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PSYCH 364 Exam #4
| Term | Definition |
|---|---|
| Choosing the Ratee | 1. Team appraisal 2. Focal date reviews 3. Anniversary review |
| Team appraisals | team evaluation in which goals / performance are evaluated at the team level |
| Focal date reviews | performance reviews that take place on the same date for all employees |
| Anniversary review | performance reviews in which an employee is rated on the anniversary of their start date w/ the organization |
| reliability | consistency of a measure |
| variability | accuracy of measure |
| Interrater reliability | agreement between two+ raters when assessing the same subject/ extent to which you agree |
| Test-restest reliability | measure how consistently a test yields the same results when administrtered to same individuals at diff times |
| Relative Ranking (3 types) | 1. straight ranking 2. paired comparisons 3. Food distribution or stack rankings |
| Straight ranking | when a rater rank-orders all employees from best to worst |
| Paired comparisons | creating rankings by comparing two employees at the same time until every unique pair of employees has been compared/ then compiling the results |
| Forced distribution or stack rankings | involves the rater placing a specific percentage of employees into categories such as expectational, adequate, poor |
| Factors Leading to Rating Errors (6) | 1. Leniency 2. severity 3. central tendency 4. halo 5. horns 6. recency |
| Leniency error | tendency of a rater to rate most employees highly/ too easy on everyone |
| Severity error | tendency to rate almost all ratees low/ too harsh on everyone |
| Central tendency error | tendency to rate most employees in the middle category/ super afraid of the extremes |
| Halo error | Basing performance ratings on one or two performance dimensions, with one prominent dimension positively affecting how the employee is perceived on other dimensions - pick one things about you and decide your perfect based on that one thing |
| Horns error | Ratings on one dimension negatively influencing how the employee is perceived on other dimensions |
| Recency error | rater focuses on the most recent employee behaviors they have observed rather than focusing on the entire rating period - more reliant on more recent info to make judgements |
| Improving the Effectiveness of Performance Management | 1. training managers/ employees 2. increase rater accountability 3. raters keep records 4. auditing 5. build trust |
| Training Managers & Employees | Lacking skills Rating awareness training Frame of reference (FOR) training |
| Frame of reference (FOR) training | Training that involves raters observing specific instances of performance through videotapes then telling them the “true score” and why raters should rate in a particular way |
| Purpose of FOR | ensure all raters evaluating similar types of employees share a common conceptualization of performance - reduce rating errors/ increase accuracy |
| Increase Rater Accountability | May motivate raters Own performance dimension Sign off on appraisals - Calibration meetings |
| Utilize 3 primary means to increase rater accountability | 1. managers’ effectiveness in giving feedback and conducting appraisals may be a performance dimension 2. manager’s supervisor may have to sign off on the appraisals 3. use calibration meetings |
| 1. Managers’ effectiveness in giving feedback and conducting appraisals may be a performance dimension | communicate the expectation that effective managers take performance reviews seriously |
| 2. Manager’s supervisor may have to sign off on the appraisals | introducing accountability to a higher-level manager. |
| 3. Using Calibration meetings | makes managers accountable to each other by requiring them to justify their ratings and the distribution of their ratings to their peers |
| Calibration meetings | meeting in which groups of managers come together and discuss the ratings they will give their employees before ratings are finalized |
| Having Raters Keep Records of Employee Performance | Recall performance info Diary keeping |
| Diary keeping | The practice of recording employee performance on a regular basis |
| Auditing the System | Serious abt evaluations Uncover address problems |
| Teaching Managers How to be Good Coaches / Build Trust | Positive outcomes Coaching performance improvements Trust provides context |
| Manager’s Toolbox: Feedback Delivery Best Practices (5) | 1. Recognize contributions 2. One-on-one meetings 3. Role model for feedback 4. Actual behaviors or results 5. Start-stop- continue |
| 1. Recognize contributions | Many managers assume that feedback is delivered only when something is wrong |
| 2. Conduct one-on-one meetings | most helpful tools for ensuring you will give the employee regular feedback and have opportunities to coach and develop the employee |
| 3. Role model for feedback | direct reports and coworkers will feel more comfortable receiving feedback from you if you are someone who takes feedback seriously |
| 4. Focus on actual behaviors or results, not personality | feedback targets an individual’s personality, it may be perceived as unfair and taken personally |
