This document summarizes key concepts from Chapter 8 of the textbook Organizational Behavior. It discusses goal setting, performance appraisal, compensation and rewards, and human resource development. For goal setting, it describes guidelines for effective goal setting and potential problems with management by objectives approaches. For performance appraisal, it outlines purposes, methods, dimensions, and ways to reduce errors. Compensation and rewards are discussed, including pay, creative pay practices, and intrinsic rewards. Finally, it summarizes human resource development functions like job analysis, recruitment, selection, training, and achieving person-job fit.
This document proposes a selection process for hiring a Quality and Standards Manager that includes candidate sourcing, screening, and assessment. The process includes advertising the role internally and externally, screening candidates through an application form and cognitive/personality testing, and conducting a final assessment center with a group exercise, behavioral interview, and candidate presentation. The proposal provides rationales for each selection method and how they will assess competencies required for the role based on a functional job analysis. The goal is to hire the ideal candidate using an evidence-based, structured process.
This document provides an overview of Module I of an Organizational Behaviour course. It defines key concepts like organizational behavior, management functions, and the systems approach. It also outlines emerging challenges for OB like globalization, diversity, and quality management. OB draws from multiple disciplines including psychology, sociology, and political science. The systems approach views organizations as importing resources, transforming inputs, and exporting outputs with feedback. Understanding OB helps managers achieve goals through people and respond to a changing environment.
The document discusses various theories and models of motivation. It begins by defining motivation and examining the relationship between motivation and performance. It then outlines several need-based models of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's acquired needs theory. Process models of motivation such as the expectancy model, equity theory, and goal setting are also summarized. The document concludes by examining contemporary approaches to motivation and prescriptions for improving motivation.
Performance management is an ongoing process that occurs throughout the year to communicate between supervisors and employees about accomplishing organizational objectives. It entails providing feedback and identifying training/growth opportunities to improve performance. The goals of performance reviews are to assess past performance, provide feedback, identify promotion potential, and assess training needs. Creating an effective performance management system requires using behavior-based measures, combining absolute and relative standards, providing ongoing feedback, using multiple raters, and training appraisers. Common reasons performance appraisal programs fail include lack of management support, skills in conducting reviews, commitment from employees, and perceptions of unfairness.
This document summarizes a survey of rater training programs in U.S. organizations. The survey found that 76% of organizations provide rater training for managers, with frame-of-reference training and performance dimension training being most common. Organizations that provided manager rater training reported more effective performance appraisal systems and higher annual revenues. However, most training was only offered once per year or as needed. The survey provides preliminary evidence that rater training is linked to improved organizational performance but more evaluation of training programs is still needed.
The document summarizes a functional job analysis that was conducted for the role of Quality and Standards Manager. The analysis involved interviewing an incumbent, reviewing documentation like the job description and organizational charts, and rating tasks on scales related to data, people, things, etc. The analysis identified key tasks, as well as the knowledge, skills, abilities, and competencies required for the role. Some limitations of the analysis are noted, such as only interviewing one incumbent and questions around generalizability. The information collected could be used for purposes like recruitment, training, and performance management. The functional job analysis method provides a standardized way to collect job information, though jobs are evolving and the analysis represents a snapshot in time.
This summary outlines key aspects of the diagnostic process presented in Chapter 5 of An Experiential Approach to Organization Development 7th edition. The chapter discusses gathering data through methods like surveys, interviews, and observation to identify problems in organizations. Diagnosis is presented as a cyclical process involving data collection, problem identification, interpretation, and potential solutions. Models are used to analyze structures, cultures, and behaviors. The goal of diagnosis is to understand the present state of an organization and specify the nature, causes, and basis for selecting strategies to address issues.
The document discusses managing organizational change and learning, including recognizing the need for change, diagnosing problems, selecting appropriate interventions, implementing changes through managing the transition and measuring results, and maintaining changes through establishing a learning organization and managing resistance to change. Key aspects of the change process include unfreezing old behaviors, moving to new behaviors, and refreezing the changes through reinforcement.
This document proposes a selection process for hiring a Quality and Standards Manager that includes candidate sourcing, screening, and assessment. The process includes advertising the role internally and externally, screening candidates through an application form and cognitive/personality testing, and conducting a final assessment center with a group exercise, behavioral interview, and candidate presentation. The proposal provides rationales for each selection method and how they will assess competencies required for the role based on a functional job analysis. The goal is to hire the ideal candidate using an evidence-based, structured process.
This document provides an overview of Module I of an Organizational Behaviour course. It defines key concepts like organizational behavior, management functions, and the systems approach. It also outlines emerging challenges for OB like globalization, diversity, and quality management. OB draws from multiple disciplines including psychology, sociology, and political science. The systems approach views organizations as importing resources, transforming inputs, and exporting outputs with feedback. Understanding OB helps managers achieve goals through people and respond to a changing environment.
The document discusses various theories and models of motivation. It begins by defining motivation and examining the relationship between motivation and performance. It then outlines several need-based models of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's acquired needs theory. Process models of motivation such as the expectancy model, equity theory, and goal setting are also summarized. The document concludes by examining contemporary approaches to motivation and prescriptions for improving motivation.
