...PART THREE TRAINING AND DEVELOPMENT | | | | | | |CHAPTER | |T Eight | | | | | | | | | |Training and Developing |8 | | |Employees | | | |Lecture Outline | | | |Strategic Overview |In Brief: This chapter is devoted to the issue of | | |Orienting Employees |ongoing training and development of employees. Needs | | |The Training Process |analysis, techniques, purposes, and evaluation are...
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...PART THREE TRAINING AND DEVELOPMENT | | | | | | |CHAPTER | |T Eight | | | | | | | | | |Training and Developing |8 | | |Employees | | | |Lecture Outline | | | |Strategic Overview |In Brief: This chapter is devoted to the issue of | | |Orienting Employees |ongoing training and development of employees. Needs | | |The Training Process |analysis, techniques, purposes, and evaluation are...
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...performance. 2. Describe four content motivation theories. 3. Describe two process motivation theories. 4. State how reinforcement is used to increase performance. 5. List the four steps in the model for giving praise. 6. Identify the four parts of the model for writing objectives. 7. Explain the three steps of managing by objectives. 8. State ways to enrich, design, and simplify jobs. 9. Explain possible limitations of using motivation theories outside North America. 10. Define the following 16 key terms (in order of appearance in the chapter): motivation performance formula content motivation theories needs hierarchy two-factor theory manifest needs theory process motivation theories expectancy theory CHAPTER OUTLINE The Importance of Motivation What Is Motivation and Why Is It Important? How Motivation Affects Behavior, Human Relations, and Performance Copyright © 2008 by The McGraw-Hill Companies. All rights reserved. equity theory reinforcement theory giving praise objectives management by objectives (MBO) job enrichment job design job simplification Content Motivation Theories Schedules of Reinforcement Organizational Reinforcement for Getting Employees to Come to Work and to Be on Time Motivation Techniques Giving Praise Needs Hierarchy Objectives and MBO ERG Theory Job Enrichment Two-factor Theory Job Design Manifest Needs Theory Putting the Motivation Theories Together How Organizations Meet Employee...
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...PART TWO RECRUITMENT AND PLACEMENT | | | | | | |CHAPTER | |T Seven | | | | | | | | | | |7 | | |Interviewing | | | |Candidates | | | |Lecture Outline | | | |Strategic Overview |In Brief: This chapter gives an overview of types of | | |Basic Features of Interviews |interviews and their features. It discusses...
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...valuable information on pricing, previous editions, changes to current editions, and alternate formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for materials in your areas of interest. Copyright 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Licensed to: CengageBrain User Leadership: Theory, Application, & Skill Development, Fifth Edition Robert N. Lussier, Christopher F. Achua Vice President of Editorial, Business: Jack W. Calhoun Publisher: Erin Joyner Acquisitions Editor: Scott Person Senior Developmental Editor: Julia Chase Marketing Manager: Jonathan Monahan Marketing Coordinator: Julia Tucker Media Editor: Rob Ellington Manufacturing Planner: Ron Montgomery Senior Art Director: Stacy Jenkins Shirley Rights Acquisition Director: Audrey Pettengill Interior Design, Production Management, and Composition: PreMediaGlobal Cover Designer: Red Hangar Design LLC Cover Image: © John Kershner, Shutterstock © 2013, 2010 South-Western, Cengage Learning ALL RIGHTS RESERVED. No part...
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...Income and Expenses, Provisions, Contingent Liabilities Accounting Standards and Applicability: Disclosure of Accounting Policies (AS-1), Valuation of Inventories (AS-2), Depreciation Accounting (AS-6), Income Recognition & Accrual Income (AS-9), Accounting of Fixed Assets (AS-10), Accounting for Intangible Assets (AS-26), Accounting for Investments (AS-13), 7 7 17 III IV V Preparing and Understanding Financial Statements : Corporate Balance sheet, Profit and Loss Account Funds Flow Analysis, Financial Statement Analysis & Contemporary Issues Students should select a particular company and do financial analysis of the same and prepare a report and give a presentation 7 7 8 18 18 Internal Evaluation (20 marks of CEC) 4. Teaching Method: The following pedagogical tools will be used to teach this course:...