| 5. Start-stop- continue | structuring your feedback is to specify what the employee should start doing, stop doing, and continue doing - focus on both positive/ negative behaviors |
| Developing a Feedback Culture | Comfortable giving feedback Comfortable receiving feedback Real-time feedback |
| Feedback culture | culture in which employees and managers feel comfortable giving and receiving feedback |
| Establishing Performance Improvement Plans (PIP) | Accountable Chance to improve Overall sense of fairness |
| Performance improvement plan (PIP) | Plan aimed at helping poor performers be accountable to meeting performance standards |
| Voluntary Turnover | departure initiated by an employee / is typically bc of the availability of better alternatives or unhappiness w/ current work - Initiated by the employee → the employee is saying I have to go |
| Other forms of withdrawal (voluntary turnover) (2) | 1. Tardiness 2. Absenteeism |
| Tardiness | being late to work without giving advance notice - clear warning sign employee may leave |
| Absenteeism | unscheduled absences from work - Stronger correlation w/ actual turnover than tardiness/ seen as an early indicator of eventual turnover |
| Turnover Rate | important metric in order to manage turnover/ quantifies how many employees leave a company over a specific period, typically a year |
| Unemployment rate | when unemployment rate is high, employees may feel lucky to have a job/ are more likely to stay put As unemployment rate shrinks, employees who are unhappy will start departing at a faster rate |
| Turnover rate equation | turnover rate= number of departures during the year/ average number of employees during the year x 100 |
| Retention Rate | outcome indicates the percentage (%) of the people who were w/ the company at the beginning of the year are still there at the end of the year |
| Retention Rate equation | retention rate= number of employees who stayed during the entire period / number of employees at the beginning of the period X 100 |
| Cost of Voluntary Turnover (3) | Voluntary turnover is problematic for companies (3 reasons) - NOT all turnover harmful |
| 1. Direct Cost (Cost of Voluntary Turnover) | direct costs involved in replacing employee, onboarding, training the replacements |
| 2. Organization loss of Human Capital (Cost of Voluntary Turnover) | When employees leave, organization loses human capital or the collective KSAOs that employees bring to organization |
| 3. Loss of Social Capital (Cost of Voluntary Turnover) | Turnover involves the loss of “social capital” or interpersonal connections that employees have developed w/ co-workers, managers, clients |
| Turnover is CONTAGIOUS | employee is MORE likely to leave when a close coworker, a manager, or mentor leaves |
| Causes of Voluntary Turnover (4) | 1. Desire to leave 2. Ease of movement 3. unfolding model of turnover 4. job embeddedness model - unhappiness |
| Desire to leave (causes of voluntary turnover) | Happens when employees are unhappy/ diff aspects of their jobs/ when their jobs do NOT meet their needs, low organizational commitment, stress |
| Ease of movement (causes of voluntary turnover) | employees consider the job market, examine the availability of alternative jobs, think abt the likelihood of finding a job that is at least as good as their current jobs |
| Unfolding model of turnover (causes of voluntary turnover) | Recognizes that employees often leave without lining up a new job/ that turnover is often a result of “shocks” to the system |
| Job embeddedness model (causes of voluntary turnover) | Explains that employees stay bc of their links to others/ fit with the context at work / in their communities + how much they would have to sacrifice by leaving their work/ communities |
| Gain Upper-Management Support | HR will need to calculate the turnover rate, provide industry-level turnover rates for benchmarking purposes - Increasing employee retention Management support - Cost of turnover to management |
| Managing Employee Retention (1-6) | 1. Gain Upper-Management Support 2. Pay, Benefits, Working Conditions are Competitive 3. Leverage Engagement & Attitude Surveys 4. Utilize Exit Interviews 5. Hire for Fit 6. Structure Onboarding Experiences |
| Pulse surveys | short, frequent surveys abt a specific thing usually (e.g. returning to the office in person) |
| Exit Interviews | Provide valuable info abt why an employee is leaving/ what can prevent it in the future Company needs to use the info / give it to the appropriate people |
| Stay interviews | interviews of employees who are choosing to stay w/ the company |
| What to Do with New Employees (4) | 1. Hire for fit 2. Realistic job previews 3. Thinking abt onboarding 4. Refine HR practices |
| 1. Hire for fit | Focus on finding employees who have values / goals that match the company - Many leave due to fit - Identify traits, background, experience for retention |
| 2. Realistic job previews | So employees understand the culture/ can determine if they feel like a good fit - can assess their own level of fit. |
| 3. Thinking abt onboarding | Help employees feel connected to company culture/ practices Make onboarding thorough so employees feel like part of the team team building |
| 4. Refine HR practices | Professional/ personal development programs are a benefit but can also make it easier for employees to find other jobs - employability |
