Transcript
Human Relations in Business
Week 2 Discussion
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 behaviors at work
Chapter 4 Individual Attitudes and Behaviors
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Work Attitudes
AttitudeJob
SatisfactionOrganizational Commitment
Positive Work Attitudes
Personality
Person-Environment Fit
Job Characteristics
Psychological Contract
Organizational Justice
Work Relationships
Stress
Work-Life Balance
Job
Satisfaction
Organizational
Commitment
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.
Assessing Work Attitudes in the Workplace
Systematic Attitude Tracking
Attitude Surveys
Exit Interview
• 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?
Discussion
Work Behaviors
Job Performance
Organizational Citizenship Behavior
Absenteeism
Turnover
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© 2010 Jupiterimages Corporation
OCB and Absenteeism
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.
Turnover
Employees leave
their jobs for many
reasons, including:
PerformanceJob
dissatisfaction
Personality Age
Company tenure
Factors That Have the Strongest Influence Over Work Behaviors
Job
Performance
Citizenship Absenteeism Turnover
General mental
abilities
Treatment at
work
Health problems Poor
performance
How we are
treated at work
Personality Work/life
balance issues
Positive work
attitudes (-)
Stress Positive work
attitudes
Positive work
attitudes (-)
Stress
Positive work
attitudes
Age of the
employee
Age of the
employee (-)
Personality
Personality Age and tenure
of the employee
(-)Note: Negative relationships are indicated with (-)
• 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?
Discussion
Job Attitudes, Behavior, and Ethics
Ethical work
environment
Happier
employees
Strong
organizational
commitment
Employees less
likely to recognize
and report
unethical behavior
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
Understand the importance of rewards and punishments
Apply motivation theories to analyze performance problems
Chapter 5 Theories of Motivation
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Performance
Performance Motivation Ability Environment
Performance at Trader Joe’s
What is Trader Joe’s?
Unique shopping experience
Located in 22 states
Chain food store with a niche market
What’s different?
Upbeat, helpful employees
Best paid employees in the industry
Promotes from within
Employees & managers “pitch-in”
Quarterly performance evaluation and feedback
Employee autonomy
Employees are knowledgeable of the store’s products
http://upload.wikimedia.org/wikipedia/en/2/27/Traderjoes_facade.JPG
Maslow Hierarchy of Needs
Self
Actualization
Esteem
Social
Safety
Physiological
http://www.bnet.com/2422-13724_23-182940.html
ERG Theory
Existence
RelatednessGrowth
Two-Factor Theory
Hygiene Factors
• Company policy
• Supervision and relationships
• Working conditions
• Salary
• Security
Motivators
• Achievement
• Recognition
• Interesting work
• Increased responsibilities
• Advancement and growth
Acquired-Needs Theory
Need for achievement
Need for affiliation
Need for power
Acquired-Needs Theory
The Thematic
Apperception
Test (TAT)
assesses a
person’s
dominant needs
by presenting
subjects with an
ambiguous
picture and
having them write
a story about it.
The story you create based on this
picture might give away the dominant
needs that motivate you.
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Equity Theory
Person Referent Other
Outcomes = Outcomes
Inputs Inputs
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.
Differences in Equity Perception
Equity Sensitivity
BenevolentsEntitleds
Justice
Procedural Justice
Interactional Justice
Distributive Justice
Justice
Procedural Justice
The degree to which fair decision-making
procedures are used to arrive at a decision
Interactional Justice
The degree to which people
are treated with respect, kindness, and
dignity in interpersonal interactions
Distributive Justice
The degree to which
outcomes received from
the organization
are fair
Expectancy Theory
Effort RewardsPerformance
Expectancy ValenceInstrumentality
1) Will my effort
lead to high
performance?
2) Will performance
lead to outcomes?
3) Do I find the
outcomes
desirable?
