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Management and Organizational Studies
Management and Organizational Studies 1021A/B
James O' Brien

HR Lecture 10 – Evidence-Based HRM Rynes Test - Leadership – an extroverted personality is the key determinant of leadership effectiveness (3) o FALSE (24%) – outgoing personality is an asset for leadership; but intelligence is even more important; training contributes to effective leadership behaviour (Barling et al., 1996) - Integrity tests – although there are “integrity tests” that try to predict whether someone will steal, be absent, or otherwise take advantage of an employer, they don’t work well in practice because so many people lie on them (6) o FALSE (15%) – quite accurate in prediction actually; validity of these tests is substantial (.41), even if people distort their responses o Clear purpose: do you believe that most people would cheat if they thought they could get away with it? o Veiled purpose: do you think taking chances makes life more interesting? o APA guidelines; all tests do not work equally well o Variance of 60% may give false positives – people who are said to steal from test but would not in actuality - Performance feedback – most managers give ee’s lower perf appraisals than they objectively deserve (8) o FALSE (50%) – leniency is much more common than stringency; political reasons, sympathy o Training designed to eliminate rater errors often introduces new errors, reduced accuracy - More on perf feedback – for feedback to be successful, it should start with the positive and then move to the negative (13) o FALSE o Giving feedback is difficult; many managers are avoidant o Problem of ego threat associated with verbal feedback o Defensiveness interferes with planning for perf improvement o Recommended is the dialogic approach (two-way conversation), starting with inquiry into recipient’s perception of their performance; inhibits tripping of ego threat; encourages ee to monitor their own performance and generate their own feedback before getting it from an external source - Motivation and incentives – people believe that others are more motivated by money than they are (16) o TRUE (60%) o Heath (1999) and the extrinsic incentives bias (overestimated), in multiple experimental studies  Gave subjects list of motivators – half were intrinsic (e.g. motivated by features of the task), half were extrinsic (outside the work, e.g. pay, promotion) – and told them to rank from top to bottom what is most important to least  Self-ranking (most important): learning, skills, feel good, pay, worthwhile
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