| Employability | employees expect their current work to keep them employable - able to gain initial employment and obtain new employment if required |
| Boomerang employees (preparing for turnover) | employees who return to the organization; hiring / onboarding is much easier due to mutual experience/ understanding - Returning employees |
| Focus Turnover Predictors (3) | job satisfaction work engagement leadership |
| Job satisfaction (turnover predictors) | employee’s contentment with different facets of their work - employee contentment |
| Work engagement (turnover predictors) | feelings of emotional connection to work and a state of being in which employees bring their personal selves to work - emotional connection |
| Characteristics of effective PA systems (4) | 1. Strategic alignment 2. Perceived fairness 3. Accuracy 4. Practicality |
| Strategic Alignment | Motivated employee’s to demonstrate behaviors aligned w/ the strategic direction of the company - MOST effective PA systems align w/ corporate strategy - goals/ PA system ties to goals of unit/ organization |
| Perceived Fairness | Usefulness of a PA system as a tool in performance management depends on the degree to which it is perceived as fair - do you think its fair how being rated |
| 3 characteristics of PA due process/ fair systems | 1. Adequate notice 2. Fair hearing 3. judgment based on evidence |
| Adequate notice: | idea that employees should be evaluated using criteria / standards that were clearly communicated to them in advance |
| Fair hearing | formal review meeting explaining to the employee why/ how a particular rating was given |
| Judgement based on evidence | principle that performance stanrdards are administered consistently across all employees and that the ratings are, to the degree possible, free from personal biases and prejudice |
| Accuracy | Difficult to achieve → difficult to measure - difficult to measure bc true scores are not known but a good goal to have (alot to do w/reliability/ validity of ratings) - how accurate/ correct is it |
| Practicality | will affect how motivated managers are to rate employees accurately / how engaged employees / managers are with the system - how easy is it to use |
| 360 Degree Feedback | multiple-rater systems, which present employees with feedback from different stakeholders/ have the potential to provide useful, rich information |
| Performance management: | process of measuring, communicating, managing employee performances - bigger system/ communicate w/ people/ motivate them (HR system objectives)/ process measuring, communicating, managing |
| Performance appraisal: | measurement of employee performance (included in performance management, usually the first step) |
| Developmental purpose | performance review conducted for the purpose of improving performance |
| Administrative purpose | performance review conducted to make decisions in the organization |
| Defining Performance | 1. Trait apprisals 2. Behavioral appraisals 3. Results-based appraisals 4. SMART Goals Electronic Monitoring |
| Trait appraisals | measures employee attributes like dependability, helpfulness, product knowledge - simple/ cost effective to develop - prone to rater errors/ lack accuracy - really common/ employee’s characteristics |
| Behavioral appraisal | measures how often employees demonstrate specific behaviors at work (how one acts/ successful behaviors) - clear/ observable feedback / behaviors under employees control - assumed fixed way to achieve high performance |
| Results Based appraisal | evaluate employee performance through outcomes like sales, productivity, customer satisfaction (outcomes of the job) - how much did you actually sale or product - results naturally occuring - not always under employee control |
| SMART Goals (goal setting) | goals that are specific, measurable, aggressive, realistic, time-bound - Encourage challenging yet achievable performance levels that inspire growth/ achievement - goals narrow focus on employees - good way to involve employees |
| Electronic Monitoring | using technology to observe, record, analyze information that directly or indirectly relates to employees’ job performance - tracking employee behavior using tech tools like keystroke loggers |
| Rating Methods | 1. Absolute rating 2. Graphic rating scale 3. BARS/ BOS 4. Relative rankings (3 types) 5. Qualitative assessment |
| Absolute ratings | compare employees to performance standards- ideal for fairness / consistency - Rater expected to gather data abt each employee’s performance, compare performance to agree-upon criteria |
| Graphic Rating Scale | Raters are presented w/ attributes / behavioral descriptions / are asked to rate the individual using an established scale |
| Behaviorally Anchored Rating Scale (BARS) | employees behavior is measured on a scale that describes specific examples of behaviors that could occur for different levels of performance - increase accuracy |
| Behavioral Observation Scale (BOS) | rater assess the frequency w/ which the employee displays the behaviors in question |
| Relative Rankings | compare employees to each other-useful for identifying top performers but may hurt collaboration - Employee performance in organizations does not necessarily follow a normal distribution |
