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course 14 human resource


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some inner drive implulse or intention that cuases a person to do something or act in a certain way
theory y managers view subordinates as people capable of integrating ind goals with org goals.
encourage innovation and creativity
decrease the use of controls
try to make the workers jobs more interesting, meet the workers higher level needs

these are the needs we need to physically survive such asair, food, water, rest, sleep ,shelter. basic bodily requirements
safety and security
these needs are to be free of the fear of phsical and emotional danger. its the need for self preservation. higly stressful jobs can frustrate satisafaction fo this need which is why good stress management is necessary.
need for affiliation, most people tend to be social in nature and desire some form of social contact.
self esteem
need for forms of recognition and impact our self concept, self confidence, prestige, pwoer, and control over our life
self actualization
is the level a person reaches when he or she maximizes potential.
hygene factors
things people need to prevent dissatisfaction they are things that are expected forr the job ex. salary, workers benefits, addequate training, clear instructions, rules, or regulations
used to satisfy workers
personal growth
opportunities to advance
personal recognition
challenging work

a person with a high need for achievement
likes a challenge
sets realistic and attainable goals
requests feedback about performance
works hard to get the job done

a person with a high need for power
concerned with getting and keeping power over others
enjoys comeptition that allows them to control the situation
likes to engage in conflict with others
is atrracted to jobs with high levels of comepetition or that give them control

fears the loss of social approval
tries to form and maintain close friendships
people oriented
is attracted to jobs with levels of interaction

if someone is rewarded for behavior
the tend to repeat the behavior
satisfaction of hierarchical needs
rewards that X or Y managers provide
presence or abscence of hygiene factors and motivators
life experiences and needs satisfaction
rewards or punishment that follow that behavior
system rewards
those the air force as an institution provides the ind air force member
supervisory rewards
rewards you have direct control over, recognition, time off, good evaluations, pats on the back, advancements, special education opportunites
personal rewards
achievement, the job itself, responsibility, autonomy, challange, personal rewards = involvement level of commitment
types of rewards
system, cost very expensive, level of commitment- membership
Supervisory, cost- minimal, level of commitment, performance
personal, cost, free, level of comm- involvement

theory X manager
assumes workers are not self-motivated
believes workers are lazy
can motivate workers through money
tries to control, structure, and closely supervise workers

theory y manager
participative, strives for teamwork
views workers as people who have a potential
gives lattitude to works on how they perform jobs

hygene factors will not motivate workers
needs are learned as indi interact with enviroment
Hersey and Blanchards definition of power
is the leader's potential for influences. Power is that resource that enables the leader to influence the behavior or actions of subordinates
M.F rogers
leadership is the process of influencing the activities of an individual or a group toward goal accomplishment in a given situation.
M.F. rogers
power is the leaders potential for influence
position power
power a person has based on their position, within organization
legitimate power
think of this as legal power, performance evaluations, duty hours, local shop or office policy
leaders control over sanctions and punishments for the purpose of this lesson,
legitimate power as snco
improve weak areas, strive for high quality results
train personnel
be customer centered

how you can erode your legitmate power
avoiding difficult decision
making bad decisions
passing the buck
condoning or practicing any type of discimination or harrassment

coercive power
the percieved ability to give sanctions
reward power
is the percieved ability to provide things that people desire, its basically the opposite of coercive power
is the percieved association with influential people or organizations,
referrent power
having charisma and respect from your people
information power
leaders control over the information he has
expert power
based on technical knowledge
performance counseling
follow up, conduct interview, observe behavior, clear standards
each know they have value and they each value each other
focusing on acitons not attitudes
when you focus on actions or behavior you are not attacking the follower personally.
steps of supportive counseling
1 acknowledge specific action and result
2. explain effects and state appreciation
3. help suborniate accept succes
4. ask if they want to talk ablout anything else
5. thank them for their performance

first step of corrective feedback
describe problem in behavioral terms
you messages
tend to blame or criticize the person
I message
responsiblity, does not attack the person,
examples, I'm concerned over your failure to follow safety procedures
behavior, effects, feelings
five steps of corrective feedback
describe event and effect
ask what happened
3 help subordinate accept responsibility
develop a plan to deal with the issues
state confidence in subordinates ability

System Rewards =
Membership Level of Commitment.
Supervisory Rewards =
Performance Level of Commitment.
Personal Rewards =
Involvement Level of Commitment.

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