course 14 human resource
Terms
undefined, object
copy deck
- motivation
- some inner drive implulse or intention that cuases a person to do something or act in a certain way
- theory y managers view subordinates as people capable of integrating ind goals with org goals.
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encourage innovation and creativity
decrease the use of controls
try to make the workers jobs more interesting, meet the workers higher level needs - physiologial
- these are the needs we need to physically survive such asair, food, water, rest, sleep ,shelter. basic bodily requirements
- safety and security
- these needs are to be free of the fear of phsical and emotional danger. its the need for self preservation. higly stressful jobs can frustrate satisafaction fo this need which is why good stress management is necessary.
- social
- need for affiliation, most people tend to be social in nature and desire some form of social contact.
- self esteem
- need for forms of recognition and impact our self concept, self confidence, prestige, pwoer, and control over our life
- self actualization
- is the level a person reaches when he or she maximizes potential.
- hygene factors
- things people need to prevent dissatisfaction they are things that are expected forr the job ex. salary, workers benefits, addequate training, clear instructions, rules, or regulations
- motivators
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used to satisfy workers
personal growth
opportunities to advance
personal recognition
autonomy
challenging work - a person with a high need for achievement
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likes a challenge
sets realistic and attainable goals
requests feedback about performance
works hard to get the job done - a person with a high need for power
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concerned with getting and keeping power over others
enjoys comeptition that allows them to control the situation
likes to engage in conflict with others
is atrracted to jobs with high levels of comepetition or that give them control - affiliation
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fears the loss of social approval
tries to form and maintain close friendships
people oriented
is attracted to jobs with levels of interaction - if someone is rewarded for behavior
- the tend to repeat the behavior
- Maslow
- satisfaction of hierarchical needs
- mcgregor
- rewards that X or Y managers provide
- Herzberg
- presence or abscence of hygiene factors and motivators
- mcclelland
- life experiences and needs satisfaction
- skinner
- rewards or punishment that follow that behavior
- system rewards
- those the air force as an institution provides the ind air force member
- supervisory rewards
- rewards you have direct control over, recognition, time off, good evaluations, pats on the back, advancements, special education opportunites
- personal rewards
- achievement, the job itself, responsibility, autonomy, challange, personal rewards = involvement level of commitment
- types of rewards
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system, cost very expensive, level of commitment- membership
Supervisory, cost- minimal, level of commitment, performance
personal, cost, free, level of comm- involvement - theory X manager
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assumes workers are not self-motivated
believes workers are lazy
can motivate workers through money
tries to control, structure, and closely supervise workers - theory y manager
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participative, strives for teamwork
views workers as people who have a potential
gives lattitude to works on how they perform jobs - hezberg
- hygene factors will not motivate workers
- mcclellang's
- needs are learned as indi interact with enviroment
- Hersey and Blanchards definition of power
- is the leader's potential for influences. Power is that resource that enables the leader to influence the behavior or actions of subordinates
- M.F rogers
- leadership is the process of influencing the activities of an individual or a group toward goal accomplishment in a given situation.
- M.F. rogers
- power is the leaders potential for influence
- position power
- power a person has based on their position, within organization
- legitimate power
- think of this as legal power, performance evaluations, duty hours, local shop or office policy
- coercian
- leaders control over sanctions and punishments for the purpose of this lesson,
- legitimate power as snco
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improve weak areas, strive for high quality results
train personnel
be customer centered - how you can erode your legitmate power
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avoiding difficult decision
making bad decisions
passing the buck
condoning or practicing any type of discimination or harrassment - coercive power
- the percieved ability to give sanctions
- reward power
- is the percieved ability to provide things that people desire, its basically the opposite of coercive power
- connection
- is the percieved association with influential people or organizations,
- referrent power
- having charisma and respect from your people
- information power
- leaders control over the information he has
- expert power
- based on technical knowledge
- performance counseling
- follow up, conduct interview, observe behavior, clear standards
- caring
- each know they have value and they each value each other
- focusing on acitons not attitudes
- when you focus on actions or behavior you are not attacking the follower personally.
- steps of supportive counseling
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1 acknowledge specific action and result
2. explain effects and state appreciation
3. help suborniate accept succes
4. ask if they want to talk ablout anything else
5. thank them for their performance - first step of corrective feedback
- describe problem in behavioral terms
- you messages
- tend to blame or criticize the person
- I message
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responsiblity, does not attack the person,
examples, I'm concerned over your failure to follow safety procedures - BEF
- behavior, effects, feelings
- five steps of corrective feedback
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describe event and effect
ask what happened
3 help subordinate accept responsibility
develop a plan to deal with the issues
state confidence in subordinates ability - System Rewards =
- Membership Level of Commitment.
- Supervisory Rewards =
- Performance Level of Commitment.
- Personal Rewards =
- Involvement Level of Commitment.