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...Essentials of Organizational Behavior, 12e (Robbins/Judge) Chapter 1 What is Organizational Behavior? 1) Until the late 1980s, business school curricula emphasized the ________ aspects of management. A) ethical B) people C) technical D) human E) global Answer: C Explanation: C) Until the late 1980s, business school curricula emphasized the technical aspects of management, focusing on economics, accounting, finance, and quantitative techniques. Course work in human behavior and people skills received relatively less attention. Over the past three decades, however, business faculty have come to realize the role that understanding human behavior plays in determining a manager's effectiveness, and required courses on people skills have been added to many curricula. Diff: 1 Objective: Management and Leadership Quest. Category: Concept/Definitional LO: 1 2) Which of the following is not a reason why business schools have begun to include classes on organizational behavior? A) to increase manager effectiveness in organizations B) to help organizations attract top quality employees C) to expand organizations' consulting needs D) to improve retention of quality workers E) to help increase organizations' profits Answer: C Explanation: C) Understanding human behavior plays an important role in determining a manager's effectiveness. Developing managers' interpersonal skills helps organizations attract and keep high-performing employees. Positive social relationships...
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...tendency to regard one’s own culture as superior to others a. Geocentrism b. Polycentrism c. Ethnocentrism d. Egocentrism 2. It is the systemic study of job requirements & those factors that influence the performance of those job requirements a. Job analysis b. Job rotation c. Job circulation d. Job description 3. This Act provides an assistance for minimum statutory wages for scheduled employment a. Payment of Wages Act, 1936 b. Minimum Wages Act, 1948 c. Factories Act, 1948 d. Payment of Gratuity act, 1972 4. __________ is the actual posting of an employee to a specific job a. Induction b. Placement c. Attrition d. None 5. Broadening an individual’s knowledge, skills & abilities for future responsibilities is known as a. Training b. Development c. Education d. Mentoring 6. Change that is designed and implemented in an orderly and timely fashion in anticipation of future events a. Planned change b. Technology change c. Structural change d. None 7. It is a process for setting goals and monitoring progress towards achieving those goals a. Performance appraisal b. Performance gap c. Performance factor d. Performance management system 8. A method which requires the rates to provide a subjective performance evaluation along a scale from low to high a. Assessment centre b. Checklist c. Rating scale d. Monitoring 9. It is the sum of knowledge...
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...InsureCo’s Case Report TUTOR WORKSHOP TIME: DUE DATE: DATE SUBMITTED: Contents Contents 0 1.0 Executive Summary 1 2.0 Introduction 2 2.1 Report Topic 2 2.2 Limitations 2 2.3 Sources of Data 2 2.4 Organisation of Report 2 3.0 The Lack of Appropriate Planning for Change………………………………………..3 3.1 Lack of Contingency Planning 3 4.0 Insufficient Investment in Leadership and Team Building 4 4.1 Transactional Leadership 4 4.2 Transformational Leadership 5 5.0 Transformational Leadership, Work Engagement and Emotional Intelligence 6 5.1 Work Engagement………………………………………………………………………...….6 5.1.1 Application to Case 6 5.2 Emotional Intelligence……………………………………………………………………….7 5.2.1 Application to Case 7 6.0 Ineffective Design of Reward System 8 6.1 Reward System in Today’s Context 8 6.2 Ineffective Reward system 8 6.2.1 Application to Case 9 7.0 Recommendations 9 8.0 Conclusions 10 9.0 References 12 10.0 Appendices 17 10.1 Appendix 1: SWOT Analysis 17 10.2 Appendix 2: Add-on Effect of Transformational Leadership 18 10.3 Appendix 3: Organisation’s Life Cycle and its Leadership Requirements………………….19 1.0 Executive Summary InsureCo has met with several consequences that have adversely affected the company’s overall productivity, turnover rate, compensations costs and workplace engagement. It is imperative for the executives to understand the underlying causes behind these detriments to better the prospects of this company. If these...
