Perception: individuals organize and interpret their

sensory impressions to give meaning to their environt

The Job Characteristics Model: Skill Variety, Task Identity: the

degree to which the job requires the completion of a whole and
identifiable piece of work. Task Significance, Autonomy, Feedback
Equity Theory: if an individual identifies an inequity between
Fundamental attribution error: underestimate influence themselves and a peer, they will adjust the work they do to
of external over internal or personal factors, Self-serving Amygdala Hijack: Impairs prefrontal cortex. exhibits make the situation fair in their eyes.
bias: attribute own success to internal fac, Selective signs: strong emotional reaction, sudden onset, & post-
Perception: selectively interpret based on their interests, episode realization if the reaction was inappropriate. Contemporary Theories of Leadership
background, experience & attitude, Contrast Effect: Paul Ekman identified 7 emotions: Anger, contempt, Leader–member exchange Theory, Transactional Versus
Evaluate characteristics that are effected by comparisons disgust, enjoyment, fear, sadness, surprise. Transformational leadership, Charismatic leadership, Authentic
with other people recently encountered, Stereotyping, Emotion Regulation Techniques leadership, Servant Leadership, Abusive Supervision
Halo Effect: Drawing general impressions about an – Emotional suppression/ rumination/ avoidance
individual based on a single characteristic – Cognitive reappraisal, – Social sharing, – Mindfulness Transactional Leader: who guide/motivate followers in direction
– Energised determination • The best option though is to of established goals by clarifying role and task requirements.
recruit positive-minded individuals and train leaders to Contingent Reward: exchange of rewards for effort, promises
manage their moods, attitudes, and performance. rewards for good performance, recognizes accomplishments.
Management by Exception (active): Watches and searches for
Motivation: “Willingness deviations from rules and standards, takes corrective action.
to exert high levels of Management by Exception (passive): Intervenes only if
effort toward standards are not met. Laissez-Faire: Abdicates responsibilities,
organisational goals, avoids making decisions
conditioned by the effort’s
ability to satisfy some Transformational leaders: who are capable of having a
Biases: Self-serving biases (Positive – internal and Negative individual need profound and extraordinary effect on followers.
– external), Affect Heuristic (decisions based on current Idealized Influence: Provides vision and sense of mission, instills
emotions), Saliency Bias (focus on noticeable factors), The Three Acquired Needs
Achievement (nAch): appreciate frequent recognition of
pride, gains respect and trust. Inspirational Motivation,
Confirmation Bias (confirm pre-existing beliefs), Availability
how well they are doing. Avoid low/high risk activities that Intellectual Stimulation, Individualized Consideration
bias (decisions based on ease of recall), Anchoring bias
(decisions based on first piece of information), Halo Effect have no/high chance of gain/failure—they seek recognition The Fiedler model: Effective groups depend on a proper match
(personality traits), Loss aversion (too cautious), FOMO, Affiliation (nAff): Look for harmonious relationships. Tend between a leader’s style of interacting with subordinates and the degree
Sunk cost(continue investment of time/effort with no to conform and shy away from standing out, avoid conflict to which the situation gives control and influence to the leader.
benefits), Endowment effect (overvaluing things we own), to establish warm relationships —they seek approval Three contingency or situational dimensions:
Overconfidence/ Planning fallacy (overestimating the Power (nPow): Want power either to control other people – leader–member relations; – Task structure: degree to which job
benefits)/optimistic bias/ competitor neglect (own goals) or achieve higher goals. Want to be responsibl assignment are procedurized; – Position power
for others and have authority—seek compliance
Responsible Leadership
Authentic leaders: who know who they are, know what they
believe in, act on those values and beliefs openly and candidly.
Their followers would consider them to be ethical people,
Ethical/ socialized charismatic leadership: convey other-
centered values versus self-centered, who role-model ethical
conduct, Servant leadership: going beyond the leader’s own
self interest and instead focusing on opportunities to help
followers grow and develop
Core self-evaluations (CSE) are viewed as a broad latent concept,
indicated by at least 4 traits: self-esteem, generalized self-efficacy, Why does groupthink happen? Ways to reduce
locus of control, and (low) neuroticism (or high emotional stability) Organisational context Groupthink
- insulation Avoid expressing preference
- Lack of leader impartiality for a particular solution
- lack of procedural norms Divide regularly into
- member homogeneity subgroups, then bring the
Provocative situational context whole group back together
- High pressure from external Ask outsiders to challenge
environment combined with low group’s ideas
hope of a better solution Avoid isolation
- (recent failures, decision making Role-play the reactions
process is difficult, moral
dilemmas)
Decision making is homogenous
Basic sense of superiority of
group decision over others

Frustration-Regression Principle:
Tendency to desire more
concrete ends as a consequence
of being unable to obtain more
differentiated, less
concrete ends.