Performance management is an ongoing process that occurs throughout the year to communicate between supervisors and employees about accomplishing organizational objectives. It entails providing feedback and identifying training/growth opportunities to improve performance. The goals of performance reviews are to assess past performance, provide feedback, identify promotion potential, and assess training needs. Creating an effective performance management system requires using behavior-based measures, combining absolute and relative standards, providing ongoing feedback, using multiple raters, and training appraisers. Common reasons performance appraisal programs fail include lack of management support, skills in conducting reviews, commitment from employees, and perceptions of unfairness.
This document summarizes a survey of rater training programs in U.S. organizations. The survey found that 76% of organizations provide rater training for managers, with frame-of-reference training and performance dimension training being most common. Organizations that provided manager rater training reported more effective performance appraisal systems and higher annual revenues. However, most training was only offered once per year or as needed. The survey provides preliminary evidence that rater training is linked to improved organizational performance but more evaluation of training programs is still needed.
The document summarizes a functional job analysis that was conducted for the role of Quality and Standards Manager. The analysis involved interviewing an incumbent, reviewing documentation like the job description and organizational charts, and rating tasks on scales related to data, people, things, etc. The analysis identified key tasks, as well as the knowledge, skills, abilities, and competencies required for the role. Some limitations of the analysis are noted, such as only interviewing one incumbent and questions around generalizability. The information collected could be used for purposes like recruitment, training, and performance management. The functional job analysis method provides a standardized way to collect job information, though jobs are evolving and the analysis represents a snapshot in time.
This summary outlines key aspects of the diagnostic process presented in Chapter 5 of An Experiential Approach to Organization Development 7th edition. The chapter discusses gathering data through methods like surveys, interviews, and observation to identify problems in organizations. Diagnosis is presented as a cyclical process involving data collection, problem identification, interpretation, and potential solutions. Models are used to analyze structures, cultures, and behaviors. The goal of diagnosis is to understand the present state of an organization and specify the nature, causes, and basis for selecting strategies to address issues.
The document discusses managing organizational change and learning, including recognizing the need for change, diagnosing problems, selecting appropriate interventions, implementing changes through managing the transition and measuring results, and maintaining changes through establishing a learning organization and managing resistance to change. Key aspects of the change process include unfreezing old behaviors, moving to new behaviors, and refreezing the changes through reinforcement.
1. The phases of organizational development (OD) include recognition of the need for change, diagnosis of problems, planning for change, intervention in the system, and evaluation and feedback.
2. During the diagnosis phase, the real problem is defined and examined by identifying the problem, what must change to resolve it, and the expected objectives of the change.
3. The planning phase involves transforming the diagnosis into an action plan with overall goals and the best approach and timeline for achieving them.
The document discusses organizational behavior modification (OBM) and job design. It defines OBM as the application of operant conditioning theory to manage workplace behavior. Key aspects of OBM include identifying desired behaviors, measuring current performance, analyzing incentives, and selecting intervention strategies. The document also examines different approaches to job design like classical and scientific management that focus on specialization and division of labor. It notes potential issues like monotony that these can create. Alternative models like job enrichment aim to make jobs more interesting through variety, identity, autonomy and feedback.
The document provides a summary of responses from an online discussion about one-page organizational development frameworks. Several models and frameworks are described in 1-3 sentences each, including Galbraith's Star Model, Burke-Litwin Model, Find the Wind Model, and Sharif Mansur's OD Framework diagram. Chris Forando provides a longer reflection on integrated OD approaches and the importance of understanding human psychology. Attachments include Daniel Stewart's description of Kohl's OD purpose and scope of services, and Sharif Mansur's diagram depicting the relationships between various elements of an OD framework.
Organization Development (OD) related diagnosis associated with the change in the ORG and the need to ensure that all people, process and technology are aligned. This looks at the need for diagnosis, theg purpose behind and the methods that allow for diagnosis.
The document provides an overview of organization development and planned change. It defines organization development and discusses its historical development. It also presents several definitions of OD provided by Burke, French, Beckhard, and Beer. The chapter outlines the learning objectives and process models of planned change including Lewin's change model and the action research model. It describes the general model of planned change and discusses critiques of planned change approaches.
Action research strategies for Researching Organizations and Management Pract...Kelley Conrad
Learn the Action Research case study approach for studying organizations and managers and explore collaboration and management practices through the SSM and TIP processes. Understand how the action learning spiral can provide credibility, validity, and reliability for this research.
This document provides an overview of organizational change and development. It discusses various models of change including evolutionary, revolutionary, planned change and Ferguson's four types of change. It also covers change drivers, strategies for change management, the CDS model of change, force field analysis, and steps in change management. Principles of change management and how to reduce resistance to change are also summarized.
The document discusses various organizational diagnosis and change models including McKinsey 7S model, Weisbord 6-box model, and systems theory. It also discusses the reflective learning model and how it is used in organizational diagnosis and change processes. Traditional problem-solving approaches are contrasted with solution-focused approaches like appreciative inquiry.