| Qualitative Assessment | describing the areas of strengths/ limitations for feedback purposes without assigning a numerical rating to each employee |
| sentiment analysis | narrative comments may be converted into scores/ tied to decision making |
| Preparing for Turnover (3) | 1. Focus on job satisfaction, work engagement, organizational commitment, manager-employee relationship, job stress to predict turnover 2. Coping with turnover 3. Maintain relationships w/ former employees (boomerang employees) |
| Leadership (turnover predictors) | - transformational leadership - manager-employee relationship quality |
| (ADEA)- Retirement | Ensure that these programs remain voluntary, as forcing employees to retire is illegal under the ADEA |
| Retirement | changes required when losing employees Consider why employees are retiring / how to maintain relationships Offer flexibility through bridge employment Be conscious of the Age Discrimination in Employment Act |
| Key Principles (POV from manager) (performance feedback) | 1. listen/ respond with empathy 2. Maintain and enhance self-esteem 3. Involve in solution → how you want to move forward |
| Managing Employee Retention (7-12) | 7. Invest in High-Commitment HR Practices 8. Focus on Turnover Predictors 9. Learn How to Cope w/ Turnover 10. Managing Relations w/ Former Employees 11. Manager’s Toolbox- Retaining Top Talent 12. Retirements |
| Ensure that Pay, Benefits, Working Conditions are Competitive (manage employee retention) | Better pay, benefits Find better conditions Great resignation or great upgrade |
| Leverage Engagement & Attitude Surveys (manage employee retention) | Predictor of turnover Internal locus of control, low social monitors Annual surverys identify turnover Pulse survey predict turnover |
| Utilize Exit Interviews (manage employee retention) | Determine why employees leaving Effectiveness: several factors Stay interview |
| Structure Onbaording Experiences (manage employee retention) | Successful onboarding helps retention Embedded employees less likely to leave Onboarding connects new employees |
| Invest in High-Commitment HR Practices (manage employee retention) | Supported development lower turnover Increase retention/ abilities Employability (gain skills/ abilities) |
| Focus on Turnover Predictors (3) (manage employee retention) | 1. Job characteristics 2. Work context/ engagement 3. Leadership - Trust based relationships curb turnover |
| Learn How to Cope w/ Turnover (manage employee retention) | Cope positivity w/ turnover Stanrdardizing jobs Simplification , consistency, accessibility |
| Managing Relations w/ Former Employees (manage employee retention) | Sources of referrals, provide business Business intelligence or customers Boomerang employees |
| Retaining Top Talent (6) (manage employee retention) | Identify top performers, retention data Awareness of job attitudes Identify risk factors Recruit , re-engergize, Counteroffer or let them go |
| Retirements (manage employee retention) | Separate from voluntary turnover Organizations lose expertise, gain lower rate of pay Age friendly workplace Bridge employment |
| Involuntary turnover | an employee terminated by the organization against their own wishes - Discharge by the organization |
| 2 types of involuntary turnover | 1. dismissal 2. layoff |
| Dismissal | employment termination because the worker fails to meet organizational expectations - more one on one |
| Layoff | organizationally initiated termination of employment due to economic or strategic reasons (separation) - more group decision/ profitability |
| Costs of dismissals (very stressful) | Lawsuits, online negativity, sabotage, aggression Non-dismissal costs Negligence, toxicity, disruption, harassment |
| Dismissals: When to Dismiss an Employee | Investigate root cause of performance deficiencies Give employee Feedback / opportunity to improve Follow steps of organizational procedures (feedback, contract, termination) consider the Timing of decision |
| Progressive discipline | process of using increasingly severe steps to correct a performance problem |
| STAGES of progressive discipline | verbal warning written warning suspension termination |
| Dismissals: The Legal Side of Dismissals | employment at will Wrongful dismissal violates the law collective bargaining agreement, exceptions employment / implied contract |
| Employment at will | when organizations have the right to terminate the employment of anyone at any time, and employees have the right to quit at any time |
| Wrongful dismissal | a dismissal that violates the law |
| Collective bargaining agreement | subject to the contract negotiated between the union and the employer regarding when and how to terminate employment |
| Employment contract | between the employer and employee with respect to terms and duration of employment and conditions for termination |
| Implied contract | casual statements that are made for u doing employment interview (between employee and organization) |
| Public Policy exception | employee may not be fired in a way that violates public interest, such as firing an employee for performing jury duty |
