Management, 8e Schermerhorn Chapter 15

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Management, 8eSchermerhornChapter 15

• Instructor Dr. Robert Kenmore
• Zarb School of Business
• Hofstra University

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Organization of the Text Management (8th
Edition) by Schermerhorn
PART 1 PART 2 PART 3 PART 4 PART 5
Introducing Management Context Mission Organi
zation Leadership

• The Dynamic New Workplace
• Management Past to Present
• Ethical Behavior Social Responsibility

• Environment, Organizational Culture, and
  Diversity
• Global Dimensions of Management
• Entrepreneur-ship Small Business

• Information Decision Making
• Planning Controlling
• Strategic Management

• Organizing
• Organizational Design Processes
• Human Resource Management

• Leading
• Motivation Theory Practice
• Individual Behavior Performance
• Teams Teamwork
• Communi-cation Interpersonal Skills
• Change Leadership

Exam 2
Exam 1
Exam 3
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Reflections

• How important is balance?
• Are demotivators different from and as important
  as motivators?
• How important is the association between job and
  money?

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Chapter 15Individual Behavior Performance

• What is the meaning of work?
• What are the issues in satisfaction, performance,
  and job design?
• What are alternative work arrangements?
• How can jobs be enriched?
• How can job and workplace stress be managed?

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What is the meaning of work?

• Basic background on work
• Work can be a turn-on or a turn-off.
• People are the foundations of high performance in
  the workplace.
• Valuing people and creating jobs and work
  environments that respect peoples needs and
  potential will benefit everyone.

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What is the meaning of work?

• Psychological contract
• An informal understanding about what an
  individual gives to and receives from an
  organization as part of the employment
  relationship.
• A person has a healthy psychological contract in
  the ideal work situation.
• Fair exchange of contributions and inducements.

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Schermerhorn/Management, 7e Chapter 15, Figure
15-01
FIGURE 15-1 Components in the psychological
contract.
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What is the meaning of work?

• Work and the quality of life
• Quality of work life
• The overall quality of human experiences in the
  workplace.
• An important component of quality of life.
• Work-life balance
• Fit between ones job or work responsibilities
  and personal or family needs.
• The goal is to achieve a productive and
  satisfying balance between work and personal life.

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ATTITUDES THAT CORRELATE WITH FIRM PERFORMANCE
Workers ..

• Believe have opportunity to do best
• Believe opinions count
• Believe co-workers committed to quality
• Believe job affects company mission

Source Gallup survey of 55,000 workers. Reported
in Fortune (1/12/98).
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What are the issues in satisfaction, performance,
and job design?

• Job
• A collection of tasks performed in support of
  organizational objectives.
• Job design
• The process of creating or defining jobs by
  assigning specific work tasks to individuals and
  groups.
• Goals of job design
• High levels of job satisfaction.
• High levels of job performance.

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What are the issues in satisfaction, performance,
and job design?

• Job satisfaction
• The degree to which an individual feels
  positively or negatively about various aspects of
  the job.
• Common aspects of job satisfaction
• Pay
• Tasks
• Supervision
• Coworkers
• Work setting
• Advancement opportunities

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What are the issues in satisfaction, performance,
and job design?

• Satisfaction-related concepts having quality of
  work life implications
• Job involvement
• The extent to which an individual is dedicated to
  a job.
• Organizational commitment
• Loyalty of an individual to the organization.

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What are the issues in satisfaction, performance,
and job design?

• Job performance
• The quantity and quality of tasks accomplished by
  an individual or group at work.
• Performance is a cornerstone of productivity.
• Effective managers design jobs that help people
  achieve both satisfaction and high performance.

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What are the issues in satisfaction, performance,
and job design?

• Individual performance equation
• Performance begins with ability
• Performance requires support
• Performance involves effort

Performance Ability x Support x Effort
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HIGH PERFORMANCE TRIANGLE
ABILITY

• Recruitment
• Selection
• Training
• Development

SUPPORT
EFFORT

• Time
• Goals
• Resources

• Extrinsic Motivation
• Intrinsic Motivation

• Technology
• Encouragement

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What are the issues in satisfaction, performance,
and job design?