Organizational Change and Development - Module 2 - MG University - Manu Melwi...manumelwin
Organizational development –Concept and evolution-nature and characteristics.
First order and second order Change.
Foundations of Organizational Development.
Conceptual frame work of OD –Action Research Model-Positive Model-John Kotter’s eight-stage process Model.
Parallel learning structures.
Process of organizational development – Organizational Diagnosis .
Review of best practices for supervision CEU March 2022Verbal Beginnings
This training will provide a review of best practices for supervision according to recent research as well as a review of updates to the Ethics Code for Behavior Analysts (2022) and BCBA Task List (5th Ed.) with regards to supervision. Behavior skills training and performance monitoring and feedback will be covered. Practical tools for initial training and ongoing supervision of RBTs will be discussed.
This document provides an overview of organizational development (OD) concepts that will be covered in a course presented by Naresh Sukhani. The objectives of the course are to understand OD concepts and their relevance, study issues and challenges of OD, understand the phases of an OD program, examine OD interventions, and discuss ethical issues. The syllabus will cover an overview of OD, organizational diagnosis and change, OD interventions, and OD effectiveness. Key intervention techniques that will be discussed include T-groups, survey feedback, process consultation, team building, and third-party conflict resolution.
The od journey of TCS - Case study - Organizational Change and Development - ...manumelwin
Teach-Train-Transfer workshop by expert OD consultants- to explore means of institutionalizing goal-oriented performance management organization.
Personal Score Card-clearly outlined what would define goals, outputs, performance management, Economic Value adds & the ways and means for facilitating goal alignment.
Organisational Development InterventionsGheethu Joy
There are three main types of organizational development interventions: individual, group, and organizational. The document outlines several examples of interventions for each type. An effective OD intervention process involves entering and contracting, diagnosis, designing the intervention, leading and managing change, and evaluating and institutionalizing the changes. Interventions can be categorized into four buckets: human process, strategic, human resource management, and technostructural. Organizations should be able to identify the need for interventions early to address issues with minimal effort before they escalate.
Organization development interventions involve engaging organizational units in tasks or activities aimed at organizational improvement and individual development. There are several types of interventions, including discrepancy-based, theory-based, procedural, and relational interventions. The intervention process typically involves initial definition of purpose and scope, formation of a steering committee, communicating to members, forming study groups, an inquiry process, identifying potential changes, experimental implementation of changes, and system-wide diffusion and evaluation. Methods for assessing what is happening in an organization include questionnaires, interviews, observation, reviewing secondary sources, sensing sessions, and environmental scanning.
Chapter 6 Decision Making The Essence Of The Managers Job Ppt06D
The document discusses decision making and the decision making process for managers. It outlines 8 steps in the decision making process including identifying the problem, criteria, alternatives, analysis, selection, implementation, and evaluation. It also discusses rational decision making and biases managers may exhibit, such as overconfidence and anchoring effects. Finally, it provides guidelines for effective decision making including understanding cultural differences, using an effective process, and embracing complexity.
This document discusses various team interventions. It distinguishes between work groups and teams, noting that teams have a higher commitment to common goals and interdependence. It describes cross-functional teams comprised of individuals from different departments working on shared challenges. Broad team-building interventions focus on diagnosis, task accomplishment, team relationships, and processes. Specific interventions discussed include diagnostic meetings to identify strengths and problems, team-building meetings to improve effectiveness, and techniques like role analysis, role negotiation, and responsibility charting. Conditions for constructive interventions include buy-in from participants and leaders and training team members in skills like feedback and conflict resolution.
Human Performance Technology (HPT), a systematic approach to improving productivity and competence, uses a set of methods and procedures -- and a strategy for solving problems -- for realizing opportunities related to the performance of people.
The three approaches managers can use to make decisions are:
1. The rational model, which assumes managers make consistent, value-maximizing choices within constraints.
2. Bounded rationality, which recognizes managers have limited cognitive abilities and make satisfactory rather than optimal decisions.
3. Intuitive decision making, where managers rely on experience, feelings, accumulated judgment rather than a strictly rational process.
This document discusses motivation from several perspectives:
1) It defines motivation and identifies its key elements of intensity, direction, and persistence.
2) It examines various theories of motivation including need-based theories like Maslow's hierarchy and Herzberg's two-factor theory, as well as process theories like Expectancy Theory and Equity Theory.
3) It provides examples and implications of different motivation theories that managers can apply to increase employee motivation and performance.
This document provides an overview of performance and the performance appraisal process. It discusses that performance is based on abilities, motivation, and opportunity. The performance appraisal process involves 10 steps: 1) determining the purpose, 2) identifying limitations, 3) determining evaluators, 4) selecting methods, 5) training raters, 6) observing performance, 7) evaluating, 8) communicating results, 9) making personnel decisions, and 10) monitoring for fairness. It describes common appraisal methods like graphic rating scales, forced choice, and behavioral checklists. It also discusses potential errors in evaluation like halo effects, leniency/strictness, and personal biases.