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...Organizational Behavior, 16e, Global Edition (Robbins/Judge) Chapter 3 Attitudes and Job Satisfaction 1) ________ refers to evaluative statements or judgments concerning objects, people, or events. A) Attitude B) Behavior C) Appearance D) Demeanor E) Performance Answer: A Explanation: A) Attitudes are evaluative statements, either favorable or unfavorable, about objects, people, or events. They reflect how one feels about something. LO: 1 Difficulty: Easy Quest. Category: Concept Learning Outcome: Define organizational behavior and identify the variables associated with its study 2) The statement, "A person who eats meat and then fights for animal rights demonstrates double standards" is an evaluative statement. Such an opinion constitutes the ________ component of an attitude. A) cognitive B) affective C) reflective D) behavioral E) reactive Answer: A Explanation: A) The cognitive component of an attitude is a description of, or belief in the way things are, which is exemplified in the statement, "A person who eats meat and then fights for animal rights demonstrates double standards." LO: 1 Difficulty: Moderate Quest. Category: Concept Learning Outcome: Describe the factors that influence the formation of individual attitudes and values 3) Which of the following statements represents the cognitive component of attitude? A) I have decided to inform my supervisor that I will be quitting my job. B) I intend to work during the weekend...
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...PART 1 – ANALYSIS OF THE CURRENT SITUATION: Summary: The current leadership situation is horrible at the company. The sales for the Willamette Company have been slowing down in the past couple of years because of bad customer service (Garlington). John went through the paper work and found that the sales people seem to leave off the specifications and the designers have to spend hours on the phone to understand what the client customer actually wants the machine to be able to do. The company loses time and money to clarify these specifications, and they occasionally need to pay additional costs due to differences in prices for parts so they can meet the changed specifications. Also, the sales people are not asked to correct their mistakes. John also, found a letter addressed to Fred, the previous boss, indicating one of the CAD designers had quit the company due to “…ongoing management harassment AND complete lack of training for the sales people, who do not know how to write a design specification for a standard hydraulic pump” (Garlington). John has been very successful in leading the team. He had a good relationship with all his employees in the past and doesn’t want that to change in this company. He has realized that in that this team was not in very good hands in the past, and they were under a strict supervision. The employees are used to being told what to do otherwise they don’t know what needs to be done. Their previous leader kept everything under his control. John...
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...| |b. |the designing of organizational systems to ensure that human talent is used effectively to accomplish organizational | | |goals. | |c. |the use and coordination of human capital to ensure the profitability and survival of the organization. | |d. |the design of the organization and its systems in order to achieve the goals of the organization. | ANS: B PTS: 1 DIF: Easy REF: p. 4 OBJ: 1 NAT: AACSB Reflective Thinking LOC: HRM TOP: Definitional 2. HR metrics must be linked to |a. |statistical analyses. | |b. |industry outcomes. | |c. |business performance. | |d. |employee satisfaction. | ANS: C PTS: 1 DIF: Easy REF: p. 4 OBJ: 1 NAT: AACSB Reflective Thinking LOC: Creation of Value TOP: Conceptual 3. All of the following are types of organizational assets EXCEPT |a. |social. | |b. |human...