| Statutory exceptions | myriad federal and state laws that prohibit discrimination based on specific actions or protected characteristics |
| Covenant of good faith | it is illegal to dismiss the employee in a malicious way |
| Dismissals: The Dismissal Interview | Employee treated w/ dignity / respect Recommendations for dismissal interview: - Be present/ there - Be straightforward - Do not lie - Blame on actions or inactions - Clarify the timeline |
| Dismissals: Explaining the Decisions to the Team | Dismissal occurred w/ dignity Provide brief explanation/ communicate the termination decisions to the remaining employees Protect dismissed employee’s privacy |
| Layoffs are due to… | 1. Downsizing (right-sizing) 2. Organizational restructuring 3. Economy or other strategic reasons - Involve multiple employees |
| Layoffs are often called Downsizing (right-sizing) | often perceived as a violation of one’s psychological contract with the organization reductions in labor costs disrupts organizational relations |
| Costs of Layoff | Laid off typically “victims”, whereas employees who escape the layoff are “survivors” negatively affect psychological / physiological well-being unemployment insurance |
| Unemployment insurance | payment made to unemployed individuals |
| Benefits of Job Security | Job insecurity Zero layoff policies build job security Minimize layoffs through effective planning |
| Job insecurity | feeling and worry that individuals may suddenly lose their jobs, is an important stressor, with consequences for employee well-being and job attitudes |
| Deciding Layoff Criteria | seniority based / performance based layoffs Keep criteria used in layoffs |
| Seniority based layoffs | layoffs are based on seniority, the organization retains the most senior workers and lets go of the newer workers |
| Performance based layoffs | when performance is used as the layoff criterion, the organization will be able to retain higher performers |
| The Legal Side of Layoffs | Worker Adjustment and Retraining Notification (WARN) Act - 60-day written notice to employees - Provide 60 days pay instead of notice - Compliant w/ EEOC laws |
| Worker Adjustment and Retraining Notification (WARN) Act | covers employers with at least 100 full-time employees or employers with at least 100 part-time and full-time employees who work a combined total of 4,000 hours per week |
| Provide 60 days pay instead of notice | If the organization fails to provide advance notice, the organization is responsible for back pay and benefits up to 60 days - violation of WARN Act |
| Compliant w/ EEOC laws | When layoff criteria utilized by the organization intentionally or unintentionally discriminates against a protected group |
| Delivering the Message | message professional / compassionate manner Layoff communication training |
| Components of layoff communication training | Bad news delivery Procedural fairness |
| Bad news delivery | delivers news at beginning detailed info abt layoff provides info abt next steps |
| Procedural fairness | ensure coherent delivery of news appeals to facts gives employees voice manager provides reasonable explanation manage behaves in respectful manner |
| Severance Pay (components) | Not a federal legal requirement Soften the blow of layoffs In exchange for wavier of right to sue |
| What is severance pay | payments made to departing employees during organizationally initiated turnover |
| Outplacement Assistance | Services help find reemployment Demonstrates concern Provided by outside companies |
| Managing Survivors | Strong communication plan mitigate negative effects Management needs to be honest |
| Bridge employment (retirement) | Reducing one’s hours or reducing job demands within the same or a different organization in preparation for full retirement |
| Desired outcomes of performance appraisal | 1. Narrative 2. Numerical |
| Narrative | better for coaching / feedback, allowing detailed insights without rigid scoring |
| Numerical | best for distinguishing employees when making salary or promotion decisions |
| Issues with performance management | Performance managements often completed annual appraisals Infrequent feedback resulted ineffective for most employees Found ratings can be biased / perceived as unfair |
| Purposes of performance appraisal (5) | 1. Feedback 2. Developmental & Problem-solving 3. Decision-making 4. Data Analytics 5. Legal Purposes |
| 1. Feedback | To increase performance → employees need to know where they stand in order to improve Helps track progress/ set future performance goals - one-on-one meetings |
| 2. Development & Problem Solving | Measuring performance is crucial step before taking corrective actions Identifies employee strengths / weaknesses to enhance job performance |
| 3. Decision-Making | Organizations may want to make certain decisions using the performance metrics available to them Performance data influences promotions, salary increases, bonuses |
| 4. Data Analytics | Ability of a firm to harness the power of data analytics depends on the availability of high-quality data on critical outcomes of interest |
| 5. Legal Purposes | Performance metrics that are objective, accurate, and regularly collected are useful in defending organizations against costly lawsuits |
