason for the target to agree.

· Legitimating:

· Seek to establish the legitimacy of a request or verify the authority to make it by referring to rules, formal policies, or official documents.

· Consultation:

· Encourage the target to suggest improvements in a proposal or to help plan an activity or change for which the target person’s support and assistance are desired.