• Job design alternatives
• A good job design provides a good fit or match
  between the worker and the task requirements.
• Vary along a continuum ranging from high to low
  task specialization.
• High specialization ? job simplification
• Moderate specialization ? rotation and
  enlargement
• Low specialization ? job enrichment

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Schermerhorn/Management, 7e Chapter 15, Figure
15-02
FIGURE 15-2 A continuum of job-design
alternatives.
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What are the issues in satisfaction, performance,
and job design?

• Job simplification
• Standardizing work procedures and employing
  people in well-defined and highly specialized
  tasks.
• Simplified jobs are narrow in job scope.
• Automation
• Total mechanization of a job.
• Most extreme form of job simplification.

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What are the issues in satisfaction, performance,
and job design?

• Potential advantages of job simplification
• Easier and quicker training of workers
• Workers are less difficult to supervise
• Workers are easier to replace
• Development of expertise in doing repetitive tasks

• Potential disadvantages of job simplification
• Low satisfaction
• Occasional tardiness and absenteeism
• Worker boredom
• High error rates

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What are the issues in satisfaction, performance,
and job design?

• Job rotation and job enlargement
• Job rotation
• Increases task variety by periodically shifting
  workers among jobs involving different task
  assignments.
• Job enlargement
• Increases task variety by combining two or more
  tasks previously assigned to separate workers.
• Horizontal loading

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Schermerhorn/Management, 7e Chapter 15, Figure
15-03
FIGURE 15-3 How to improve job design by
horizontal and vertical loading.
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What are the issues in satisfaction, performance,
and job design?

• Job enrichment
• Building more opportunities for satisfaction into
  a job by expanding its content.
• Expands both job scope and job depth.
• Frequently accomplished through vertical loading.

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What are the issues in satisfaction, performance,
and job design?

• Checklist for enriching jobs
• Remove controls that limit peoples discretion in
  their work.
• Grant people authority to make decisions about
  their work.
• Make people understand their accountability for
  results.
• Allow people to do whole tasks or complete
  units of work.
• Make performance feedback available to those
  doing the work.

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What are alternative work arrangements?

• Compressed workweek
• Any work schedule that allows a full-time job to
  be completed in less than the standard 5 days of
  8-hour shifts.
• Benefitsmore leisure time, lower commuting
  costs, lower absenteeism, and potentially
  improved performance.
• Disadvantagesincreased fatigue, family
  adjustment problems, increased scheduling
  problems, and union objections.

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What are alternative work arrangements?

• Flexible working hours
• Any work schedule that gives employees some
  choice in the pattern of their daily work hours.
• Core timeall employees must be at work.
• Flextimeallows employees to schedule around
  personal and family responsibilities.

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What are alternative work arrangements?

• Potential benefits of flexible working hours
• People have greater autonomy in work scheduling
  while ensuring maintenance of work
  responsibilities.
• Organizations can attract and retain employees
  who have special non-work responsibilities.
• Worker morale may be improved.

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What are alternative work arrangements?

• Job sharing
• One full-time job is split between two or more
  persons.
• Work sharing
• An agreement between employees to cut back their
  work hours to avoid layoffs or termination.

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What are alternative work arrangements?

• Telecommuting
• A work arrangement that allows a portion of
  scheduled work hours to be completed outside of
  the office.
• Work-at-home
• A telecommuting option that is facilitated by
  information technology and computer links to
  clients or customers and a central office.

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What are alternative work arrangements?

• Potential advantages of telecommuting
• Freedom from
• Constraints of commuting
• Fixed hours
• Special work attire
• Direct contact with supervisors
• Increased productivity
• Fewer work distractions
• Being ones own boss
• Having more personal time

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What are alternative work arrangements?

• Potential disadvantages of telecommuting
• Working too much
• Having less personal time
• Difficulty in separating work and personal life
• Less time for family
• Feelings of isolation
• Loss of visibility for promotion
• Difficulties supervising work-at-home employees
  from a distance

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What are alternative work arrangements?

• Part-time work
• Work done on any schedule less than the standard
  40-hour workweek and does not qualify employee as
  full-time.
• Contingency workers
• Part-time workers who supplement the full-time
  workforce, often on a long-term basis.
• Now constitute 30 percent of the American
  workforce.