| Performance Ratings as Motivated Action | Competing motives Consider context Effectiveness → hard to evaluate unless you know what it is that PA system will do or how it is set up |
| Role of HRM in Worker Safety and Health | - the case for employee well-being - the legal backdrop |
| The Case for Employee Well-being | Affects productivity/ effectiveness Recruiting tool → having a good safety rating Ongoing challenge - well-being |
| well-being | worker’s well-being is composed of their safety, health, satisfaction, and engagement |
| The legal backdrop | National Institute for Occupational Safety & Health (NIOSH) Occupation Safety Health Administtaion (OSHA) |
| National Institute for Occupational Safety & Health (NIOSH) | federal agency that supports research on workplace safety and health and makes recommendations to employers |
| Occupation Safety Health Administation (OSHA) | under the U.S. Department of Labor, OSHA’s purpose is to ensure safe and healthy working conditions for employees by setting and enforcing safety and health standards |
| OSHA Regulations & Compliance | - recordable event - employer support - emergency plans - rights of workers |
| Recordable events | Employers with more than 10 employees must maintain safety records - EX: work-related fatalities, injuries, and illnesses (including days away from work) |
| Employer support | answering questions about workplace safety and health and how to comply with OSHA regulations for organizations of all sizes |
| Emergency plans | how to develop emergency preparedness and response plans, such as to natural disasters, chemical spills, or even security threats (e.g., dangerous intruders) |
| Rights of workers | OSHA spells out the rights of workers, providing them with guidance and assistance if they are facing a workplace hazard |
| Workplace Safety Outcomes | - near misses - workplace accidents - workplace injuries - workplace fatalities |
| Near misses | situations in which an accident almost occurred but did not - understanding potential causes of accidents, and they should be given careful consideration and analysis in safety discussion |
| Workplace accidents | accidents sustained while on duty in the workplace |
| Workplace injuries | injuries sustained while on duty in the workplace |
| Workplace fatalities | deaths that occur while on duty in the workplace |
| Workplace Safety Antecedents | - safety behavior - safety compliance behavior - safety participation behavior - safety knowledge - safety motivation - safety climate |
| Safety behavior: | type of work behaviors that employees exhibit with regard to safety |
| Safety compliance behavior: | extent to which workers follow the safety rules and regulations |
| Personal protective equipment (PPE) | protect employees from the specific hazards they are exposed to in their jobs |
| Safety participation behavior | employees’ willingness to support safety among their coworkers |
| Safety knowledge | workers’ understanding of how to protect themselves and others on the job |
| Safety motivation | workers’ perceived value for safety and desire to perform safely on the job |
| Safety climate | shared understanding that workers have about the importance of safety |
| Other Workplace Safety Antecedents (5) | 1. physical environment 2. hierarhcy of controls 3. work stressors 4. safety officer 5. satefy committee |
| Physical environment: | natural and human-made components of one’s surroundings |
| Hierarchy of controls: | methods that an organization can use to reduce safety hazards, organized into a hierarchy based on their degree of effectiveness |
| Work stressors | demands in the environment to which a person must respond - work–life balance issues, can lead to distractions and to errors and accidents as well |
| Safety officer | individual is assigned to support safety and health issues in the workplace such as the promotion of safe practices and compliance with safety policies and rules |
| Safety committee | provides employees with a voice and an opportunity to participate in safety-related decisions in the organization |
| Ergonomic design | fitting the physical aspects of the job to the human body |
| Office Design | - physical aspect - natural lighting - open/ close offices |
| Natural lighting: | lighting provided by sunlight |
| Open/ closed offices: | an office arrangement in which employees work in open spaces |
| Cybersecurity | - evolving issue - data breach/ human error - employee monitoring |
| Evolving issue | organizations is stored, analyzed, and reported by HR personnel, including everything from Social Security numbers to health issues |
| Data breach/ human error | echnological solutions to data breaches, human error is considered one of the greatest organizational vulnerabilities (e.g. phishing scam) |
| Employee monitoring | (1) employee monitoring can erode employee trust (2) monitoring involves a range of legal issues, such as laws around employee monitoring and data breaches |
| work stress | Distraction / Negative effects Stressors / Strain |
| Stressors | are demands in the environment in which a person must respond/ can include dangerous work, a difficult boss, ambiguity, or workload |
| Strain | person’s reaction to stressors, such as heart disease, burnout, or depression; or behavioral outcomes such as low performance and turnover |