This document summarizes key points from Chapter 18 of the textbook Organizational Behavior. It addresses 4 study questions: 1) What is organizational design and how is it linked to strategy? 2) What is information technology and how is it used? 3) Can the design of a firm co-evolve with its environment? 4) How does a firm learn and continue to learn over time? The summary provides an overview of organizational design concepts, the role of information technology, environmental factors, and mechanisms for organizational learning.
This document summarizes key points from Chapter 5 of the textbook "Organizational Behavior". It addresses four study questions: 1) The perception process involves selecting, organizing, interpreting and responding to information. 2) Common perceptual distortions include stereotypes, halo effects, selective perception, projection, contrast effects, and self-fulfilling prophecies. 3) Perceptions can be managed through impression management and distortion management. 4) Attribution theory focuses on how people explain events and evaluate those involved, including internal vs. external attributions and biases like the fundamental attribution error and self-serving bias.
1. The phases of organizational development (OD) include recognition of the need for change, diagnosis of problems, planning for change, intervention in the system, and evaluation and feedback.
2. During the diagnosis phase, the real problem is defined and examined by identifying the problem, what must change to resolve it, and the expected objectives of the change.
3. The planning phase involves transforming the diagnosis into an action plan with overall goals and the best approach and timeline for achieving them.
The document discusses organizational behavior modification (OBM) and job design. It defines OBM as the application of operant conditioning theory to manage workplace behavior. Key aspects of OBM include identifying desired behaviors, measuring current performance, analyzing incentives, and selecting intervention strategies. The document also examines different approaches to job design like classical and scientific management that focus on specialization and division of labor. It notes potential issues like monotony that these can create. Alternative models like job enrichment aim to make jobs more interesting through variety, identity, autonomy and feedback.
The document provides a summary of responses from an online discussion about one-page organizational development frameworks. Several models and frameworks are described in 1-3 sentences each, including Galbraith's Star Model, Burke-Litwin Model, Find the Wind Model, and Sharif Mansur's OD Framework diagram. Chris Forando provides a longer reflection on integrated OD approaches and the importance of understanding human psychology. Attachments include Daniel Stewart's description of Kohl's OD purpose and scope of services, and Sharif Mansur's diagram depicting the relationships between various elements of an OD framework.
Organization Development (OD) related diagnosis associated with the change in the ORG and the need to ensure that all people, process and technology are aligned. This looks at the need for diagnosis, theg purpose behind and the methods that allow for diagnosis.
The document provides an overview of organization development and planned change. It defines organization development and discusses its historical development. It also presents several definitions of OD provided by Burke, French, Beckhard, and Beer. The chapter outlines the learning objectives and process models of planned change including Lewin's change model and the action research model. It describes the general model of planned change and discusses critiques of planned change approaches.
Action research strategies for Researching Organizations and Management Pract...Kelley Conrad
Learn the Action Research case study approach for studying organizations and managers and explore collaboration and management practices through the SSM and TIP processes. Understand how the action learning spiral can provide credibility, validity, and reliability for this research.
This document provides an overview of organizational change and development. It discusses various models of change including evolutionary, revolutionary, planned change and Ferguson's four types of change. It also covers change drivers, strategies for change management, the CDS model of change, force field analysis, and steps in change management. Principles of change management and how to reduce resistance to change are also summarized.
The document discusses various organizational diagnosis and change models including McKinsey 7S model, Weisbord 6-box model, and systems theory. It also discusses the reflective learning model and how it is used in organizational diagnosis and change processes. Traditional problem-solving approaches are contrasted with solution-focused approaches like appreciative inquiry.
Organizational Change and Development - Module 2 - MG University - Manu Melwi...manumelwin
Organizational development –Concept and evolution-nature and characteristics.
First order and second order Change.
Foundations of Organizational Development.
Conceptual frame work of OD –Action Research Model-Positive Model-John Kotter’s eight-stage process Model.
Parallel learning structures.
Process of organizational development – Organizational Diagnosis .
Review of best practices for supervision CEU March 2022Verbal Beginnings
This training will provide a review of best practices for supervision according to recent research as well as a review of updates to the Ethics Code for Behavior Analysts (2022) and BCBA Task List (5th Ed.) with regards to supervision. Behavior skills training and performance monitoring and feedback will be covered. Practical tools for initial training and ongoing supervision of RBTs will be discussed.
This document provides an overview of organizational development (OD) concepts that will be covered in a course presented by Naresh Sukhani. The objectives of the course are to understand OD concepts and their relevance, study issues and challenges of OD, understand the phases of an OD program, examine OD interventions, and discuss ethical issues. The syllabus will cover an overview of OD, organizational diagnosis and change, OD interventions, and OD effectiveness. Key intervention techniques that will be discussed include T-groups, survey feedback, process consultation, team building, and third-party conflict resolution.
The od journey of TCS - Case study - Organizational Change and Development - ...manumelwin
Teach-Train-Transfer workshop by expert OD consultants- to explore means of institutionalizing goal-oriented performance management organization.
Personal Score Card-clearly outlined what would define goals, outputs, performance management, Economic Value adds & the ways and means for facilitating goal alignment.
