AEM220_206 - AEM220, Introduction to Business Management....

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Unformatted text preview: AEM220, Introduction to Business Management. Wednesday 2/6 Job related motivation Motivation (II) Engagement and organizational culture Self-efficacy Human Capital The sum total of the knowledge, skills, talents and abilities of a business firm's owners and employees; Employee Stress and Employee Trust W Start from a position of trust Drops in productivity Chronic lateness W Be consistent Absenteeism W Listen with an open mind & Careless with details respect others' opinions Unable to work with others W Admit your mistakes Negative attitudes about work W Give credit where credit is due Withdrawal from co-workers Easily upset/angered Job Oriented Motivational Techniques Job Enrichment/Redesign Skill Variety Task Identity/Significance Autonomy Feedback Job Simplification Job Enlargement Job Rotation Job Enrichment Job variety The extent to which a job demands different skills; The degree to which a job requires doing a task with a visible outcome from beginning to end; The degree to which the job has a substantial impact on the lives or work of others in the company; The degree of freedom, independence, and discretion in scheduling work and determining procedures; The amount of direct and clear information that is received about job performance. Task identity Task significance Autonomy Feedback Self-efficacy People's beliefs about their capabilities to produce designated levels of performance that exercise influence over events that affect their lives. Sources of self-efficacy Mastery experience Modeling Social persuasion Minimization of stress and faulty attributions Individual's choice among activities, Persistence when problems arise Performance ratings Attendance Consequences of self-efficacy Socialization The process of influencing the expectations, behavior, and attitudes of a new employee in a way considered desirable by the organization. Socialization tools Orientation Job rotation Coaching Apprenticeship Modeling Mentoring The Psychological Contract A set of unwritten reciprocal expectations between an individual employee and an organization "The traditional promise of either a secure job and a fair day's pay for a fair day's work or a career in the organization in return for loyalty and hard, high quality work is no longer tenable" Components of the psychological contract Fairness Trust The "delivery of the deal" Organizational Culture Widely shared values within an organization that provide unity and cooperation to achieve common goals McDonald's Harley-Davidson Caterpillar Trust Service High moral and ethical values - CSR Elements of a sustaining corporate culture Engagement A positive attitude to the job, creating alignment with the organization goals and brand; A positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption Burnout is an erosion of engagement, whereby `Energy turns into exhaustion, involvement turns into cynicism, and efficacy turns into ineffectiveness' Drivers of Engagement Organizational drivers Working life drivers Organizational culture Organizational / product brand Senior management leadership Line managers commitment Communication Management drivers Recognition Supportive colleagues Developing potential Clarity of expectations Flexibility Work/life balance Involvement in decision making Working environment Further reading Is the Psychological Contract Worth Taking Seriously? David E. Guest Journal of Organizational Behavior, Vol. 19, Special Issue: The Psychological Contract at Work. (1998), pp. 649-664. Bandura, A. (1994). Self-efficacy. In V. S. Ramachaudran (Ed.), Encyclopedia of human behavior (Vol. 4, pp. 71-81). New York: Academic Press. The practice of engagement, Richard McBain, Strategic HR Review; Sep/Oct 2007; Job demands, job resources, and their relationship with burnout and engagement: a multi-sample study, WILMAR B. SCHAUFELI AND ARNOLD B. BAKKER, Journal of Organizational Behavior 25, 293315 (2004) Takeaways Human capital is an indispensable resource for an organization; The management of human capital includes the management of socialization processes, corporate culture, and the psychological contract; A healthy organization will promote commitment, engagement, and self-efficacy among its members. ...
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