{[ promptMessage ]}

Bookmark it

{[ promptMessage ]}

notes_MGMT101_summary of the book

Behavioral appraisals assesses what workers do in

Info iconThis preview shows pages 15–17. Sign up to view the full content.

View Full Document Right Arrow Icon
Behavioral appraisals – assesses what workers do in terms of their jobs and how they do it. EX: how a social worker looks people in the eye and offers empathy – performance-based j.i.3. Result appraisals – what they accomplish. j.i.4. Objective and subjective appraisals j.i.4.a. Objective – based on facts j.i.4.b. Subjective – based on manager’s perception. Many times scales are used to provide appraisals to limit subjectivity j.i.4.b.i. Forced rankings – of subordinates to give relative performance j.i.5. Self, peers, subordinates, and clients – j.i.5.a. 360-degree feedback – begin w manager then everyone. Should focus on behaviors not results. Hidden feedback is more honest. j.ii. Feedback j.ii.1. Formal – set times in year and based on measures set in advance j.ii.2. Informal – more frequent and timely, j.ii.2.a. Be specific and focus on behaviors j.ii.2.b. Approach as problem solving, not criticizing j.ii.2.c. Express confidence in subordinates’ ability to improve j.ii.2.d. Use formal and informal k. Pay (performance based) and benefits (gained from membership, like health insurance) k.i. Pay level – broad concept of how pay incentives compare to other similar organizations. Higher pay = better workers. Lower pay = cost efficiency k.ii. Pay structure – groups jobs into categories based on skills, importance, and other things. Then establish a pay range for each category. k.iii. Benefits – some are required by law, others are not. Cafeteria-style benefit plans let employees choose their benefits l. Labor relations – l.i. Fair labor standards act – no child labor and min wage. Equal pay act 1963, equal pay for men and women l.ii. National labor relations act – made unions legal l.iii. Collective bargaining – sometimes mediators are used l.iii.1. Grievance procedure – workers state their grievances l.iii.2. Arbitrators are used to settle contract problems l.iii.3. Strike
Background image of page 15

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full Document Right Arrow Icon
m. Motivation – direction, effort, and persistence of behavior. m.i. Intrinsic motivation – done for satisfaction m.ii. Extrinsic motivation – material or social rewards or to avoid punishment m.iii. Outcome – anything a person gets form doing a job (satisfaction, pay, etc) m.iv. Input –anything someone contributes (time, effort, education, etc) m.v. Vroom’s Expectancy theory – high performance = desired outcomes m.v.1. Expectancy – degree to which people believe effort = performance m.v.1.a. Managers can provide training and express confidence to boost this m.v.2. Instrumentality – performance = outcomes m.v.2.a. Managers can boost this by making the link clear m.v.3. Valence – how desirable each of the outcomes a firm offers are to its employees m.v.4. All three must be high for this to work m.vi. McClelland’s theory m.vi.1. Need for achievement – need to meet standards and perform well m.vi.2. Need for affiliation – good interpersonal relations, being liked m.vi.3. Need for power – control and influence over others m.vii. Adams’ Equity theory – focuses on perceptions of fairness of outcomes relative to inputs m.vii.1. Equity – exists when outcome-input ratio is perceived equal m.vii.1.a.
Background image of page 16
Image of page 17
This is the end of the preview. Sign up to access the rest of the document.

{[ snackBarMessage ]}

Page15 / 22

Behavioral appraisals assesses what workers do in terms of...

This preview shows document pages 15 - 17. Sign up to view the full document.

View Full Document Right Arrow Icon bookmark
Ask a homework question - tutors are online