Discussion week 2
- 1. Human Relations in Business Week 2 Discussion
- 2. Chapter 4 Individual Attitudes and Behaviors Learning Objectives Identify the major work attitudes that affect work behaviors List the key set of behaviors that matter for organizational performance Understand the link between work attitudes and ethics Understand cross-cultural differences in job attitudes and © 2010 Jupiterimages Corporation behaviors at work
- 3. Work Attitudes Job Organizational Attitude Commitment Satisfaction
- 4. Positive Work Attitudes Personality Person-Environment Fit Job Characteristics Job Psychological Contract Satisfaction Organizational Justice Organizational Work Relationships Commitment Stress Work-Life Balance
- 5. Assessing Work Attitudes in the Workplace The SAS Institute is a leader in the art of treating employees well. The privately owned software company headquartered in Cary, North Carolina, is famous for its free medical care, sports facilities, subsidized on-site child care, flexible work hours, and true dedication to work life balance.
- 6. Assessing Work Attitudes in the Workplace Attitude Exit Surveys Interview Systematic Attitude Tracking
- 7. Discussion • What is the difference between job satisfaction and organizational commitment? Which do you think would be more strongly related to turnover? • Do you think making employees happier at work is a good way of motivating people? When would high satisfaction not be related to high performance? • How important is pay in making people attached to a company and making employees satisfied? • Do you think younger and older people are similar in what makes them happier at work and committed to their companies? Do you think there are male-female differences?
- 8. Work Behaviors Job Performance Organizational Turnover Citizenship Behavior Absenteeism
- 9. OCB and Absenteeism © 2010 JupiterimagesCorporation © 2010 Jupiterimages Corporation Organizational citizenship behaviors are voluntary actions beyond the scope of normal job duties that contribute to the effective functioning of an organization. On the other hand, absenteeism costs companies an estimated $74 billion annually.
- 10. Turnover Job Performance dissatisfaction Employees leave their jobs for many reasons, including: Personality Age Company tenure
- 11. Factors That Have the Strongest Influence Over Work Behaviors Job Citizenship Absenteeism Turnover Performance General mental Treatment at Health problems Poor abilities work performance How we are Personality Work/life Positive work treated at work balance issues attitudes (-) Stress Positive work Positive work Stress attitudes attitudes (-) Positive work Age of the Age of the Personality attitudes employee employee (-) Personality Age and tenure of the employee Note: Negative relationships are indicated with (-) (-)
- 12. Discussion • Are citizenship behaviors always beneficial to the company? If not, why not? Can you think of any citizenship behaviors that employees may perform with the intention of helping a company but that may have negative consequences overall? • In some companies, managers are rewarded for minimizing the turnover within their department or branch. A part of their bonus is tied directly to keeping the level of turnover below a minimum. What do you think about the potential effectiveness of these programs? Do you see any downsides to such programs?
- 13. Job Attitudes, Behavior, and Ethics Ethical work Happier environment employees Employees less Strong likely to recognize organizational and report commitment unethical behavior
- 14. Chapter 5 Theories of Motivation Learning Objectives Understand the role of motivation in determining employee performance Classify the basic needs of employees Describe how fairness perceptions are determined and consequences of these perceptions © 2010 Jupiterimages Corporation Understand the importance of rewards and punishments Apply motivation theories to analyze performance problems
- 15. Performance Performance Motivation Ability Environment
- 16. Performance at Trader Joe’s What’s different? Upbeat, helpful employees Best paid employees in the industry Promotes from within Employees & managers “pitch-in” http://upload.wikimedia.org/wikipedia/en/2/27/Traderjoes_facade.JPG What is Trader Joe’s? Quarterly performance evaluation and feedback Unique shopping experience Employee autonomy Located in 22 states Employees are Chain food store with a niche market knowledgeable of the store’s products
- 17. Maslow Hierarchy of Needs Self Actualization Esteem Social Safety Physiological http://www.bnet.com/2422-13724_23-182940.html
- 18. ERG Theory Existence Growth Relatedness
- 19. Two-Factor Theory Hygiene Motivators Factors • Company • Achievement policy • Recognition • Supervision • Interesting and work relationships • Increased • Working responsibilities conditions • Advancement • Salary and growth • Security
- 20. Acquired-Needs Theory Need for Need for Need for achievement affiliation power
- 21. Acquired-Needs Theory The Thematic Apperception Test (TAT) assesses a person’s dominant needs by presenting subjects with an © 2010 Jupiterimages Corporation ambiguous picture and The story you create based on this having them write picture might give away the dominant a story about it. needs that motivate you.
- 22. Equity Theory Person Referent Other Outcomes = Outcomes Inputs Inputs
- 23. Reaction to Unfairness Reactions to Inequity Example Distort perceptions Changing one’s thinking to believe that the referent actually is more skilled than previously thought. Increase referent’s inputs Encouraging the referent to work harder. Reduce own input Deliberately putting forth less effort at work. Reducing the quality of one’s work. Increase own outcomes Negotiating a raise for oneself or using unethical ways of increasing rewards such as stealing from the company. Change referent Comparing oneself to someone who is worse off. Leave the situation Quitting one’s job. Seek legal action Suing the company or filing a complaint if the unfairness in question is under legal protection.
- 24. Differences in Equity Perception Equity Sensitivity Entitleds Benevolents
- 25. Justice Procedural Justice Distributive Interactional Justice Justice
- 26. Justice Procedural Interactional Distributive Justice Justice Justice The degree to The degree to The degree to which fair which people which decision- are treated outcomes making with respect, received from procedures kindness, and the are used to dignity in organization arrive at a interpersonal are fair decision interactions
- 27. Expectancy Theory Expectancy Instrumentality Valence Effort Performance Rewards 1) Will my effort 2) Will performance 3) Do I find the lead to high lead to outcomes? outcomes performance? desirable?