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HIGH PERFORMANCE TRIANGLE
ABILITY

• Recruitment
• Selection
• Training
• Development

SUPPORT
EFFORT

• Time
• Goals
• Resources

• Extrinsic Motivation
• Intrinsic Motivation

• Technology
• Encouragement

33
ATTITUDES THAT CORRELATE WITH FIRM PERFORMANCE
Workers ..

• Believe have opportunity to do best
• Believe opinions count
• Believe co-workers committed to quality
• Believe job affects company mission

Source Gallup survey of 55,000 workers. Reported
in Fortune (1/12/98).
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How can jobs be enriched?

• Core characteristics model
• Contingency approach to job design
• Model focuses on
• Core job characteristics
• Critical psychological states
• Job outcomes
• Moderating variables
• A job high in the core characteristics is
  enriched.

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How can jobs be enriched?

• Core job characteristics
• Skill variety
• Task identity
• Task significance
• Autonomy
• Feedback

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How can jobs be enriched?

• Critical psychological states
• Experienced meaningfulness of work
• Experienced responsibilities for work outcomes
• Knowledge of actual results of work activities

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How can jobs be enriched?

• Job outcomes
• High internal work motivation
• High growth satisfaction
• High general job satisfaction
• High work effectiveness

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How can jobs be enriched?

• Moderating variables
• Growth-need strength (GNS)
• People with high GNS will respond positively to
  enriched jobs.
• People with low GNS will respond negatively to
  enriched jobs.
• Knowledge and skills
• Context satisfaction

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Schermerhorn/Management, 7e Chapter 15, Figure
15-04
FIGURE 15-4 Job design and individual work
outcomes using the core characteristics model.
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How can jobs be enriched?

• Improving core job characteristics
• Form natural units of work
• Combine tasks
• Establish client relationships
• Open feedback channels
• Practice vertical loading

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How can jobs be enriched?

• Technology and job enrichment
• Socio-technical systems
• Job design that uses technology to best advantage
  while still treating people with respect, and
  allowing their human talents to be applied to the
  fullest potential.
• Robotics
• Use of computer controlled machines to completely
  automate work tasks.

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How can jobs be enriched?

• Questions for reflecting on job enrichment
• Is it expensive to do job enrichment?
• Will people demand more pay for doing enriched
  jobs?
• Should everyones job be enriched?
• What do the unions say about job enrichment?

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How can job and workplace stress be managed?

• Stress
• A state of tension experienced by individuals
  facing extraordinary demands, constraints, or
  opportunities.
• Job-related stress goes hand-in-hand with the
  dynamic and sometimes uncertain nature of
  managerial work.

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How can job and workplace stress be managed?

• Work factors as sources of stress
• Excessively high or low task demands
• Role conflicts or ambiguities
• Poor interpersonal relationships
• Too slow or too fast career progress

• Personal factors as sources of stress
• Needs
• Capabilities
• Personality
• Type A personality
• Non-work factors as sources of stress
• Family events
• Economics
• Personal affairs

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How can job and workplace stress be managed?

• Stressful behavior patterns of the Type A
  personality
• Always moving, walking, and eating rapidly.
• Acting impatient, hurrying others, disliking
  waiting.
• Doing, or trying to do, several things at once.
• Feeling guilty when relaxing.
• Trying to schedule more in less time.
• Using nervous gestures such as a clenched fist.
• Hurrying or interrupting the speech of others.

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How can job and workplace stress be managed?

• Consequences of stress
• Constructive stress
• Acts as a positive influence.
• Can be energizing and performance enhancing.
• Destructive stress
• Acts as a negative influence.
• Breaks down a persons physical and mental
  systems.
• Can lead to job burnout and/or workplace rage.

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Schermerhorn/Management, 7e Chapter 15, Figure
15-06
FIGURE 15-6 Potential negative consequences of a
destructive job stressburnout cycle.
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How can job and workplace stress be managed?

• Reasons why managers should be skilled at dealing
  with workplace stress
• Humanitarianism
• Productivity
• Creativity
• Return on investment

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How can job and workplace stress be managed?

• Personal wellness
• The pursuit of personal and mental potential
  though a personal health-promotion program.
• A form of preventative stress management.
• Enables people to be better prepared to deal with
  stress.

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How can job and workplace stress be managed?

• Guidelines for coping with workplace stress
• Take control of the situation
• Pace yourself
• Open up to others
• Do things for others
• Exercise
• Balance work and recreation