applied performance practices mcgraw-hill/irwin copyright © 2013 by the mcgraw-hill companies, inc....
TRANSCRIPT
Chapter 6
Applied Performance Practices
McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
6-2
Applied Performance Practices in Chinese Factories
Most factory workers in China’s
Pearl River Delta are paid for the
number of units they produce.
The work is usually repetitive –
some jobs require several
thousand task cycles each day.
6-3
Meaning of Money in the Workplace
Money means different things to people• symbol of success• reinforcer and motivator• reflection of performance• Source of less/more anxiety
Differences in meaning of money by gender and culture
Money is an important motivator
6-4
Membership/Seniority Based Rewards
Fixed wages, seniority increases
Advantages • Guaranteed wages may attract job applicants• Seniority-based rewards reduce turnover
Disadvantages• Doesn’t motivate job performance• Discourages poor performers from leaving• May act as golden handcuffs (tie people to the job)
6-5
Job Status-Based Rewards
Includes job evaluation and status perks
Advantages:• Job evaluation tries to maintain fairness• Motivates competition for promotions
Disadvantages:• Employees exaggerate duties, hoard resources• Reinforces status• Encourage hierarchy, might undermine cost-
efficiency and responsiveness
6-6
Competency-Based Rewards
Pay increases with competencies acquired and demonstrated
Skill-based pay• Pay increases with skill modules learned
Advantages • More flexible work force, better quality,
consistent with employability
Disadvantages• Potentially subjective, higher training costs
6-7
Organizational Rewards
Types of organizational rewards• Organizational bonuses (e.g. company trips)• Employee stock ownership plans (ESOPS)• Stock options• Profit-sharing plans
Evaluating organizational rewards• Creates an “ownership culture”• Adjusts pay with firm's prosperity• Weak link between individual effort and rewards• Rewards affected by external forces
6-8
Improving Reward Effectiveness
Link rewards to performance Ensure rewards are relevant Team rewards for interdependent jobs Ensure rewards are valued Watch out for unintended consequences
6-9
Unintended Consequences of Rewards at TransSantiago
Transit bus drivers in Santiago, Chile were paid by the number of passengers • Motivated starting work on time,
shorter breaks, efficient driving, ensuring passengers paid fares
Unintended consequences• Traffic accidents -- reckless driving to
next stop, cut off competing buses• Passenger injuries/deaths – doors
left open, buses departed before all on board
• Drove past stops with only one passenger waiting
6-10
Job Design
Assigning tasks to a job, including the interdependency of those tasks with other jobs
Organization's goal -- to create jobs that can be performed efficiently yet employees are motivated and engaged
6-11
Job Specialization
Dividing work into separate jobs, each with a subset of tasks required to complete the product/service
Scientific management• Frederick Winslow Taylor• Champion of job specialization• Taylor also emphasized person-job matching, training, goal
setting, work incentives
6-12
Evaluating Job Specialization
Less time changing activities
Lower training costs Job mastered quickly Better person-job
matching
Job boredom Discontentment pay Higher costs Lower quality Lower motivation
Advantages Disadvantages
6-13
Job Characteristics Model
Workmotivation
Growthsatisfaction
Generalsatisfaction
Workeffectiveness
Feedbackfrom job
Knowledgeof results
Skill varietyTask identity
Task significanceMeaningfulness
Autonomy Responsibility
Individualdifferences
CriticalPsychological
States
Core JobCharacteristics Outcomes
6-14
Improving Task Significance Through Voice of the Customer
Rolls Royce Engine Services
improved task significance
through their “Voice of the
Customer” program, in which
customers talk to production staff
about how the quality of their
engine maintenance work is
important to customers.
6-15
Job Rotation
Moving from one job to another
Benefits1. Minimizes repetitive strain
injury
2. Multiskills the workforce
3. Potentially reduces job boredom
Job ‘A’
Job ‘B’
Job ‘C’
Job ‘D’
6-16
Job Enlargement
Adding tasks to an existing job
Example: video journalist
Employee 1Operates camera
Employee 2Operates sound
Employee 3Reports story
Traditional news team
Video journalist
• Operates camera• Operates sound• Reports story
6-17
Job Enrichment
Given more responsibility for scheduling, coordinating, and planning one’s own work
1. Clustering tasks into natural groups• Stitching highly interdependent tasks into one job• e.g., video journalist, assembling entire product
2. Establishing client relationships• Directly responsible for specific clients• Communicate directly with those clients
6-18
Dimensions of Empowerment
Meaning
Competence
Employees believe their work is important
Employees have feelings of self-efficacy
ImpactEmployees feel their actions influence success
Self-determination
Employees feel they have freedom and discretion
6-19
Supporting Empowerment
Individual factors• Possess required competencies, able to perform
the work
Job design factors• Autonomy, task identity, task significance, job
feedback
Organizational factors• Resources, learning orientation, trust
6-20
Self-Leadership
The process of influencing oneself to establish the self-direction and self-motivation needed to perform a task
Includes concepts/practices from goal setting, social cognitive theory, and sports psychology
Self-leadership at Bayer CropScience
6-20
6-21
Elements of Self-Leadership
Personal goal setting
Employees set their own goals
Apply effective goal setting practices
PersonalGoal Setting
ConstructiveThoughtPatterns
DesigningNatural
Rewards
Self-Monitoring
Self-Reinforce-
ment
6-22
PersonalGoal Setting
DesigningNatural
Rewards
Self-Monitoring
Self-Reinforce-
ment
ConstructiveThoughtPatterns
Elements of Self-Leadership
Positive self-talk• Talking to ourselves about thoughts/actions• Potentially increases self-efficacy
Mental imagery• Mentally practicing a task• Visualizing successful task completion
6-23
DesigningNatural
Rewards
ConstructiveThoughtPatterns
Self-Monitoring
Self-Reinforce-
ment
PersonalGoal Setting
Elements of Self-Leadership
Finding ways to make the job itself more motivating• e.g. altering the way the task is accomplished
6-24
ConstructiveThoughtPatterns
DesigningNatural
Rewards
Self-Reinforce-
ment
PersonalGoal Setting
Self-Monitoring
Elements of Self-Leadership
Keeping track of your progress toward the self-set goal• Looking for naturally-occurring feedback• Designing artificial feedback
6-25
Self-Reinforce-
ment
ConstructiveThoughtPatterns
DesigningNatural
Rewards
Self-Monitoring
PersonalGoal Setting
Elements of Self-Leadership
“Taking” a reinforcer only after completing a self-set goal• e.g. Watching a movie after writing two more sections of a report• e.g. Starting a fun task after completing a task that you don’t like
6-26
Self-Leadership Contingencies
Individual factors• Higher levels of conscientiousness and
extroversion• Positive self-evaluation (self-esteem, self-efficacy,
internal locus)
Organizational factors• Job autonomy• Participative and trustworthy leadership• Measurement-oriented culture