| What percentage of employees experience work stress | 44% of employee |
| SOURCES of Stress | 1. role conflict 2. role ambiguity 3. interpersonal conflicts 4. risks, hazards, poor work conditions 5. work life conflict 6. emotionally demands work |
| Role conflict (source of stress) | having conflict of roles |
| Role ambiguity (source of stress) | lack of clarity abt your roles/ reponsibility |
| Interpersonal conflicts (source of stress) | with boss or coworkers (31% experience) |
| Work-life conflict (source of stress) | hard to balance work w/ personal life (19% experience) |
| Emotionally demands work | workload (39% experience) |
| Challenge Stressors | Job factors like role demands and time urgency that are thought to be positively related to work engagement Dont always pertain to work stressors |
| Hindrance Stressors | Negative stressors, such as workplace hassles, organizational politics, poor resources, role overload, and constraints |
| Work-Life Balance | always on balance work/ nonwork policies deal w/ imbalance |
| Always on | Being constantly on the clock/ working and not prioritizing the work-life balance/ Checking emails constantly |
| Balance work / non-work | Constant availability increases stress / burnout It leaves less time for family, rest, hobbies, or caregiving |
| Why it matters (balance work + non-work) | Poor balance can lead to: Burnout Lower job satisfaction Health problems More people quitting (turnover) When people have balance, they feel better/ work better |
| What helps for balance work/ non-work | shorter workweeks can keep people happy / productive Flexible hours, remote work, naps, vacations all help manage stress/ keep employees healthy |
| Policies deal w/ imbalance | - work to family conflict - family to work conflict |
| Work to family conflict: | when work interferes with non-work responsibilities |
| Family to work conflict: | when non-work responsibilities interfere with work responsibilities |
| Ways for Organizations to Reduce Stress | determine source of employee stress eliminate root cause training programs encourage/ allow employee recovery redesign work/ work areas to fit employee needs support corporate athletes |
| Determine source of employee stress | Organizations should evaluae the levels of outcomes such as sick leave, turnover, performance issues |
| Eliminate root cause | stress management programs - organizaions should see whether the primary source of stress should be addressed |
| Workplace bullying: | consistent mistreatment by others in the workplace |
| Training programs | Range of training methods / programs should be used to support employees/ train supervisor how to reduce stress |
| Encourage + Allow employee recovery | Employees need time to fully disconnect from work to recharge (breaks, naps, using vacation days) |
| Redesign work/ work areas to fit employee needs | Creating quiet spaces or comfortable workstations helps reduce stress - These changes improved comfort / boosted productivity |
| Support the Corporate Athletes | Employees should care for their physical, mental, emotional health like athletes do (exercise, recovery, good habits) |
| MORE Factors that Reduce Stress | - supervisor support - flexibility / control over worl - job security - particpation - constructive feedback |
| Supervisor support | train/ support workers in dealing with emotionally demanding jobs |
| Flexibility / control over work | organization can provide greater control over work schedules to the extent possible |
| Constructive feedback | job appraisal |
| Employee wellness programs: | organizational initiatives that promote the health, fitness, and well-being of workers - initiatives - best fit |
| Benefits of Wellness Programs | Disease-manangement Lifestyle management Engagement, morale, performance, retention |
| Types of wellness programs (1-5) | 1. Fitness club memberships 2. Nutrition education/ healthy eating 3. Disease management 4. Emotional well-being 5. Health incentives |
| Types of wellness programs (6-11) | 6. Sleep programs 7. Financial health programs 8. Health screenings 9. On-site medical care 10. Smoking cessation 11. Weight loss |
| Fitness club memberships | providing an on-site gym or special rates, discounts, or reimbursements at local fitness centers |
| Nutrition education/ healthy eating | provide instructions for employees on eating well/ making healthful food and snacks available on site or even an on-site farmers market |
| Disease management | providing help, support, and guidance for employees who know that they have chronic conditions, such as heart disease or diabetes (to manage disease) |
| Emotional well-being | focus on things like yoga instruction, mindfulness, and other ways to control employee stress |
| Health incentives | reward any number of health behaviors such as smoking cessation, weight loss, or steps/ implementing health incentives should take into account the type of employee |
| Sleep programs | focus on anything from sleep hygiene education (explaining the value of sleep and how to develop good sleep habits) to workplace naps (e.g. nap rooms) |
| Financial health programs | employees not financially healthy/ employer-sponsored financial programs can take any number of forms, ranging from financial education and advice |