Organisational Development InterventionsGheethu Joy
There are three main types of organizational development interventions: individual, group, and organizational. The document outlines several examples of interventions for each type. An effective OD intervention process involves entering and contracting, diagnosis, designing the intervention, leading and managing change, and evaluating and institutionalizing the changes. Interventions can be categorized into four buckets: human process, strategic, human resource management, and technostructural. Organizations should be able to identify the need for interventions early to address issues with minimal effort before they escalate.
Organization development interventions involve engaging organizational units in tasks or activities aimed at organizational improvement and individual development. There are several types of interventions, including discrepancy-based, theory-based, procedural, and relational interventions. The intervention process typically involves initial definition of purpose and scope, formation of a steering committee, communicating to members, forming study groups, an inquiry process, identifying potential changes, experimental implementation of changes, and system-wide diffusion and evaluation. Methods for assessing what is happening in an organization include questionnaires, interviews, observation, reviewing secondary sources, sensing sessions, and environmental scanning.
Chapter 6 Decision Making The Essence Of The Managers Job Ppt06D
The document discusses decision making and the decision making process for managers. It outlines 8 steps in the decision making process including identifying the problem, criteria, alternatives, analysis, selection, implementation, and evaluation. It also discusses rational decision making and biases managers may exhibit, such as overconfidence and anchoring effects. Finally, it provides guidelines for effective decision making including understanding cultural differences, using an effective process, and embracing complexity.
This document discusses various team interventions. It distinguishes between work groups and teams, noting that teams have a higher commitment to common goals and interdependence. It describes cross-functional teams comprised of individuals from different departments working on shared challenges. Broad team-building interventions focus on diagnosis, task accomplishment, team relationships, and processes. Specific interventions discussed include diagnostic meetings to identify strengths and problems, team-building meetings to improve effectiveness, and techniques like role analysis, role negotiation, and responsibility charting. Conditions for constructive interventions include buy-in from participants and leaders and training team members in skills like feedback and conflict resolution.
Human Performance Technology (HPT), a systematic approach to improving productivity and competence, uses a set of methods and procedures -- and a strategy for solving problems -- for realizing opportunities related to the performance of people.
The three approaches managers can use to make decisions are:
1. The rational model, which assumes managers make consistent, value-maximizing choices within constraints.
2. Bounded rationality, which recognizes managers have limited cognitive abilities and make satisfactory rather than optimal decisions.
3. Intuitive decision making, where managers rely on experience, feelings, accumulated judgment rather than a strictly rational process.
This document discusses motivation from several perspectives:
1) It defines motivation and identifies its key elements of intensity, direction, and persistence.
2) It examines various theories of motivation including need-based theories like Maslow's hierarchy and Herzberg's two-factor theory, as well as process theories like Expectancy Theory and Equity Theory.
3) It provides examples and implications of different motivation theories that managers can apply to increase employee motivation and performance.
This document provides an overview of performance and the performance appraisal process. It discusses that performance is based on abilities, motivation, and opportunity. The performance appraisal process involves 10 steps: 1) determining the purpose, 2) identifying limitations, 3) determining evaluators, 4) selecting methods, 5) training raters, 6) observing performance, 7) evaluating, 8) communicating results, 9) making personnel decisions, and 10) monitoring for fairness. It describes common appraisal methods like graphic rating scales, forced choice, and behavioral checklists. It also discusses potential errors in evaluation like halo effects, leniency/strictness, and personal biases.
This document summarizes key points from Chapter 18 of the textbook Organizational Behavior. It addresses 4 study questions: 1) What is organizational design and how is it linked to strategy? 2) What is information technology and how is it used? 3) Can the design of a firm co-evolve with its environment? 4) How does a firm learn and continue to learn over time? The summary provides an overview of organizational design concepts, the role of information technology, environmental factors, and mechanisms for organizational learning.
This document summarizes key points from Chapter 5 of the textbook "Organizational Behavior". It addresses four study questions: 1) The perception process involves selecting, organizing, interpreting and responding to information. 2) Common perceptual distortions include stereotypes, halo effects, selective perception, projection, contrast effects, and self-fulfilling prophecies. 3) Perceptions can be managed through impression management and distortion management. 4) Attribution theory focuses on how people explain events and evaluate those involved, including internal vs. external attributions and biases like the fundamental attribution error and self-serving bias.
This document contains study questions and answers about organizational behavior from Chapter 3 of the textbook Organizational Behavior, 9th Edition. The chapter discusses the significance of globalization for organizational behavior, the concept of culture and cultural differences, how cultural diversity affects people at work, and a global view of organizational learning. Key points include how globalization has increased cultural diversity and job migration worldwide, the impact of multinational corporations, and the importance of understanding cultural differences to avoid parochialism or ethnocentrism.
This document summarizes key points from Chapter 19 of the textbook Organizational Behavior. It discusses organizational culture, how to understand culture, managing culture, and using organizational development to improve firms. Specifically, it defines culture, describes how to analyze it using sagas, rituals, symbols, and shared values. It also outlines strategies to build, change, and reinforce culture as well as potential mistakes managers can make. Finally, it defines organizational development and describes interventions like surveys, meetings, and job redesign that can be used to improve external adaptation and internal integration.
