VIEWS: 26 PAGES: 2 POSTED ON: 9/13/2012
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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