Least affective in getting your employees to do something (i.e. threats, punishments); ability to threaten or to punish

(i.e. fired, written up, extra tasks); decrease self-esteem; effective in getting people to avoid doing something

1-Title

2-Assigned/hired/appointed

3-Authority

1-No Title

2-Could have Power

3-Arise b/c of situation

4-No Authority

suggestions from group

(i.e.) if staff does something wrong then leaders should take responsibility

if employees do something right then reward employees and take some credit

guy named Stoqdill is responsible for this theory; positions given to people based on certain traits

traits include: personality, intellectual, physical

Task Oriented; are more autocratic and more authoriatrians. They think employees are lazy and don't want to take on responsbility. And that money is employees only motivators.

(production-centered, autocratic, external control, close supervision, Directive, Initiating Structure)

Japenese Version;

Components:

1-teamwork (tend to be rewarded),

2-Corporate Loyalty,

3-Training (Big fans, a lot of cross training),

4-Quality Circles (when problems occurs, group (closest to problem) gets together on company time and try to fix the problem & group is rewarded for it)

4 Styles:

high consideration, low structure

high consideration, high structure

low consideration, low structure

low consideration high structure

Consideration: Dealing w/ the people; behavior indicative of friendship, mutual trust, respect, and warmth in the relationship  between the leaders and the followers

Structure: Dealing w/ Task

Situational Leadership; indicates 5 different syles of leadership:

1-Country Club (1-9; high concern for people, low concern for production, give thoughful attentions to ppl and assume that w/ doing that the work will get done)

2- Impoverished (1-1; low concern for people, low concern for production, minimal effort so people will stay and keep getting work done)

3- Team (9-9; High people, High production, getting ppl who are committed and get the work done, everyone has a common task)

4- Task (9-1; high production, low people; concerned w/ how effective the work gets done w/o little interference from people

5- Middle-of-the-road (5-5; equal ppl & production; adaquate amt of both, balanced with moral and welfare of employees and productivity of work)

concern for people: job security, social relationships

3 Factors:

1- People (Relationship Behavior)

2- Task Behavior

3- Maturity of Followers (low, moderate, high)

4 styles of leadership:

1-Telling (Maturity Level 1; high task, low ppl)

2-Selling (Maturity level 2; high task, high ppl)

3-Participating (Maturity Level 3; low task, high ppl)

4-Delegating (Maturity Level 4 low task, low ppl)

Leader will choose the type of style based on the employees maturity level

1- Acheivement motivation: are you driven, do you set high attainable goals, do you finish job early, need feedback

2- Willingness to tak on Responsibility

3- Ability of the individual (skills and competency)

4- Education (mentor, CEU)

5- Experience (job/fieldwork related)

How favorable or unfavorable a situation is.

The favorableness of a situation is based upon 3 things:

1- Quality of leader-member relationship (you've built a good relationship/rapport w/ followers)

2- The nature of the task we are trying to do (the more structured the task is the more favorable the work environment)

3- the position power of the leader (when your authority is accepted the higher your position power the more favorable-ness)

Measures: Group Performance (how power is accepted) and Favorableness of situation (unfavorable, intermediate situation, favorable)

*Task ppl tend to be highly favorable when group performance is high and unfavorable situation is low

*Relationship ppl tend to be highly favorable when the situation is intermediate and group acceptance is high.

Focuses on the Followers b/c if your not leading then no one is following and its the followerrs getting the job done

3 Components:

1- Task Behavior

2- Relationship Behavior

3- Follower Readiness

Follower Readiness: the extent to which a follower has the ability and the willingness to accomplish a specific task

4 Behaviors:

1-Telling (R1: unable and unwilling or insecure; provide specific instructions & closely supervise performance)

2-Selling (R2: unable but willing or confident; explain decisions & provide opportunity for clarification)

3-Participating (R3: able but unwilling or insecure, most frustrating; share ideas & facilitate in decision making)

4-Delegating (R4: able and willing or confident; turn over responsbility for decisions and implementation)

