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Copyright ©2009 Pearson Education, Inc. Publishing as Copyright ©2009 Pearson Education, Inc. Publishing as Prentice HallPrentice Hall
11Chapter 19 Staffing and Leading
Staffing and Leadinga Growing Company
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 22Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
LeadershipLeadership
Process of influencing and inspiring Process of influencing and inspiring others to work to achieve a common others to work to achieve a common goal and then giving them the power goal and then giving them the power and the freedom to achieve it.and the freedom to achieve it.
Entrepreneurs must take on many Entrepreneurs must take on many roles in their companies, but none is roles in their companies, but none is more important than that of leader.more important than that of leader.
How do “leadership” and How do “leadership” and “management” differ?“management” differ?
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 33Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Effective LeadersEffective Leaders
Create a set of values and beliefs for Create a set of values and beliefs for employees and passionately pursue employees and passionately pursue themthem
Respect and support their employeesRespect and support their employees Set the example for their employeesSet the example for their employees Focus employees’ efforts on Focus employees’ efforts on
challenging goals and keep them challenging goals and keep them driving toward those goalsdriving toward those goals
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 44Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Effective LeadersEffective Leaders
Provide the resources employees Provide the resources employees need to achieve their goals need to achieve their goals
Communicate with their employeesCommunicate with their employees Value the diversity of their workersValue the diversity of their workers Celebrate their workers’ successesCelebrate their workers’ successes Value risk-takingValue risk-taking
(Continued)(Continued)
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 55Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Effective LeadersEffective Leaders
Understand that leadership is Understand that leadership is multidimensionalmultidimensional
Value new ideas from employeesValue new ideas from employees Understand that success really is a Understand that success really is a
team effortteam effort Encourage creativity among their Encourage creativity among their
workersworkers
(Continued)(Continued)
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 66Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Effective LeadersEffective Leaders
Maintain a sense of humorMaintain a sense of humor Behave with integrity at all timesBehave with integrity at all times Keep their eyes on the horizonKeep their eyes on the horizon
(Continued)(Continued)
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 77Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Four Vital Tasks of a Four Vital Tasks of a LeaderLeader1.1. Hire the right employees and Hire the right employees and
constantly improve their skillsconstantly improve their skills2.2. Build an organizational culture and Build an organizational culture and
structure that enable the company to structure that enable the company to reach its potentialreach its potential
3.3. Communicate the vision and the Communicate the vision and the values of the company and create an values of the company and create an environment of trust environment of trust
4.4. Motivate workers to higher levels of Motivate workers to higher levels of performanceperformance
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 88Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Conduct a Conduct a job analysisjob analysis and create and create practical practical job descriptionsjob descriptions and and job job specificationsspecifications
Hiring the Right Hiring the Right EmployeesEmployees
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 99Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Conducting a Job Conducting a Job AnalysisAnalysis
Create a Create a job description job description - a written - a written statement of the duties, responsibilities, statement of the duties, responsibilities, reporting relationships, working conditions, reporting relationships, working conditions, and materials and equipment used in a joband materials and equipment used in a job
Create a Create a job specification job specification - written - written statement of the qualifications and statement of the qualifications and characteristics needed for a job, stated in characteristics needed for a job, stated in such terms as education, skills, and such terms as education, skills, and experienceexperience
See sample job description from the See sample job description from the Dictionary of Occupational Titles Dictionary of Occupational Titles for a worm for a worm pickerpicker
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 1010Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Worm PickerWorm Picker
Gathers worms to be used as fish Gathers worms to be used as fish bait; walks about grassy areas, such bait; walks about grassy areas, such as gardens, parks, and golf courses as gardens, parks, and golf courses and picks up earthworms (commonly and picks up earthworms (commonly called dew worms and called dew worms and nightcrawlers). Sprinkles chlorinated nightcrawlers). Sprinkles chlorinated water on lawn to cause worms to water on lawn to cause worms to come to the surface, and locates come to the surface, and locates worms by use of lantern or flashlight. worms by use of lantern or flashlight. Counts worms, sorts them, and packs Counts worms, sorts them, and packs them into containers for shipment. them into containers for shipment. (# (# 413.687 - 014 in D.O.T)413.687 - 014 in D.O.T)
Table 19.1 Linking Tasks from a Job Description to the Table 19.1 Linking Tasks from a Job Description to the Traits Needed to Perform the Job. Traits Needed to Perform the Job.