| Health screenings | offering employees the chance to get some basic health screening might uncover if they have particular medical needs (the privacy of which would also need to be protected) |
| On-site medical care | employees are sometimes pressed for time and do not get around to taking care of their personal health needs, some offer medical services |
| Smoking cessation | support people trying to quit smoking |
| Weight loss | part of healthy eating and exercise programs, meetings/ weight-loss competitions |
| Employee Assistance Programs (EAPs): | focuses on identifying employee’s individual / personal issues that may affect their work, helping them w/ these existing issues - Counseling, legal assistance, child care, elder care, nursing advice - paid by employer |
| EAP Usually Require: | - development of consistent EAP rules - legal guidance - procedure to maintain confidentiality - training supervisors on appropriate methods - consultation services for supervisors - system for monitoring/ follow up |
| Best Practices for Implementing Wellness Programs & Role of HRM | - Conduct a needs assessment - Evaluation - Communication - Consider Use of incentives - Program is Easy for employees to use - Engagement of leadership - Ensure Integrity/ Privacy of employee data |
| Conduct a needs assessment | designed to fit what employees want and to address organizational concerns/ tailored to the needs of the employees |
| Evaluation | payoff on wellness programs may not be as tangible as return on investment (ROI), although sometimes it is/ illustrate its value |
| Communication | central role for HR is to ensure that employees know about the wellness services available to them (clear, consistent, frequent messaging) |
| Consider Use of incentives | provide financial incentives for employee participation in wellness programs/ need to be seen as fair by employees |
| Program is Easy for employees to use | provide on-site child care or on-site health care services so that employees are more likely to use these services |
| Engagement of leadership | organizational initiatives, buy-in at all levels is necessary to ensure support and the success of the program |
| Ensure Integrity/ Privacy of employee data | ensuring the safety and security of employee data as well as regulatory compliance |
| Tips for Implementing Effective Wellness Program | 1. employee wants/ needs 2. make program flexible to address need 3. encourage particpation 4. consider marjey angle 5. make particpation convenient 6. leverage technology |
| 1. Employee wants/ needs | program that employees will actually use—should guide the adoption of a new program |
| 2. Make program flexible to address needs | Allows some flexibility to address the different needs of different workers should be well received |
| 3. Encourage participation | Keep in mind what would work best for different employees in your organization (some may be motivated by one thing and oppostite for others) |
| 4. Consider Marketing Angle | Carefully choosing names for the program elements so that employees aren’t “turned off |
| 5. Make participation convenient for employees | When it is easier for employees to use a program, it is easier for them to adopt it |
| 6. Leverage Technology | apps that help employees with meeting their health goals, attending webinars, or scheduling medical appointments |
| Components of Wellness Program | - onsite exercsie equipment - smoking cessation program - mindfulness training - free mental health counseling - financial education |
| Workplace Interventions | A solution implemented within an organization that focuses on a very specific workplace well-being issue |
| Improving work-life balance aspects | Primary role of HRM to maintain a healthy workplace environemtn w/ everyone involved in the business, without it, the success of the business is minimal - solution addresses needs |
| STEPS (for workplace intervention) | 1. improve work-life balance 2. Enhancing safety through improved leadership communication 3. Addressing the need of specific occupations |
| 1. Improve work-life balance | STAR --> founded by Leslie Hammer |
| STAR | Support Transform Achieve Results - organization was created to support work-life balance in the workplace - program trains employers / supervisors to support work life balance among employee |
| 2. Enhancing safety through improved leadership communication | If all employees are on the same page abt safety expectations then they are more likely to comply w/ them - feedback to supervisors - improvments in safety |
| 3. Addressing the need of specific occupations | SHIFT TWH |
| Address occupation needs: | that often requires extended periods of time away from home/ involves a number of health / safety risks - tailored to address/ positive outcomes |
| Safety and Health Involvement for Truckers (SHIFT): | intervention was designed to address the sedentary nature of long-haul trucking with training, employees monitoring their own behaviors, and a weight-loss competition |
| Total Work Health (TWH): | An integrated approach to safety, well-being, and wellness |
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lils33
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