This document summarizes key concepts from Chapter 16 of the textbook Organizational Behavior. It discusses organizational change as either transformational, resulting in major overhauls, or incremental and continuous. Planned change involves identifying performance gaps and implementing strategies like education and participation to manage resistance. Innovation requires strategies and cultures committed to new ideas, as well as structures that support innovation. Stress in changing environments stems from work and life demands, and can impact performance and health, so prevention and management techniques are important.
This document summarizes key concepts from Chapter 12 of the textbook "Organizational Behavior" regarding power, influence, obedience, authority, empowerment, and organizational politics. It discusses the different types of power and influence in organizations, how power is derived from both formal positions and personal attributes. It also examines how obedience to authority is influenced by factors like understanding directives and a subordinate's zone of indifference. The document defines empowerment and challenges of changing power structures. Finally, it outlines different views of organizational politics and how political strategies can be used to influence relationships within an organization.
This document summarizes key points from Chapter 9 of the textbook "Organizational Behavior, 9/E" by Schermerhorn, Hunt, and Osborn. It addresses the study questions about the nature of groups in organizations, the stages of group development, and the foundations of group performance. The summary discusses how groups form, develop through stages including forming, storming, norming, and performing, and how their performance relies on appropriate goals, rewards, and resources as well as task complexity. Formal and informal groups within organizations are also described.
The document provides details on Disney's mission statement: "We create happiness by providing the finest in entertainment for people of all ages, everywhere." It explains that Disney is one of the most successful companies in the world and their mission is to create happiness through high-quality entertainment for all people. Additional resources are provided to help write effective mission statements and business documents.
This chapter discusses methods for measuring employee performance, including measuring results and behaviors. It outlines developing accountabilities, objectives, and performance standards to measure results. This involves identifying key tasks, determining objectives that are specific and time-bound, and setting standards related to quality and quantity. To measure behaviors, the chapter recommends identifying competencies and indicators, and choosing a measurement system such as comparative or absolute ratings. Examples of developing these elements are provided.
This chapter discusses defining performance and choosing a measurement approach. It defines performance as behaviors rather than results or traits. The main determinants of performance are declarative knowledge, procedural knowledge, and motivation. Performance should be measured on both task and contextual dimensions. The three main approaches to measuring performance are the trait, behavior, and results approaches. The most appropriate approach depends on factors like whether behaviors or results can be directly observed and the link between behaviors and outcomes. Choosing the right measurement approach is important for accurately evaluating performance and addressing any issues.
The document discusses the process of conducting a training needs assessment. It explains that a needs assessment involves three levels of analysis: organizational analysis to determine where training is needed within the organization, task analysis to understand the skills required for specific jobs, and individual analysis to evaluate how well individual employees are performing their jobs and who needs additional training. The overall goal of a needs assessment is to identify performance gaps and determine if training can help address them in a cost-effective manner.
This document summarizes key points from Chapter 17 of the textbook "Organizational Behavior". It addresses 4 study questions: 1) What is strategy and how is it linked to organizational goals? 2) What are the basic attributes of organizations? 3) How is work organized and coordinated? 4) What are bureaucracies and what are common structures? The summary discusses concepts like societal goals, output goals, systems goals, formal structure, division of labor, control mechanisms, coordination methods, mechanistic and organic bureaucracies, and hybrid organizational structures.
This document summarizes key points from Chapter 17 of the textbook Organizational Behavior. It discusses 4 study questions: 1) the definition of strategy and how it relates to organizational goals, 2) the basic attributes of organizations including structure, control and centralization, 3) how work is organized through horizontal specialization and coordination methods, and 4) the characteristics of bureaucracies and common organizational structures like mechanistic, organic and hybrid forms. The summary provides an overview of the chapter's content on these topics in 3 sentences or less per question.
3 appraisal and reward systems and human resouces managementCatarina Rocha
The document discusses performance appraisal and evaluation systems in human resource management. It describes several methods for evaluating employee performance, including narrative essays, graphical rating scales, behavioral checklists, critical incidents, and management by objectives. These methods can focus on individual behaviors and attributes through an absolute approach, or results through a relative approach by comparing employees. The document also discusses objectives of performance evaluations, factors to consider when selecting an evaluation method, and sources of performance assessments like self-evaluations, evaluations by supervisors, peers, and subordinates.
This document summarizes key points from Chapter 7 of the textbook Organizational Behavior. It addresses 5 study questions about motivation, job satisfaction, performance, job design approaches, the relationship between technology and job design, and alternative work arrangements. For each question, it lists the main topics and concepts discussed in the chapter and provides brief explanations and examples. The overall document serves as a review and study guide for students to understand the essential information covered in Chapter 7.