Telling & Selling = Leader Directed

Participating & Delegating = Follower Directed

1- Human Resource Planning

2- Employee Planning

3- Equal Employement Opportunity

4- Job Design and Job Analysis

5- Recruiting

6- Selection

7- Career Development

8- Performance development

9- Training and development

10- Compensation

11- Labor relations

12- Worker protection

13- Evaluation of personnel

HR Mngmnt-

Human Resource Planning

the figure out (determine) what human resource needs are

(i.e.) how many ppl do you need, how many task are you going to give them

HR Mngmnt-

Employee Planning

to help employee see the future in an organization

...is analyzing an organization's present and future employment situation and developing a strategy to meet the organization's human resource needs

...the process by which management ensures that it has the right personnel, who are capable of completing those tasks that help the organization reach its goals

HR Mngmnt-

Equal Employment Opportunity

we may not discriminate in hiring, recruiting, etc.

-promotion, salary, benefits, schedule, evaluation

HR Mngmnt-

Recruiting

is the process of attracting candidates from either inside or outside the organization who are qualified for and interested in the position

PURPOSE: to develop a pool of viable job candidates that have the skills and abilities to do the job

HR Mngmnt-

Selection

HR Mngmnt-

Career Development, Performance development, Training and development

Creates the opportunity for growth!

Do you have the opportunity to improve?

*Never quite learning

Training is not given enough attention. Its often something that gets cut.

HR Mngmnt-

Compensation

1-set on organizations philosophy

2-what's the market

3-some positions will be set on federal regulation

**what you continue to give your employees

HR Mngmnt-

Labor relations

HR Mngmnt-

Worker protection

protects us and our consumers and organization

-liability, workshops on blood-bourne pathogens, OSHA standards (federal), HIPPA (privacy)

HR Mngmnt-

Evaluation of personnel

...is any personel decision that affects the status of employees regarding retention, termination, promotion, demotion, transfer, salary increase/decrease, or admission into a training program

... the systematic, formal evaluation of an employees job performance and potential for future development

1- Establish performance evaluation policies on:

*when to evaluate (can be done anytime as long as employee knows about it)

*how often to evalute (^)

*who should evaluate

*criteria for evaluation

*evaluation tools used

2- Have evaluators gather data on the employee's performance

3- Have evaluators evaluate the employee's performance

4- Discuss the evaluation with the employee

 <system is broken if you miss this step>

5- Decisions are made and the evaluation is filed for future use if needed

(important in case of a lawsuit for termination so you can pull up the file and show reasonable excuses for termination)

***IF DONE WELL IT CAN OPEN OPPORTUNITIES FOR COMMUNICATION B/W YOU & YOUR STAFF***

***USED FOR DEVELOPMENTAL PURPOSES***

1- Design and Operating Problems

*poorly designed

*cumbersome technique (troublesome, burden)

*lack of support from top mngmnt

2- Problems with the Evaluator

*Halo Effect (give everything the same weight)

*Standards of evaluation

*Central tendency (bell curve, avg more prominent)

*Recent-behavior bias (recent messup/improvement)

*Personal bias (not professional or ethical)

3- Employee Problems

*Doesn't understand the system (totally in the unknown)

*Doesn't feel the system is fair (feel it's biased)

*Must be work-oriented enough to care about the results

Sit down and talk to someone about their evaluation

1) Talk about performance in last 6-12 months

2) Identify needs & accomplishments (likes/dislikes)

3) Give them a chance to talk (Present)

4) Move Focus to the Future

1) Always Start w/ a Positive

2) If there is an area of improvement, then present it in a developmental opportunity way

3) End in a Positive

**Remember you need to develop a plan to strengthen area of improvement

1- Your own performance will always hinge in part on your subordinates' performance

2- Effective screening is important b/c of what it costs to recruit and hire employees

3- Good selection is important b/c of the legal implications of using illegal selection procedures

1) Law: how society codifies its ethical standards

2) Policies and Guidelines

3) Moral stance an Individual takes

1- Policy of hiring good-quality employees

2- Written code of ethics is established

3- employ the services of experts in the area

1- Loyalty (Good Moral Model)

2- Human relations (cognizant of treatment towards others)

3- Covert Actions

1- Merit (employees work performance)

2- Seniority (employees length of service)

HR Mngmnt-

Job Design and Job Analysis