Job Task Trait or Characteristic
Generate and close new sales Outgoing, persuasive, friendly
Make 15 “cold calls” per week Self-starter, determined, optimistic,independent, confident
Analyze customers’ needs and recommend proper equipment
Good listener, patient, empathetic
Counsel customers about options and features needed
Organized, polished speaker, “other” oriented
Prepare and explain financing methods Honest, mathematically oriented,” comfortable with numbers, understands basics of finance, computer literate
Retain existing customers Relationship builder, customer-focused
Chapter 19 Staffing and Leading Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 11
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 1212Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Conduct a job analysis and create Conduct a job analysis and create practical job descriptions and job practical job descriptions and job specificationsspecifications Plan an effective interviewPlan an effective interview
Hiring the Right Hiring the Right EmployeesEmployees
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 1313Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Planning an Effective Planning an Effective InterviewInterview Develop a series of core questions Develop a series of core questions
and ask them of every job candidateand ask them of every job candidate Ask open-ended questions rather than Ask open-ended questions rather than
those calling for “yes or no” answersthose calling for “yes or no” answers Create hypothetical situations Create hypothetical situations
candidates would encounter on the candidates would encounter on the job and ask how they would handle job and ask how they would handle themthem
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 1414Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Probe for specific examples in the Probe for specific examples in the candidate’s work history that candidate’s work history that demonstrate the necessary traits and demonstrate the necessary traits and characteristicscharacteristics
Ask candidates to describe a recent Ask candidates to describe a recent success and a recent failure and how success and a recent failure and how they dealt with themthey dealt with them
Arrange a “non-interview” setting in Arrange a “non-interview” setting in which to observe the candidatewhich to observe the candidate
(Continued)(Continued)
Planning an Effective Planning an Effective InterviewInterview
Table 19.2 Interview Questions for Candidates for a Table 19.2 Interview Questions for Candidates for a Sales Representative PositionSales Representative Position
Trait or Characteristic QuestionOutgoing, persuasive, friendly How do you persuade reluctant
prospects to buy? Can you give an example?
Good listener, patient, empathetic What would you say to a fellow salesperson who was getting more than her share of rejections and was having difficulty getting appointments?
Honest, mathematically oriented,” comfortable with numbers, understands basics of finance, computer literate
How do you feel when someone How do you feel when someone questions the truth of what you questions the truth of what you say? Can you give an example of say? Can you give an example of successfully overcoming this successfully overcoming this situation?situation?
Other questions:Other questions:
If you owned a company, why would you hire yourself?If you owned a company, why would you hire yourself?
How do you acknowledge the contributions of others in your How do you acknowledge the contributions of others in your department?department?
Chapter 19 Staffing and Leading Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 15
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 1616Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Hiring the Right Hiring the Right EmployeesEmployees
Conduct a job analysis and create practical Conduct a job analysis and create practical job descriptions and job specificationsjob descriptions and job specifications
Plan an effective interviewPlan an effective interview
Conduct the interviewConduct the interview
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 1717Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Conducting an Conducting an Effective InterviewEffective Interview Break the ice. Break the ice. Goal: to diffuse Goal: to diffuse
nervous tensionnervous tension Ask questions Ask questions
Remember the 25/75 RuleRemember the 25/75 Rule Types of interviewsTypes of interviews
Puzzle interviewPuzzle interview Situational interviewSituational interview Peer-to-peer interviewPeer-to-peer interview
Keep it legal!Keep it legal!
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 1818Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
The “The “OUCHOUCH” Test” Test
Does the question Does the question OOmit references to mit references to race, religion, color, sex, or national race, religion, color, sex, or national origin?origin?
Does the question Does the question UUnfairly screen out nfairly screen out a particular class of people?a particular class of people?
Can you Can you CConsistently apply the onsistently apply the question to every applicant?question to every applicant?
Does the question Does the question HHave job-ave job-relatedness and business necessity?relatedness and business necessity?
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 1919Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Conducting an Conducting an Effective InterviewEffective Interview
Sell the candidate on the Sell the candidate on the company. company. Best candidates will Best candidates will have other job offers. Your job: to have other job offers. Your job: to convince the best candidates that convince the best candidates that your company is a great place to your company is a great place to workwork
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 2020Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Conduct a job analysis and create Conduct a job analysis and create practical job descriptions and job practical job descriptions and job specificationsspecifications
Plan an effective interviewPlan an effective interview Conduct the interviewConduct the interview Check ReferencesCheck References
Hiring the Right Hiring the Right EmployeesEmployees
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 2121Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Checking ReferencesChecking References
Checking an applicant’s Checking an applicant’s references is an important part of references is an important part of protecting a company against protecting a company against making a “bad hire”making a “bad hire”
Is it Is it really really necessary?necessary?