Motivation factors: Achievement, Recognition,

Responsibility, Personal Growth
Hygiene factors: Policies and Rules, Working
conditions, salary, interpersonal relations

NEGOTIATION
PROCESS
¡ Preparation and
planning
¡ Opening
¡ Discussion
¡ Signalling
¡ Proposal bargaining
¡ Packaging
¡ Closing
¡ Sealing
What to foster LGBTQ inclusion?
Structural Interventions: accountability
with leadership, gender-neutral
washrooms, appropriate pronoun,
partnerships with external entities, health
coverage, gender-neutral anti-sexual
harassment, gender transition support,
employee assistance programs
Behavioral: creating affinity groups,
awareness and sensitization, purpose-led
leadership, value-based interviews, the
selection process, and sharing of stories

HRP process will result in

• What is my People strategy? • What is
the new organization structure?
• Skill gap analysis and hiring
• Position changes (enrichment,
enlargement,
redundancy, split, retirement, resignation)
• Blue print for competence development
within the organization.

HRM strategy aligned to Business

strategy • How to socialize new
employees? Will they be sent to the UK
for training? Will the relocated UK
managers mentor and coach them?
KEY ROLES AND RESPONSIBILITIES OF A KEY COMPETENCIES (KNOWLEDGE, SKILLS AND ABILITIES) REQUIRED
• Performance management: Will the UK
GENERAL MANAGER (HOTEL INDUSTRY) FOR A GM (SAMPLE)
PM process be appropriate for the French
1. Building relationships with customers • 2-year degree from an accredited university in Business
Hotels?
2. Managing Property Operations Administration, Hotel and Restaurant Management, or related major
• Compensation: UK employees on
3. Managing food and beverage operation • 4 years’ experience in the guest services, front desk, housekeeping,
relocation/ local French employees
4. Ensuring implementation of brand • Strong operational background in sales and marketing, food and
Some more….
strategy and brand initiative beverages, or
• New org structure
5. Managing profitability related professional area
• New positions, reorganizing old
6. Managing and conducting HR activities • Ability to interact and negotiate with multiple stakeholders
positions • Changed Job description
7. Managing and Sustaining Sales and • Experience with opening new properties
• Existing ….. Transition …..New •
marketing strategy • Excellent language and communication skills
Reclassification of positions • Mapping
skills and competencies • Developing
PMS that allows equivalence with HQ for Risk Aversion in High-Stakes Situations: individuals and groups often become more
managerial positions is key for conservative. The fear can be amplified in a group setting, leading to a preference
transferring employees for safer options.
Developing an effective R & R system Groupthink: desire for harmony or conformity in the group results in an irrational or
Selection matrix -- Tests 1. Effective rewards and recognition practices need to dysfunctional decision-making outcome. Members may suppress dissenting
Selection methods reflect a company’s culture (basic viewpoints to maintain consensus, leading to sub-optimal decision.
• Intelligence test values & beliefs) 2. Align with the nature of its Social Loafing: In group settings, individuals might put in less effort to form and
• Cognitive abilities test business, strategy and goals. argue for their opinions, assuming others will do so. This can lead to a lack of
• Motor skills test 3. Absence of fairness significantly hurts employee thorough discussion and the defaulting to less risky options.
• Personality test (projective or perception and efficacy of R&R practices. Absence of
self reported) fairness is evident by factors like ü Insufficient paradox occurs when a group collectively decides on a course of action that is
Attributes to be measured external parity counter to the preferences of many (or all) of the individuals in the group - because
• Memory, vocabulary, ü Inadequate internal equity individuals mistakenly believe their own preferences are counter to the group's and
verbal/numerical • Deductive ü Lack of impartiality in assessment choose not to voice their objections.
reasoning, ü Lack of clarity of desired actions & results which will
mechanical comprehension, be rewarded As a leader, take several actions to avoid such decision-making pitfalls in the future:
spatial ability test • Manual ü Inadequate transparency on how and why some
dexterity test, employees get rewarded. Encourage Open Dialogue
reaction time, Physical test 4. Recognition practices (which are essentially non- Promote Critical Thinking
• Enduring state variables of monetary) represent great unutilized potential, as Diverse Perspectives
personality recognition: ü can be given both publicly and Decision-Making Frameworks
privately Anonymous Voting
Selection matrix ü does not require big budget Role Rotation
Methods • Work Samples ü Include senior leaders, but also by peers and juniors Post-Decision Analysis
/Simulations ü can be more proximate to the actions and results,
• Situation Judgement/in basket and hence strongly reinforcing
exercises ü can be done frequently
• Miniature job training and 5. Empowering and encouraging people managers
evaluation and peers to provide recognition makes recognition
• Group discussion practices more effective.
• Group task
Attributes • Measure actual job
performance (pilot, cashier)
• Assess judgement in specific
context (customer interface)
• Assess performance on a set of
job related tasks (bin/barcode
scan)
• Communication skills, point of
view
• Leadership, team related,
emotional intelligence