Instructor’s Manual to Accompany Organizational Behavior 7/e
by Steven L. McShane and Mary Ann Von Glinow
Chapter 6:
Applied Performance
Practices
Prepared by:
Steven L. McShane, The University of Western Australia
Applied Performance Practices
部长竞选稿LEARNING OBJECTIVES
After reading this chapter, students should be able to:
1.Discuss the meaning of money and identify veral individual-, team-, and organizational-
level performance-bad rewards.
2.Describe five ways to improve reward effectiveness.
3.List the advantages and disadvantages of job specialization.
4.Diagram the job characteristics model and describe three ways to improve employee
waxmotivation through job design.
5.Define empowerment and identify strategies that support empowerment.
6.Describe the five elements of lf-leadership and identify specific personal and work
environment influences on lf-leadership.谷歌翻译搞笑
6
CHAPTER GLOSSARY
autonomy -- The degree to which a job gives employees
the freedom, independence, and discretion to schedule
their work and determine the procedures ud in
completing it.
employee stock ownership plan (ESOP) -- A reward
system that encourages employees to buy company
南京外国语学校分校
stock.
empowerment -- A psychological concept in which
people experience more lf- determination, meaning,
competence, and impact regarding their role in the
organization.
gainsharing plan -- A team-bad reward that calculates
bonus from the work unit’s cost savings and
productivity improvement.
job characteristics model -- A job design model that
relates the motivational properties of jobs to specific
personal and organizational conquences of tho
properties.
job design -- The process of assigning tasks to a job,
including the interdependency of tho tasks with other
jobs.
job enlargement -- The practice of adding more tasks to
an existing job.
job enrichment -- The practice of giving employees more
responsibility for scheduling, coordinating, and
planning their own work.
考研试题job evaluation -- Systematically rating the worth of jobs
within an organization by measuring the required skill,
effort, responsibility, and working conditions.
job specialization -- The result of a division of labor, in
which work is subdivided into parate jobs assigned to
different people.
mental imagery -- The process of mentally practicing a
task and visualizing its successful completion.
在线 翻译motivator-hygiene theory -- Herzberg’s theory stating that employees are primarily motivated by growth and esteem needs, not by lower-level needs.
profit-sharing plan -- A reward system that pays bonus to employees on the basis of the previous year’s level of corporate profits.
scientific management -- The practice of systematically partitioning work into its smallest elements and standardizing tasks to achieve maximum efficiency.
lf-leadership -- The process of influencing onelf to establish the lf- direction and lf-motivation needed to perform a task.
lf-talk -- The process of talking to ourlves about our own thoughts or actions.skill variety -- The extent to which employees must u different skills and talents to perform tasks within their jobs.
stock options -- A reward system that gives employees the right to purcha company stock at a future date at a predetermined price.
task identity -- The degree to which a job requires completion of a whole or an identifiable piece of work. task significance -- The degree to which a job has a substantial impact on the organization and/
or larger society.
CHAPTER SUMMARY BY LEARNING OBJECTIVE
6-1 Discuss the meaning of money and identify veral individual-, team-, and organizational-level performance-bad rewards.
Money (and other financial rewards) is a fundamental part of the employment relationship, but it also relates to our needs, our emotions, and our lf-concept. It is viewed as a symbol of status and prestige, as a source of curity, as a source of evil, or as a source of anxiety or feelings of inadequacy.
Organizations reward employees for their membership and niority, job status, competencies, and performance.
Membership-bad rewards may attract job applicants and niority-bad rewards reduce turnover, but the reward objectives tend to discourage turnover among tho with the lowest performance. Rewards bad on job status try to maintain internal equity and motivate employees to compete for promotions. However, they tend to encourage a bureaucratic hierarchy, support status differences, a
nd motivate employees to compete and hoard resources. Competency-bad rewards are becoming increasingly popular becau they encourage skill
development. However, they tend to be subjectively measured and can result in higher costs as employees spend more time learning new skills.
