MGMT 124 Chapter Notes - Chapter 1: Society For Human Resource Management, Job Performance, Performance Management
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Human Resource Management
Managing People - Questionnaire
1. Top performers are many times more productive than low performers.
- How much better? How do they measure this?
2. Star performers are born, not made.
- What determines stars’ performance?
- What happens when stars change companies?
3. An extroverted personality is the key determinant of leadership effectiveness.
- Being outgoing can be an asset but is not necessary
- General intelligence is more important
- They are very effective non-charismatic leaders
4. Mentoring programs have no effect on individual career success.
- What are the positive outcomes of mentoring?
- Is there a difference in outcomes between formal and informal mentoring programs?
- Mentor programs where you find each other works better than those forcing people to work as a
5. Companies that screen job applicants for values have higher performance than those that screen for
- “Intelligence is the best established predictor of job performance.”
- Intelligence benefits performance in any job and most especially in professional and managerial jobs
6. 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
- Is there more than one type of integrity test?
- There are different tests that ask specific actions
- Is there a relationship between how you behave in school and job performance?
- there are disguised integrity tests that look at conscientiousness, neuroticism, etc. – to predict
behavior of people
- attendance in school can predict attendance at work – work performance
Assessing and Managing Performance - Performance management serves many functions in
- Men tend to over evaluate more than women
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- Self-ratings are almost always higher
- Appraisal leniency is actually more common
- What differentiations are most effective?
- Best performers can take care of themselves
- Managers should point most of their attention to the anonymous middle ranks, the “B” players
- What are the differences between the “A” and the “B” players
- every person has a different idea what their best is so it is not effective
- Feedback is one of the most difficult and poorly practiced managerial skills
- 1/3 of feedback interventions actually decrease subordinates’ work performance
- Most verbal feedback results in ego threat
- If you give negative feedback in a good way, not as bad
- Negative first then positive (optimal)
- For Men: if you start with positive, they stop listening after they hear they did good
- Oreo cookie method for our generation = good, bad, good
Compensation and Benefits – major responsibility of the HR Department
- individuals are likely to under-report rather than over-report the importance of pay as a motivator
- Surveys frequently are at odds with actual employee behavior
People think it is more socially desirable to say pay is less important than it is
- depends on who you are dealing with
- employees seem to think it is more fair when they see work effort resulting in work raises
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