bus 158 final study guide - Chapter 6 Continued Terms in Competency Analysis Core competencies o Related to mission statements expressing the

bus 158 final study guide - Chapter 6 Continued Terms in...

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Chapter 6 Continued Terms in Competency Analysis Core competencies o Related to mission statements expressing the organization’s philosophy, values, business strategies and plans. Competency Sets o Translate each core competency into action Competency indicators o Observable behaviors that indicate the level of competency within each set. All Together: The Three Ps Position (job) value – pay range o Design and manage an internal pay structure to help achieve organizational objectives o Reflects internal alignment validated w/ market rates o Supports business operation – objective Person (skill) value – position in range o In practice, higher-value, non-routine work it is hard to distinguish job-based and person-based component Performance value – progress through range Chapter 9 Behaviors Employers Want: Employers want employees to perform in way that lead to better organizational performance o Revenue, profit, customer satisfaction, growth. Organizational strategy is the guiding force that determines what kinds of employee behaviors are needed Employers have different expectations o Customer service or sales Example: you’re an innovative person but you work at Nordstrom—they don’t really care because they’re customer orientated. The Cascading Link between Organization Strategy and Employee Behavior goals that motivate the employee should come from the organization strategy then to corporate goals… etc.
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The Big Picture, or Compensation can’t do it alone! these 3 come together to make us successful. What Motivates Employees? What do I get in exchange for my work? What are the consequences of success? What are the consequences of failure? What do other people think of me? What do I think of myself? What are my goals and objectives? - For some employees, it’s about money - For some, it’s training, or maybe skills, or maybe networking. Key Motivation Theories Maslow o Hierarchy of Needs Basic needs matter first, then other needs People are motivated by their inner needs. Needs form a hierarchy from most basic (food/shelter) to higher order (self- esteem, love, self-actualization). Needs are never fully met; they operate cyclically Higher-order needs become motivating after lower-order needs have been met. When needs are not met, they become frustrating. Performance based pay may be demotivating if it impinges upon employee’s capacity to meet daily living needs Incentive pay is motivating to the extent it is attached to achievement, recognition, or approval. Herzberg o Motivators (Their presence motivates) o Hygiene Factors (Their absence demotivates) o Employees are motivated by two types of motivators: hygiene factors and satisfiers.
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o Hygiene or maintenance, factors in their absence prevent behaviors, but in their presence cannot motivate performance. They are related to basic living needs, security, and fair treatment.
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