MGMT 2103 UARK Final Questions And Answers With Verified Study Quiz Performance Appraisals ✅Definition - Job performance of an employee is documented and evaluated Organization gets information on how well an employee is doing on the job. Performance appraisals are key to evaluating how employees are doing in an organization. List and describe the four types of workers identified by the human capital architecture model ✅Strategic knowledge: unique skills directly linked to the company's strategy. High value, high uniqueness Core: skills to perform a predefined job that are valuable but not difficult to replace. High value, low uniqueness Supporting labor: workers whose skills are of less strategic value and easily available on market. Low value, low uniqueness Complementary/Alliance partners: individuals and groups with unique skills that don't necessarily contribute to company's strategy. Low value, high uniqueness Identify the two dimensions along which human capital differs according to the human capital architecture ✅Value Uniqueness Decision Making Bias ✅Decisions are subject to bias, because everyone has a bias Judgmental Heuristics ✅Cognitive shortcuts or biases that are used to simplify the process of making decisions Validity ✅the extent to which a performance measure assesses all and only the relevant aspects of job performance Internal Equity ✅Job Structure: relative pay of jobs (range of pay often expressed by salary grades) External Equity ✅Pay Level: average pay, including wages, salaries and bonuses Legitimate Power ✅power based off of formal authority Reward Power ✅power by providing/granting rewards Coercive Power ✅make threats of punishment and deliver actual punishment Expert Power ✅Have valued knowledge or information over those who need the knowledge or information Referent Power ✅Using one's personal characteristics and social relationships to obtain compliance Position Power Includes ✅Legitimate power Reward Power - Both slightly positive Coercive Power - slightly negative Personal Power includes: ✅Expert Power Referent Power - both typically positive Individual Reactions to Power ✅Resistance Compliance Commitment Added Value Negotiations ✅parties cooperatively develop multiple packages while building productive long term relationships Functional Conflict ✅constructive or cooperative conflict characterized by: -Consultative interactions -A focus on the issues -Mutual respect -Useful give and take Dysfunctional Conflict ✅threatens an organization's interests Desired outcomes of conflict management ✅Agreement Stronger relationships Learning Affirmative Action ✅way of taking extra effort to attract/retain minority employees Behavioral job interviews ✅Focus on past experiences and how that person reacted in situations they have already faced. Example: "what was the biggest difference of opinion you ever had with a co -worker and how did you resolve this conflict?" Situational job interviews ✅Focus on how the applicant would react in future situations with the company and how quickly they can come up with a response. Example: "imagine that you and a co -worker disagree about the best way to handle a problem. How would you resolve this conflict?"
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