Yes!! Background Information Yes!! Background Information Services: More than 50% of job Services: More than 50% of job seekers lie on their rseekers lie on their réésumsuméés s
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 2222Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Conduct a job analysis and create Conduct a job analysis and create practical job descriptions and job practical job descriptions and job specificationsspecifications
Plan an effective interviewPlan an effective interview Conduct the interviewConduct the interview Check ReferencesCheck References Conduct background checksConduct background checks Conduct employment testsConduct employment tests
Hiring the Right Hiring the Right EmployeesEmployees
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 2323Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Employment TestsEmployment Tests
Valid testValid test – one that measures – one that measures what it is intended to measure what it is intended to measure (e.g. aptitude for selling)(e.g. aptitude for selling)
Reliable testReliable test – one that measures – one that measures consistently over timeconsistently over time
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 2424Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Company CultureCompany Culture
Distinctive, unwritten, informal code Distinctive, unwritten, informal code of conduct that governs the of conduct that governs the behavior, attitudes, relationships, behavior, attitudes, relationships, and style of an organizationand style of an organization
“ “The way we do things around The way we do things around here”here”
In small companies, culture plays as In small companies, culture plays as important a part in gaining a important a part in gaining a competitive edge as strategy doescompetitive edge as strategy does
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 2525Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Characteristics of Characteristics of Positive Company Positive Company CultureCulture Respect for work and life balanceRespect for work and life balance Sense of purposeSense of purpose DiversityDiversity IntegrityIntegrity Participative managementParticipative management Learning environmentLearning environment Sense of funSense of fun
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 2626Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Team-Based Team-Based ManagementManagement Self-directed work teamSelf-directed work team – a group of – a group of
workers from different functional areas workers from different functional areas of a company who work together as a of a company who work together as a unit largely without supervision, unit largely without supervision, making decisions and performing tasks making decisions and performing tasks that once belonged only to managers that once belonged only to managers
In this setting, the nature of managers’ In this setting, the nature of managers’ work changes dramatically work changes dramatically
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 2727Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Common Errors with Common Errors with TeamsTeams
Assigning teams inappropriate tasksAssigning teams inappropriate tasks Failing to provide meaningful Failing to provide meaningful
performance targetsperformance targets Sabotaging teams with Sabotaging teams with
underperformersunderperformers Failing to compensate team members Failing to compensate team members
equitablyequitably
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 2828Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
What Makes Teams What Makes Teams Succeed?Succeed?
Make sure that teams are Make sure that teams are appropriate for the company and appropriate for the company and the nature of the workthe nature of the work
Form teams around the natural work Form teams around the natural work flow and give them specific tasks to flow and give them specific tasks to accomplishaccomplish
Provide adequate support and Provide adequate support and training for team members and training for team members and leadersleaders
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Involve team members in how Involve team members in how their performances will be their performances will be measured, what will be measured, what will be measured, and when it will be measured, and when it will be measuredmeasured
Make at least part of team Make at least part of team members’ pay dependent on members’ pay dependent on team performanceteam performance
(Continued)(Continued)
What Makes Teams What Makes Teams Succeed?Succeed?
Stages of Team DevelopmentStages of Team Development
Chapter 19 Staffing and Leading Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 30
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 3131Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
CommunicationCommunication
Managers spend about 80 percent of Managers spend about 80 percent of their time in some form of their time in some form of communication: communication: 30% talking30% talking 25% listening25% listening 15% reading15% reading 10% writing10% writing
Many problems in the workplace arise Many problems in the workplace arise because of poor communicationbecause of poor communication
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 3232Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Barriers to Barriers to CommunicationCommunication
Employees don’t feel free to say what Employees don’t feel free to say what they meanthey mean
AmbiguityAmbiguity Information overloadInformation overload Selective listeningSelective listening Defense mechanismsDefense mechanisms Conflicting verbal and nonverbal Conflicting verbal and nonverbal
signalssignals
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 3333Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Communicating Communicating EffectivelyEffectively
Clarify your message before Clarify your message before communicating itcommunicating it
Use face-to-face communication Use face-to-face communication whenever possiblewhenever possible
Be empatheticBe empathetic Match your message to your Match your message to your
audienceaudience Be organizedBe organized
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 3434Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Communicating Communicating EffectivelyEffectively Encourage feedbackEncourage feedback Tell the truthTell the truth Don’t be afraid to tell employees Don’t be afraid to tell employees
about the business, its about the business, its performance, and the forces that performance, and the forces that affect it affect it
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 3535Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
The Challenge of The Challenge of Motivating WorkersMotivating Workers
EmpowermentEmpowerment Job designJob design Rewards and compensationRewards and compensation FeedbackFeedback
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EmpowermentEmpowerment
Involves giving workers at every level of Involves giving workers at every level of the organization the power, the freedom, the organization the power, the freedom, and the responsibility to control their own and the responsibility to control their own work, to make decisions, and to take work, to make decisions, and to take action to meet the company’s objectivesaction to meet the company’s objectives
Requires a different style of management Requires a different style of management from that of the traditional managerfrom that of the traditional manager
Is built on sharing information, authority, Is built on sharing information, authority, and powerand power
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 3737Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Empowerment Works Best Empowerment Works Best When an Entrepreneur . . .When an Entrepreneur . . .