Management by Competencies for a Successful Organization.pptxSaqib Mansoor Ahmed
This document discusses competency-based human resource management. It begins with an introduction to competency-based HR and outlines the key areas this approach can be applied to, including competency modeling, interviews, career planning, training and development, and performance management. It then provides details on each of these areas. For competency modeling, it explains how competencies are defined and identified. For interviews, it contrasts traditional versus competency-based interviews. For career planning, it outlines how competency assessments can inform employee development programs. For training, it shows how competencies are used to determine training needs. And for performance management, it demonstrates how competencies are incorporated into goal-setting and evaluations. The overall approach presented is to
HR Management 4. Gestione delle PerformanceManager.it
The document discusses performance management and appraisals, outlining their purposes, processes, and key elements. It notes that appraisals should provide information for promotion and salary decisions, as well as opportunities for managers and subordinates to review work and develop improvement plans. The document also identifies common problems that can occur in appraisal processes, such as bias, lack of clear standards, and poor feedback, and provides examples of competency and performance result elements that should be evaluated.
This document outlines the key components of a performance management process, including prerequisites, planning, execution, assessment, review, and renewal. It discusses conducting job analyses to understand job requirements and writing descriptions. Performance planning involves setting objectives, standards, and development plans. Execution requires commitment from both employees and managers. Assessment incorporates self and manager evaluations. Reviews cover past performance and future goals. Renewal recaps the cycle and allows for adjustments. The components are interrelated, so weak implementation of any part negatively impacts the overall system.
- The document outlines an agenda for a presentation on performance management and performance appraisal processes, with a focus on distinguishing facts from beliefs.
- It discusses the key differences between performance management, which encompasses systems to evaluate employee performance against organizational objectives, and performance appraisal, which provides direct feedback to employees and measures performance.
- The presentation will cover elements of an effective performance appraisal process including job analysis, organizational requirements, goal setting, and methodology choice.
Performance management systems measure both behaviors and results, with a focus on employee behaviors rather than outcomes alone. Behaviors can be evaluated on dimensions like contribution to coworker effectiveness. Factors like knowledge, skills, and motivation determine performance levels. Managers should understand the sources of any performance problems by analyzing an employee's knowledge and motivation levels in order to address deficiencies properly. Both task performance and contextual performance are important for organizational effectiveness.
The document provides an overview of performance appraisal, including:
1) It defines performance appraisal and discusses its objectives such as providing feedback, identifying training needs, and determining compensation.
2) Performance appraisal aims to evaluate an employee's job performance in relation to their responsibilities and contribution to organizational goals.
3) Effective performance appraisal criteria should be relevant to the job, able to distinguish performance levels, reliable, and accepted by those involved. Traits, behaviors, and job results are common criteria that can be evaluated.
Performance management (PM) includes activities which ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many other areas.
PM is also known as a process by which organizations align their resources, systems and employees to strategic objectives and priorities.[1]
Performance management is a continuous process of setting goals for employees, regularly monitoring progress towards achieving those goals, and reviewing performance to ensure alignment with organizational objectives. It involves planning work and setting objectives, ongoing coaching and feedback, and formal reviews of performance and goals. The goal is to motivate employees and provide clarity on job expectations to optimize individual and organizational performance.
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This document discusses performance management in agile environments. It begins with a brief history of performance appraisals and their traditional focus on individual accountability. It then discusses how appraisals need to shift focus to emphasize team performance over individual achievements in agile settings. The document recommends frequent feedback loops instead of annual reviews and using peer feedback and team goals to assess performance. Examples from Deloitte and ReturnPath showcase how some companies have restructured appraisals to better suit agile teams through continuous feedback and evaluating team effectiveness.
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DHL's mission statement expresses its goal of providing the highest quality express and logistics solutions based on strong local expertise and the most extensive global network. Customers trust DHL as the preferred global express and logistics partner due to its quality, profitability, and market share leadership in the industry. The document provides the full text of DHL's mission statement and additional context on the importance and goals of an effective mission statement for a company.
Denny's mission is to establish beneficial supplier relationships that share a commitment to customer service, quality, and competitive pricing. Their mission statement reflects their core purpose of serving customers through quality products and services at fair prices. It aims to inspire employees by conveying the company's values of customer focus, quality, and business partnerships.
Dell's mission statement is "to be the most successful computer company in the world at delivering the best customer experience in markets we serve." The document provides Dell's exact mission statement and details how Dell aims to be the most successful computer company through delivering excellent customer experiences in the markets it serves. It also provides additional resources on writing effective mission statements with samples, formats, and tips.
The Coca Cola mission statement aims to refresh the world through their brands, inspire optimism, and create value everywhere. Specifically, the mission statement says Coca Cola strives to refresh people in body, mind and spirit, inspire optimism through their brands and actions, and make a difference everywhere they engage. Coca Cola has one of the most well-known and successful mission statements in business.
The document provides the mission statement of the Burger King located in Memphis, Tennessee. The mission statement says that the company will prepare and sell quick service food to fulfill guest needs accurately, quickly, and courteously in a clean environment, conduct business ethically with the best employees, and continue growing profitably while providing career advancement opportunities. Additional text provides context about mission statements and tips for writing one along with reiterating the content of the Burger King mission statement.
This document discusses frameworks for categorizing organizational change and the nature of change. It describes change as existing on a spectrum from smooth and incremental to discontinuous. Change can be planned and emergent, and organizations may go through predictable life cycle stages of growth involving crisis periods. Understanding the type and nature of change is necessary to effectively manage and implement change within an organization.
