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HR: POST EMPLOYMENTPresented by Kyle CoxLIBR 204/286

HR: Post EmploymentCovers the following topic areas:orientation and trainingchange and transitionsstaff developmentsupervisionperformance appraisalsuccession management

Transition to SupervisionOften promoted due to performance, with little training/preparationHigh performance not necessarily a qualifier for a good supervisor (Kay, 1961)Key tasks to master as you transition to new roleEstablishing a positive relationship with your employeesLet go of the old jobSet a good examplePerform the job with your own styleGive recognition to employeesSupport the employeesKumagai & Kleiner, 1995

Communication in SupervisionLeadership may be considered a form of competent communication composed of messages containing both affective and cognitive strategies (Hall & Lord, 1995).Need to supervise/lead by negotiationSalacuse, 2007Perceived communicator competence tied to subordinate satisfaction with supervisor; satisfaction positively related to performanceBerman and Hellweg, 1989; Gruneberg, 1979; Richmond, McCroskey, Davis, & Koontz, 1980Interpersonal interactions/communications (or lack thereof) have significant impact on employeesKorte and Wynne,1996; Pincus, 1986; Postmes, Tanis, & de Wit, 2001; Ray & Miller, 1994.

Coaching in SupervisionIndividualized instruction, guidance; unstructured, developmental process; one-on-one feedback and guidanceHeslin, VandeWalle, & Latham, 2006; Argote & McGrath, 1993Examples of coaching in supervisionAgarwal et al., 2009; Heslin et al., 2006; Ellinger, Ellinger, & Keller, 2003; Kraiger, Ford, & Salas, 1993; Locke & Latham, 1990.Coaching v. Mentoring v. TutoringChao, 1997; DAbate, Eddy, & Tannenbaum, 2003

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Key Roles/FunctionsFirst-level supervisors: One-to-one with SubordinatesManaging individual performanceMotivate subordinates to change or improve their performance.Provide ongoing performance feedback to subordinates.Take action to resolve performance problems in supervisors work group.Blend subordinates' goals (e.g., career goals, work performances) with company's work requirements.Identify ways of improving communications among subordinates.Instructing subordinatesAreas for development include: individually focused supervision, motivation, career planning, and performance feedbackKraut, Pedigo, McKenna, & Dunnette, 1989

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Key Roles/FunctionsMiddle Managers: Linking GroupsPlanning and allocating resourcesCoordinating interdependent groupsManaging group performanceAreas for development include: effective group and intergroup work, group-level performance indicators; diagnosing and resolving problems within and among work groups; negotiating with peers and superiors; and designing and implementing reward systems.Kraut, Pedigo, McKenna, & Dunnette, 1989

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An Alternate Path?Self-managed work teamsMembers working collaboratively to make team decisions such as hiring, firing, scheduling, and determining operating procedures (Romig, 1996; Wellins et al, 1990)Work well whenTasks within unit are interdependentEmployees are multi-skilledEmployees already have high-level of self-managementOrganizational structures & decision-making is decentralizedCulture is consistent with participation and empowermentOrganization is willing to commit long-term for team development Tata & Prasad, 2004; Fisher, Schoenfeldt, & Shaw, 2003

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An Alternate Path?Self-managed work teamsCan increase team effectiveness (Deci et al, 1990; Lawler, 1986; Manz, 1992)Organizational structure, decision-making process have major impact on effectiveness (or lack thereof) of self-managed teams (Tata & Prasad, 2004)Keys to success in self-managed teams include organization loosening control systems, removing unnecessary bureaucratic procedures, and providing near continuous information on performance. (Fisher, Schoenfeldt, & Shaw, 2003)

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Employee CommitmentRole supervisors play in shaping commitmentSupervisors play important role T. E. Becker, 1992; T. E. Becker, Billings, Eveleth, & Gilbert, 1996; Reichers, 1986Negative interactions versus positive interactionsMiner, Glomb, & Hulin, 2005Effects of quality relationship with subordinatesHarris & Kacmar, 2005; Harris, Harris, & Harvey, 2008

Employee CommitmentAffective CommitmentAn emotional attachment to, involvement in, and identification with the organization (Meyer & Allen, 1991)Supervisors are instrumentalStinglhamber & Vandenberghe, 2003Based on social exchange processes and supportBlau, 1964; Rhoades, Eisenberger, & Armeli, 2001Best predictor of organizational turnoverMeyer, J. P., Stanley, D. J., Herscovitch, L., & Topolnytsky, L., 2002

Employee CommitmentNormative CommitmentA sense of loyalty driven by a feeling of obligation toward the organization. (Meyer & Allen, 1991)Typically formed prior to organizational entryWiener, 1982

Employee CommitmentContinuance CommitmentAn attachment derived from the recognition of the costs associated with leaving and/or the perception of a lack of employment alternatives. (Meyer & Allen, 1991)Negative feelings, effects associated with this form of commitmentLandry, Panaccio, & Vandenberghe, 2010; Mignonac and Herrbach, 2004; Donovan, 2003; Irving & Coleman, 2003; King & Sethi, 1997.Cost of leaving versus perceived lack of alternativesVandenberghe et al., 2007; Meyer & Allen, 1991; Becker, 1960.

Employee BehaviorsTo build and retain an acceptable employee behavior, a supervisor must first identify what type of behavior an individual employee is displaying.Can't-Will. This employee can't perform the work, but will try.Can't-Won't. This employee can't perform the job and won't perform the job.Can-Will. This employee has the skills and is proud to perform the work.Can-Won't. This employee has the skills, but does not want to perform the job.Staffieri, 2006

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