Is confident enough to give workers all Is confident enough to give workers all of the authority and responsibility they of the authority and responsibility they can handlecan handle
Plays the role of coach and facilitator, Plays the role of coach and facilitator, not the role of meddlesome bossnot the role of meddlesome boss
Recognizes that empowered Recognizes that empowered employees will make mistakesemployees will make mistakes
Hires people who can blossom in an Hires people who can blossom in an empowered environmentempowered environment
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Trains workers to continuously Trains workers to continuously upgrade their skillsupgrade their skills
Trusts workers to do their jobsTrusts workers to do their jobs Listens to workers when they have Listens to workers when they have
ideas, solutions, or suggestionsideas, solutions, or suggestions Recognizes workers’ contributionsRecognizes workers’ contributions Shares information with workers, Shares information with workers,
perhaps using open-book managementperhaps using open-book management
(Continued)(Continued)
Empowerment Works Best Empowerment Works Best When an Entrepreneur . . .When an Entrepreneur . . .
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 3939Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Open-Book Open-Book ManagementManagementEmployees:Employees:1.1. See and learn to understand a See and learn to understand a
company’s financial statements and company’s financial statements and its critical numbersits critical numbers
2.2. Learn that a significant part of their Learn that a significant part of their jobs is moving those critical numbers jobs is moving those critical numbers in the right directionin the right direction
3.3. Have a direct stake in the company’s Have a direct stake in the company’s success through profit sharing, ESOPs, success through profit sharing, ESOPs, or performance-based bonuses or performance-based bonuses
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 4040Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Job Design StrategiesJob Design Strategies
Job simplification Job simplification - breaks work down into its - breaks work down into its simplest form and standardizes each tasksimplest form and standardizes each task
Job enlargement (horizontal job loading) Job enlargement (horizontal job loading) - - adds more tasks to a job to broaden its adds more tasks to a job to broaden its scopescope
Job rotation Job rotation - cross-trains workers so they - cross-trains workers so they can move from one job in a company to can move from one job in a company to others, giving them a greater number and others, giving them a greater number and variety of tasks to perform. Often used with variety of tasks to perform. Often used with a skill-based pay systema skill-based pay system
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 4141Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Job Design StrategiesJob Design Strategies
Job enrichment (vertical job loading) Job enrichment (vertical job loading) - - builds motivators into a job by increasing builds motivators into a job by increasing the planning, decision making, organizing the planning, decision making, organizing and controlling functions (which and controlling functions (which traditionally were managerial tasks)traditionally were managerial tasks)
Five core characteristics:Five core characteristics: Skill varietySkill variety Task identityTask identity Task significanceTask significance AutonomyAutonomy FeedbackFeedback Enriched
Job
(Continued)(Continued)
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 4242Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Flextime Flextime - an arrangement under which - an arrangement under which employees build their work schedules employees build their work schedules around a set of “core hours” - such as around a set of “core hours” - such as 11 a.m. to 2 p.m. - but have flexibility 11 a.m. to 2 p.m. - but have flexibility about when they start and stop workabout when they start and stop work
Job sharing Job sharing - a work arrangement in - a work arrangement in which two or more people share a single which two or more people share a single full-time jobfull-time job
Job Design StrategiesJob Design Strategies(Continued)(Continued)
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 4343Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Flexplace Flexplace - a work arrangement in - a work arrangement in which employees work at a place which employees work at a place other than the traditional office, such other than the traditional office, such as a satellite branch closer to their as a satellite branch closer to their homes or, in some cases, at homehomes or, in some cases, at home
TelecommutingTelecommuting - an arrangement in - an arrangement in which employees have employees which employees have employees working from their homes use modern working from their homes use modern communications equipment to hook communications equipment to hook up to their workplacesup to their workplaces
Job Design StrategiesJob Design Strategies(Continued)(Continued)
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Num
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orke
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2000 2002 2004 2006 2008 2010
Year
Number of WorkersTelecommuting in the United States
Chapter 19 Staffing and Leading Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 44
