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Employee motivation by 0k5z81n

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									Organizational Behavior Midterm: Study guide

   1) Motivation and job design.
   Herzberg’s motivator-hygiene theory (from the article “One More Time, How Do You
   Motivate Employees”) and Hackman & Oldham’s Job Characteristic Model (from lecture
   notes) each suggest that employee motivation, satisfaction, and performance can be improved
   through changes in job design. Please describe the key elements of each theory/model and
   provide specific, practical suggestions for “enriching” jobs according to each theory. Be sure
   to explain and consider how we applied components of the Job Characteristics Model to the
   “Assembly Line” video filmed at Square D Corporation. Based on readings, videos, and
   class notes/discussion is there any evidence to support the claims of the theories (What are
   the outcomes expected to result)? Finally, would you expect the implementation of the above
   approaches to job design to be supported by managers who hold Theory X or Theory Y
   assumptions about employees - why?

   2) Goal Setting issues:
   Based on class notes, please identify the key/fundamental components of goal setting. In
   theory, these fundamentals seem fairly straightforward. However, we have discussed one
   organization in particular - Bausch & Lomb – where goal setting has “gone wrong.” Please
   describe what went wrong & why. What were the implications of these practices for the
   employees? For Bausch & Lomb?

   3) Pay for Performance and “New” Measures that Drive Performance
   Consider the article: “The Balanced Scorecard: Measures that Drive Performance”
   What key elements are included in a balanced scorecard? Why these elements – what’s the
   point for managers? How well did Bausch & Lomb incorporate these elements? How about
   Sears’ new strategy? (Comment on Sears’ “Total Performance Indicators” and measures
   described in the article, “The HR Side of Sears’ Comeback.”)

   4) Managers, Time, and Subordinates
   a) A few of the major theories we have discussed concerning job design & employee
       motivation suggest the importance of giving employees more responsibility and more
       autonomy. By following these and related practices, your boss may want to know “What
       do we need you for?” Use the Time Management Matrix to demonstrate why you are
       important to the organization (which quadrant of time and relevant tasks will you be
       better able to focus on by following these theories) and the benefits to the organization of
       enriching your subordinates’ jobs.
   b) To stay focused on this quadrant of time, you need to be careful about “accepting
       monkeys” from subordinates. Using the “Management Time” article, explain how will do
       this.

   5) Performance Appraisal
       a) The article “Conducting a Performance Appraisal Interview” suggests that when
           performance appraisal is most needed, it doesn’t work well. The author suggests
           conflicting goals of performance appraisal can account for this: Please identify these
           goals and explain why they seem to be in conflict. What can be done about the
           conflict?
       b) How might 360-degree evaluations improve the performance appraisal process?
       c) It’s now time to sit down with your subordinate and conduct a performance appraisal
           meeting. Your organization requires that the meeting include both an evaluation of
           performance and coaching and development. According to the article “Conducting a
           Performance Appraisal Interview”, a mixed-model interview should be conducted.
According to the mixed-model, in general what should be discussed and in what
order?

								
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