- 28. Influencing Expectancy, Instrumentality, and Valence Expectancy Instrumentality Valence • Make sure • Reward • Find rewards that employees have employee are desirable to proper skills, performance employees abilities, and • Inform people in • Make sure that knowledge advance about the rewards are • Ensure that the rewards viewed as fair environment • Try to eliminate • Give employees facilitates non-performance choice over performance influence over rewards • Encourage rewards employees so they believe their effort makes a difference
- 29. Reinforcement Theory Positive Negative Manager Reinforcement Reinforcement Manager praises the • Positive behavior • Positive behavior stops nagging employee followed by followed by positive removal of the employee consequences negative consequences Punishment Extinction • Negative behavior • Negative behavior Manager Manager followed by followed by demotes the negative removal of ignores the consequences positive behavior employee consequences
- 30. Organizational Behavior Modification (OB Mod) Step 1 Step 2 Step 3 Step 4 Step 5 • Identify • Measure • Analyze its • Intervene • Evaluate behavior the antecedents & to be baseline and outcomes maintain modified level
- 31. Motivation and Ethics Reinforcement theory has been particularly successful in explaining ethical behavior. Unethical More Behavior Reward Unethical Behavior
- 32. Motivation and Culture Financial satisfaction was a Developing stronger predictor of overall Nations life satisfaction (compared to industrialized nations) Satisfaction with esteem Industrialized needs was a more powerful Nations motivator (compared to developing nations)
- 33. Chapter 6 Designing a Motivating Work Environment Learning Objectives Describe the history of job design approaches Understand how to increase the motivating potential of a job Understand why goals should be SMART Set SMART goals © 2010 Jupiterimages Corporation Give performance feedback effectively Describe individual, team, and organization based incentives that can be used to motivate the workforce
- 34. Scientific Management and Job Specialization Scientific Job Management Specialization • Based on ideas • Break down jobs from Frederic into their simplest Taylor’s 1911 book, components “Principles of • Assign tasks so Scientific each employee Management” performs a select • Among the most number of tasks in influential books of a repetitive the 20th century manner
- 35. Scientific Management and Job Specialization © 2010 Jupiterimages Corporation This Ford panel assembly line in Berlin, Germany, is an example of specialization. Each person on the line has a different job.
- 36. Alternatives to Job Specialization Job Job Job Rotation Enrichment Enlargement Allowing Moving Expanding the workers more employees from tasks performed control over job to job at by employees to how they regular intervals add more variety perform tasks
- 37. Job Characteristics Model Core Job Psychological Outcomes Characteristics States • Skill Variety • Meaningfulness • Motivation • Task Identity • Responsibility • Performance • Task Significance • Knowledge of Results • Satisfaction • Autonomy • Absenteeism • Feedback • Turnover
- 38. Calculate Motivation Potential Score (MPS) ( Skill Variety + Task Identity + ( Task Significance x Autonomy x Feedback 3 MPS
- 39. Empowerment Structural Empowerment Decision Leadership Organizational Access to Organizational authority styles Structure information climate Felt Empowerment Meaningful Feeling Having discretion Ability to work confident and autonomy at influence how about work the company performing operates the job
- 40. Goal-Setting Theory …is one of the most influential and practical methods of motivation. It has been rated as the most important (of 73 theories), supported in over 1,000 studies, and is used by © 2010 Jupiterimages Corporation thousands of organizations.
- 41. SMART Goals S Specific M Measurable A Aggressive R Realistic T Time-Bound
- 42. Why Do SMART Goals Motivate? Make You Think Energize Outside the Box SMART Goals Provide Give Challenge Direction
- 43. When Are Goals More Effective? Goal Feedback Ability Commitment
- 44. Downsides to Goal Setting Learning decreases Adaptability declines Narrow thinking may develop Ethical problems increase
- 45. Discussion 1. A call center is using the metric of average time per call when rewarding employees. In order to keep their average time low, employees are hanging up on customers when they think that the call will take too long to answer. 2. In a department store, salespeople are rewarded based on their sales volume. The problem is, they are giving substantial discounts and pressuring customers to make unnecessary purchases. What are the reasons for the negative consequences of these bonus schemes? Modify these schemes to solve the problems.
- 46. Management by Objectives Use corporate strategy to set company wide goals Periodically review Determine team- performance and and department- revise goals level goals Collaboratively set Develop an action individual-level plan goals that align with corporate strategy
- 47. Performance Appraisal Many companies have a formal, companywide process of providing feedback to employees. © 2010 Jupiterimages Corporation
- 48. Performance Appraisal Questions What is How the often? purpose? What Who is makes the an rater? effective system?
- 49. Absolute versus Relative Ranking Appraisals • Rating based on a standard that is applied equally to Absolute everyone • Scores are based solely on individual performance • Rating is based on rank within all ratings • Final score is dependent on Relative individual performance measured against another individual’s performance Viewed more negatively by employees
- 50. Bias in Performance Appraisals Unfair Appraisal Stereotypes Leniency Liking
- 51. Performance Incentives Piece Rate Individual Merit Pay System Bonuses Sales Awards Team Bonuses Commissions Gainsharing Profit Sharing Stock Options
- 52. Performance Incentives Properly designed sales commissions are widely used to motivate sales employees The blend of straight salary and commissions should be carefully balanced to achieve optimum sales volume, profitability, and © 2010 Jupiterimages Corporation customer satisfaction
- 53. Motivating Employees and Ethics When goal accomplishment is rewarded, and when rewards are desirable, employees will have two basic options: Work hard to Cheat to reach goals reach goals
- 54. Motivating Employees around the Globe Motivation Goals perceived American as employees Chinese extremely employees difficult