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 4545Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Rewards and Rewards and CompensationCompensation The key to using rewards to The key to using rewards to
motivate workers is tailoring motivate workers is tailoring them to the needs and them to the needs and characteristics of individual characteristics of individual workersworkers
Money is an effective motivator - Money is an effective motivator - up to a pointup to a point Pay-for-performance systemsPay-for-performance systems
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Pay-for-PerformancePay-for-Performance
Employees’ incentive pay must be Employees’ incentive pay must be clearly and closely linked to their clearly and closely linked to their performancesperformances
Employees must be able to see the Employees must be able to see the connection between what they do connection between what they do every day on the job and the rewards every day on the job and the rewards they receive they receive
The system must be simple enough so The system must be simple enough so that employees understand and trust it that employees understand and trust it
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Pay-for-PerformancePay-for-Performance
Employees must believe the system is Employees must believe the system is fair fair
The system should be inclusive, The system should be inclusive, rewarding all employees, no matter rewarding all employees, no matter what their jobs might bewhat their jobs might be
The system should make frequent The system should make frequent payouts to employees payouts to employees
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 4848Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Intangible rewards such as Intangible rewards such as praise, recognition, celebrations, praise, recognition, celebrations, and others can be and others can be veryvery powerful, powerful, yet inexpensive, motivatorsyet inexpensive, motivators
Ideal for small companiesIdeal for small companies
Rewards and Rewards and CompensationCompensation
The Feedback The Feedback LoopLoop
ComparingComparing Actual Actual Performance Performance AgainstAgainst StandardsStandards
DecidingDecidingWhat to What to MeasureMeasure
DecidingDecidingHow to How to MeasureMeasure
TakingTaking ActionActionto Improveto ImprovePerformance Performance
ComparingComparing ActualActualPerformancePerformance AgainstAgainst StandardsStandards
Chapter 19 Staffing and Leading Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 49
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 5050Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Guidelines for Successful Guidelines for Successful Performance AppraisalsPerformance Appraisals
Link the employee’s performance to the job Link the employee’s performance to the job descriptiondescription
Establish meaningful, job-related, observable, Establish meaningful, job-related, observable, measurable, and fair performance criteriameasurable, and fair performance criteria
Prepare for the appraisal by outlining the key Prepare for the appraisal by outlining the key points you want to cover with the employeepoints you want to cover with the employee
Invite the employee to provide an evaluation Invite the employee to provide an evaluation of his own job performance based on the of his own job performance based on the criteriacriteria
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 5151Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
Guidelines for Successful Guidelines for Successful Performance AppraisalsPerformance Appraisals
Be specificBe specific Keep a record of employees’ critical Keep a record of employees’ critical
incidents - both positive and negativeincidents - both positive and negative Discuss the employee’s strengths and Discuss the employee’s strengths and
weaknessesweaknesses Incorporate employees’ goals into the Incorporate employees’ goals into the
appraisalappraisal Keep the evaluation constructiveKeep the evaluation constructive
(Continued)(Continued)
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Praise good workPraise good work Focus on behaviors, actions, and resultsFocus on behaviors, actions, and results Avoid surprises (for both the employee Avoid surprises (for both the employee
or the business owner) or the business owner) Plan for the future Plan for the future
Smart business owners spend about 20% of Smart business owners spend about 20% of a performance appraisal discussing past a performance appraisal discussing past performance and 80% developing goals, performance and 80% developing goals, objectives, and a plan for improving objectives, and a plan for improving performance in the futureperformance in the future
Guidelines for Successful Guidelines for Successful Performance AppraisalsPerformance Appraisals
(Continued)(Continued)
Copyright Copyright ©©2009 Pearson Education, Inc. Publishing as Prentice Hall2009 Pearson Education, Inc. Publishing as Prentice Hall 5353Chapter 19 Staffing and Chapter 19 Staffing and LeadingLeading
All rights reserved. No part of this publication may All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, electronic, mechanical, photocopying, recording, or otherwise, without the prior written or otherwise, without the prior written permission of the publisher. Printed in the United permission of the publisher. Printed in the United States of America.States of America.
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