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...Preface xxiii Acknowledgments xxvii Introduction to Human Resource Management 2 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? What Is Human Resource Management? 4 Why Is Human Resource Management Important to All Managers? 5 Line and Staff Aspects of Human Resource Management 6 Line Managers' Human Resource Duties 6 Human Resource Manager's Duties 7 New Approaches to Organizing HR 9 Cooperative Line and Staff HR Management: An Example 9 Moving from Line Manager to HR Manager 10 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 10 Globalization and Competition Trends 11 Indebtedness ("Leverage") and Deregulation 12 Technological Trends 12 Trends in the Nature of Work 13 Workforce and Demographic Trends 14 Economic Challenges and Trends 15 IMPORTANT TRENDS IN HUMAN RESOURCE MANAGEMENT 16 The New Human Resource Managers 16 Strategic Human Resource Management 18 High-Performance Work Systems 19 Evidence-Based Human Resource Management 19 19 • EVIDENCE-BASED HR: Why Should You Be Evidence-Based? Managing Ethics 20 HR Certification 20 THE PLAN OF THIS BOOK 21 The Basic Themes and Features 21 CHAPTER CONTENTS OVERVIEW 22 Part 1: Introduction 22 Part 2: Recruitment and Placement 22 Part 3: Training and Development 22 Part 4: Compensation 23 Part 5: Employee Relations 23 The Topics Are Interrelated 23 4 VII viii CONTENTS CHAPTER SECTION SUMMARIES 24 DISCUSSION QUESTIONS 24 INDIVIDUAL AND GROUP ACTIVITIES 25 EXPERIENTIAL EXERCISE: HELPING "THE DONALD" 25...
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...training subordinates? A) mentoring B) coaching C) appraising D) grading E) recruiting Answer: B Explanation: Coaching means educating, instructing, and training subordinates. Mentoring means advising, counseling, and guiding. Recruiting refers to searching for job candidates. Diff: 1 Page Ref: 344 Chapter: 10 Objective: 1 Skill: Concept 2) The process of advising, counseling, and guiding employees is known as ________. A) coaching B) appraising C) assessing D) mentoring E) training Answer: D Explanation: Mentoring means advising, counseling, and guiding. Coaching means educating, instructing, and training subordinates. Both coaching and mentoring skills are needed for appraising employees, but appraising and assessing refer to rating an employee. Diff: 1 Page Ref: 344 Chapter: 10 Objective: 1 Skill: Concept 3) ________ focuses on helping an employee make long-term career plans, while ________ addresses an employee's short-term job skills. A) Mentoring, coaching B) Coaching, mentoring C) Recruiting, coaching D) Recruiting, mentoring E) Mentoring, recruiting Answer: A Explanation: Mentoring means advising, counseling, and guiding an employee towards long-term career goals. Coaching means educating, instructing, and training subordinates in performing short-term job-related skills. Recruiting refers to searching for job candidates. Diff: 2 Page Ref: 344 Chapter: 10 Objective: 1 Skill: Concept 4) You have been assigned to coach...
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...performance management tools List and briefly discuss the purposes for performance appraisals Identify and briefly discuss the options for “what” is evaluated in a performance appraisal Briefly discuss the commonly used performance measurement methods and forms Identify and briefly discuss available options for the rater/evaluator Briefly discuss the value and the drawbacks of a 360° evaluation Identify some of the common problems with the performance appraisal process Identify the major steps we can take to avoid problems with the appraisal process Briefly discuss the differences between evaluative performance reviews and developmental performance reviews Define the following terms: Performance management Performance appraisal Motivation Traits Behaviors Results Critical incidents method Management by Objectives (MBO) method Narrative method or form Graphic rating scale form Behaviorally Anchored Rating Scale (BARS) form Ranking method 360° evaluation Bias Stereotyping Electronic Performance Monitoring (EPM) Chapter 8 Outline Performance Management Systems Performance Management Versus Performance Appraisal The Performance Appraisal Process Accurate Performance Measures Why Do We Conduct Performance Appraisals? Communicating Decision Making (Evaluating) Motivating (Developing) Evaluating and Motivating (Development) What Do We Assess? Trait Appraisals Behavioral Appraisals Results/Outcomes Appraisals Which Option Is Best? How Do We Use Appraisal Methods and Forms? Critical Incidents...
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