Expectancy
• Make sure employees have proper skills, abilities, and knowledge
• Ensure that the environment facilitates performance
• Encourage employees so they believe their effort makes a difference
Instrumentality
• Reward employee performance
• Inform people in advance about the rewards
• Try to eliminate non-performance influence over rewards
Valence
• Find rewards that are desirable to employees
• Make sure that rewards are viewed as fair
• Give employees choice over rewards
Influencing Expectancy, Instrumentality, and Valence
Reinforcement Theory
Manager
praises the
employee
Manager
demotes the
employee
Manager
stops nagging
the employee
Manager
ignores the
behavior
Positive Reinforcement
• Positive behavior followed by positive consequences
Negative Reinforcement
• Positive behavior followed by removal of negative consequences
Punishment
• Negative behavior followed by negative consequences
Extinction
• Negative behavior followed by removal of positive consequences
Organizational Behavior Modification (OB Mod)
Step 1
• Identify behavior to be modified
Step 2
• Measure the baseline level
Step 3
• Analyze its antecedents and outcomes
Step 4
• Intervene
Step 5
• Evaluate & maintain
Motivation and Ethics
Reinforcement theory has
been particularly
successful in explaining
ethical behavior.
Unethical Behavior
RewardMore
Unethical Behavior
Motivation and Culture
Developing
Nations
Financial satisfaction was a
stronger predictor of overall
life satisfaction (compared to
industrialized nations)
Industrialized
Nations
Satisfaction with esteem
needs was a more powerful
motivator (compared to
developing nations)
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
Give performance feedback effectively
Describe individual, team, and organization based incentives that can be used to motivate the workforce
Chapter 6 Designing a Motivating Work Environment
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Scientific Management and Job Specialization
Scientific Management
• Based on ideas from Frederic Taylor’s 1911 book, “Principles of Scientific Management”
• Among the most influential books of the 20th century
Job Specialization
• Break down jobs into their simplest components
• Assign tasks so each employee performs a select number of tasks in a repetitive manner
Scientific Management and Job Specialization
This Ford panel assembly line in Berlin,
Germany, is an example of specialization.
Each person on the line has a different job.
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Alternatives to Job Specialization
Job Rotation
Moving employees from
job to job at regular intervals
Job Enrichment
Allowing workers more control over
how they perform tasks
Job Enlargement
Expanding the tasks performed by employees to add more variety
Job Characteristics Model
Core Job Characteristics
Psychological States
Outcomes
• Skill Variety
• Task Identity
• Task Significance
• Autonomy
• Feedback
• Meaningfulness
• Responsibility
• Knowledge of Results
• Motivation
• Performance
• Satisfaction
• Absenteeism
• Turnover
Calculate Motivation Potential Score (MPS)
MPS
x Autonomy x Feedback
Skill Variety +
Task Identity +
Task Significance
((
3
Empowerment
Structural Empowerment
Decision
authority
Leadership
styles
Organizational
Structure
Access to
information
Organizational
climate
Felt Empowerment
Meaningful
work
Feeling
confident
about
performing
the job
Having discretion
and autonomy at
work
Ability to
influence how
the company
operates
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
thousands of
organizations.
© 2010 Jupiterimages Corporation
SMART Goals
S Specific
M Measurable
A Aggressive
R Realistic
T Time-Bound
Why Do SMART Goals Motivate?
SMART Goals
Energize
Give Direction
Provide Challenge
Make You Think
Outside the Box
When Are Goals More Effective?
Feedback AbilityGoal
Commitment
Downsides to Goal Setting
Learning
decreases
Adaptability
declines
Narrow
thinking may
develop
Ethical
problems
increase
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.
Discussion
Management by Objectives
Use corporate strategy to set company wide
goals
Determine team-and department-
level goals
Collaboratively set individual-level
goals that align with corporate strategy
Develop an action plan
Periodically review performance and
revise goals
Performance Appraisal
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Many companies
have a formal,
companywide process
of providing feedback
to employees.
Performance Appraisal Questions
How often?
What is the
purpose?
Who is the
rater?
What makes
an effective system?
Absolute versus Relative Ranking Appraisals
• Rating based on a standard that is applied equally to everyone
• Scores are based solely on individual performance
Absolute
• Rating is based on rank within all ratings
• Final score is dependent on individual performance measured against another individual’s performance
Relative
Viewed more negatively
by employees
Bias in Performance Appraisals
Liking
Leniency
Stereotypes
Unfair
Appraisal
Performance Incentives
Piece Rate System
Individual Bonuses
Merit Pay
Sales Commissions
Awards Team Bonuses
Gainsharing Profit Sharing Stock Options
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
customer satisfaction © 2010 Jupiterimages Corporation
Motivating Employees and Ethics
When goal
accomplishment is
rewarded, and when
rewards are desirable,
employees will have two
basic options:
Work hard to
reach goals
Cheat to
reach goals
Motivating Employees around the Globe
Goals
perceived
as
extremely
difficult
Motivation
American
employees Chinese
employees
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