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Department
Business
Course
BU288
Professor
Nashifa Carter
Semester
Fall

Description
BU 288 9/24/2012 12:51:00 PM BU 288 Class 4 Good Job: Flexible hours Relaxed work environment Bad Job: Undesirable boss Long boring hours For next day: pg 67, 68. Complete exercises. Read Courier Cats q 1 and 2 only Experiential Exercise Proactive Personality Scale 6 3 4 3 6 7 7 6 6 4 5 6 5 5 5 4 5 8-3: 2 Total: 87 General Self-Efficacy 4 4 5 5 5 4 5 4 Score: 4.375 BU 288 9/24/2012 12:51:00 PM Class 5 What surrounds something changes how you perceive it. Sometimes we see connections where there are no connections. We make assumptions. Q. 6 pg. 103: If an employee does a particularly bad job on an assignment, you would look at consensus (did other employees with similar assignments also do poorly?), consistency (are the employee‟s other projects also poorly done?), and distinctiveness (does this assignment stand out from the others as being bad?) to base your decision on whether it is a dispositional or situational situation. Q. 8 pg. 103: In a job interview, it can be very difficult for the interviewers to gain an accurate perception of the candidate because of stereotypes and first impressions lasting throughout the interview. Also, the more structure the interview has, the more accurate it will be. It can also help to have multiple interviewers in the interview, using behavioural and situational questions, and conducting multiple interviews. Class 6 Q.2 pg. 138: Procedural fairness is when the process or procedure of work outcomes is seen as fair or reasonable, and interactional fairness is when the communication of the work outcomes is seen as fair. For procedural, workers might blame “the system” and for interactional, workers might blame the boss or whoever they communicated with. An example of procedural fairness might be that a worker receives a Christmas or holiday bonus, and they see that as because of the procedures. An example of interactional fairness might be that a worker gets told that they won‟t be getting a bonus this year, and they will see that as unfair, directed towards the person that told them. Q. 5 pg. 138: Employees that have very high job satisfaction may not be the best performers because their satisfaction could be based on social activities at work that don‟t improve performance, or an employee could be satisfied by just doing their work, and not going over and above what‟s required of them. When there are rewards in place for good performance, job satisfaction increases. Q. 7 pg. 138: Management in Mexico would be more authoritarian and directive, and less participative. Workers also need clear directions. Mexico has a high power distance culture, so people expect to be directed. In Canada, participative management is expected, including empowerment. Case Incident pg. 140: If an employee learns that peers are making much more money, equity theory says that this knowledge will decrease job satisfaction, which in turn may cause her to decrease her inputs to the employer. In this situation, the employee could either lower their inputs, increase their inputs, change who she compares with, or she could talk to the employer and find out why others are making more. Organizational Commitment:  Affective Commitment: Emotional, the strongest attachment to the organization, positively related to performance, hard to control  Normative Commitment: moral obligation to stay  Continuance Commitment: leaving will result in sacrifice, negatively related to performance BU 288 9/24/2012 12:51:00 PM Class 7 Wednesday October 3, 2012 For next Wednesday: Complete q‟s 7 & 8 on pg. 173 and Case Incident on pg. 175 and answer 3 q‟s. Watch Undercover Boss HH and answer: did the „boss‟ impact the motivation of the employees? How? Will it change the performance as well as job commitment & satisfaction of the employee? Why/why not? Group work  Size: reasonable size  Cohesiveness: how well the group comes together  Composition: diversity  Norms: implicit rules Stages of Group Development  Forming o Members are dependent on one another for a good mark  Storming o Issues in the group surface  Norming o Issues resolved and develop social consensus  Performing o Devotes energies to task  Adjourning o Celebrate achievements Case Incident pg. 247 1. The group skipped the forming stage because they knew everyone already. They also skipped the storming stage. Right away they couldn‟t find time for meetings. The norming stage doesn‟t happen. 2. The group was not cohesive, the only member with commitment was Janet. Punctuated Equilibrium Model  How the deadline affects the group  Critical first meeting, midpoint change Group Performance  Additive Tasks o Performance is dependent on the sum of members work o Potential increases with size of group  Disjunctive Tasks o Performance is dependent on the performance of the best group member o Potential increases with size of group  Conjunctive Tasks o Performance is held back by the poorest member (assembly line) Consequences of Cohesiveness  Conformity/group-think: everyone has the same ideas Process Losses  Group performance difficulties stemming from the problems of motivating and coordinating larger groups BU 288 9/24/2012 12:51:00 PM Class 8 Wednesday October 10, 2012 Q. 7 pg. 173: Goal orientation is peoples differing preferences for setting different kinds of goals. Setting a learning goal would be best when trying to teach employees new things, such as a new way to solve problems. A performance goal would be best when trying to motivate employees to reach a specific target, such as a sales target. Proximal goals are sub goals of a distal goal. A specific short-term sales goal would be proximal, and the distal goal would be improving the revenue of the company over a longer time period. Q. 8 pg. 173: The statement “People are basically the same. Thus, the motivational theories discussed in the chapter apply equally around the globe” is not accurate. Every employee is different, so it is therefore important to apply each motivational theory to varying strengths towards different people. There is no single correct motivation formula that works every time, you must use a combination and figure out what works for each person. In addition, there are different goals that fit in different cultures. Case Incident pg. 175: Mayfield Department Stores For next class do Qs 1,
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