Awards and bonus, commissions, and other individual performance-bad rewards have existed for centuries and are widely ud. Many companies are shifting to team-bad rewards such as gainsharing plans and to organizational rewards such as employee stock ownership plans (ESOPs), stock options, and profit sharing.
Although ESOPs and stock options create an ownership culture, employees often perceive a weak connection between individual performance and the organizational reward.
6-2 Describe five ways to improve reward effectiveness.
速记方法
Financial rewards have a number of limitations, but reward effectiveness can be improved in veral ways.
Organizational leaders should ensure that rewards are linked to work performance, rewards are alig
ned with performance within the employee’s control, team rewards are ud where jobs are interdependent, rewards are valued by employees, and rewards have no unintended conquences.
6-3 List the advantages and disadvantages of job specialization.
Job design is the process of assigning tasks to a job, including the interdependency of tho tasks with other jobs.
Job specialization subdivides work into parate jobs for different people. This increas work efficiency, becau employees master the tasks quickly, spend less time changing tasks, require less training, and can be matched more cloly with the jobs best suited to their skills. However, job specialization may reduce work motivation, create mental health problems, lower product or rvice quality, and increa costs through discontentment, abnteeism, and turnover.
6-4 Diagram the job characteristics model and describe three ways to improve employee motivation through job design.
The job characteristics model is a template for job redesign that specifies core job dimensions, psychological states, and individual differences. The five core job dimensions are skill variety, task id
entity, task significance, autonomy, and job feedback. Jobs also vary in their required social interaction (task interdependence), predictability of work activities (task variability), and procedural clarity (task analyzability). Contemporary job design strategies try to motivate employees through job rotation, job enlargement, and job enrichment. Organizations introduce job rotation to reduce job boredom, develop a more flexible workforce, and reduce the incidence of repetitive strain injuries. Job enlargement involves increasing the number of tasks within the job. Two ways to enrich jobs are clustering tasks into natural groups and establishing client relationships.
6-5 Define empowerment and identify strategies that support empowerment.
Empowerment is a psychological concept reprented by four dimensions: lf-determination, meaning,
competence, and impact, related to the individual’s role in the organization. Individual characteristics em to have a minor influence on empowerment. Job design is a major influence, particularly autonomy, task identity, task significance, and job feedback. Empowerment is also supported at the organizational level through a learning orientation culture, sufficient information and resources, and corporate leaders who trust employees.
6-6 Describe the five elements of lf-leadership and identify specific personal and work environment influences on lf-leadership.
Self-leadership is the process of influencing onelf to establish the lf-direction and lf-motivation needed to perform a task. This includes personal goal tting, constructive thought pat- terns, designing natural rewards, lf-monitoring, and lf- reinforcement. Constructive thought patterns include lf-talk and mental imagery. Self-talk occurs in any situation in which a person talks to himlf or herlf about his or her own thoughts or actions.
常用英语名字Mental imagery involves mentally practicing a task and imagining successfully performing it beforehand. People with higher levels of conscientiousness, extroversion, and a positive lf-concept are more likely to apply lf-leadership strategies. It also increas in workplaces that support empowerment and have high trust between employees and management.
LECTURE OUTLINE (WITH POWERPOINT® SLIDES) Applied Performance
Practices
Slide 1
Applied Performance Practices
Applied Performance Practices at Hilcorp Energy
Slide 2Applied Performance Practices at Hilcorp Energy
stealsHilcorp Energy Co. has a highly motivated workforce, driven by generous company-wide performance-bad financial bonus (including new cars shown here) and intrinsically motivating jobs.
Meaning of Money at Work
Slide 3Meaning of Money at Work
Money motivates, more than previously thought
Money means different things to different people
•Symbol of achievement/success/status
•Reinforcer and motivator
•Reflection of performance
•Source of enhanced or reduced anxiety
Money ethic -- higher when money is perceived as:
•not evil
•a symbol of achievement, respect, and power英语音标教学视频
•something of value to be budgeted carefully
Gender differences
•Money is valued more by men than by women
•Men view money as a symbol of power/status
•Women view money as instrumental (exchanged for things of value) Cultural differences
•Higher respect/priority for money in high power distance cultures