Google's mission statement is "To make the world's information universally accessible and useful." The document provides Google's simple but ambitious mission statement and additional context about the company. It also includes tips and examples to help write effective mission statements along with information about Google's success as one of the largest companies in the world.
IBM's mission statement outlines their goal to lead in developing and manufacturing advanced information technologies like computer systems, software, storage systems, and microelectronics. They aim to translate these advanced technologies into value for customers through professional solutions, services, and global consulting businesses.
Cyber crimes have grown with advances in computer technology. As computer use increased in business and government, it created new opportunities for criminals. Various forms of unauthorized access to classified files, financial information, and emails have occurred. Some see these actions as a form of "free speech" and do not believe restricting access to information is a crime. However, cyber crimes like computer hacking, identity theft, and accessing child pornography can be financially and emotionally devastating. While cyber crimes are often considered less violent than offline crimes, they still warrant legal penalties and ethical oversight to protect individuals and organizations online.
Cyber crime and regulations have become increasingly important issues as technology has advanced and more activities have moved online. Computers and the internet now provide access to information, communication, education, and business, but criminals also exploit these technologies. Various forms of cyber crime like cyber stalking, hacking, online pornography, and intellectual property theft negatively impact victims and society. Governments have begun implementing laws and systems to address these issues, but challenges remain in adequately protecting people and property in an online world.
Computer crime has existed since the dawn of computers in the late 1950s, with the first recorded computer crime occurring in 1958. As computer use grew throughout the 1960s and 1970s due to the increasing popularity of mainframe computers in businesses, reported computer crimes increased to hundreds per year by the mid-1970s, resulting in estimated annual losses of $300 million. Now in the modern internet era, computer crime continues to rise as networks and hacking tools become more widely accessible, enabling computer criminals to target vulnerable systems for over 30 years.
Asuh is an Islamic children's magazine published in Malaysia that teaches Islamic values and lessons to readers aged 6-12 in a simple way. It uses illustrations and colorful pages to make the content interesting and easy to understand. The magazine contains lessons on reading, exercises, facts, and other topics while promoting an Islamic message. However, the magazine could improve by addressing issues like spelling errors, uninteresting articles, and providing more useful information to help spread Islamic teachings.
This document presents a lesson plan that uses the lyrics of Don McLean's song "American Pie" to teach English through contextualizing references in the song to important songs, artists, and events from the late 1950s and 1960s rock 'n' roll era in the United States. The lesson analyzes allusions in the song to help identify musical influences from the 1950s period of innocence and optimism as well as social movements of the turbulent 1960s decade. Teachers are encouraged to use songs like "American Pie" as authentic materials that can enhance English lessons and improve students' skills at any level.
E-marketing presents many ethical and legal issues that organizations must address, including privacy, intellectual property, and fraud. Laws and regulations attempt to balance relevant stakeholder interests, though new technologies often outpace policy. Self-regulation through codes of ethics aims to foster trust and fairness, though critics argue incentives for compliance are insufficient. Emerging issues like online expression, jurisdiction, and governance require ongoing discussion to define appropriate norms and protections in the digital environment.
The document summarizes key concepts from Chapter 15 of the textbook Organizational Behavior. It discusses conflict, how conflict can be managed successfully through various strategies like collaboration and compromise, defines negotiation, and describes different negotiation strategies like distributive and integrative approaches. It also outlines third party roles that can assist in negotiations, like mediation and arbitration.
This document summarizes key points from Chapter 14 of the textbook "Organizational Behavior" regarding decision making in organizations. It discusses the typical decision making process, models like classical decision theory and garbage can model, and how intuition, judgment and creativity impact decision making. Specific heuristics, biases, and ways to foster creativity are also outlined. The summary focuses on providing an overview of the chapter's coverage of decision making concepts and processes.
This document summarizes key points from Chapter 13 of the textbook "Organizational Behavior". It addresses 4 study questions about the nature of communication in organizations, essentials of interpersonal communication, barriers to effective communication, and current issues. For each question, it lists several bullet points explaining concepts like feedback, formal/informal communication channels, nonverbal cues, active listening, physical and semantic barriers, and impacts of new technologies.
This document summarizes key points from Chapter 11 of Organizational Behavior regarding leadership. It discusses the differences between leadership and management, situational contingency approaches to leadership including Fiedler's contingency model and House's path-goal theory, attributional approaches focusing on leadership prototypes, and emerging perspectives such as charismatic, transformational, and self-managing team leadership. The summary provides an overview of the essential concepts covered in the chapter.
This document summarizes key points from Chapter 10 of the textbook Organizational Behavior. It addresses 4 study questions about the nature of teams and teamwork, what team building is, how team building improves performance, and how teams contribute to the high-performance workplace. The summary provides definitions of teams and teamwork, describes different types of teams and characteristics of effective teams. It also outlines approaches to team building and how it can help teams through various development stages.
This document summarizes key points from Chapter 6 of the textbook Organizational Behavior. It discusses motivation theories including content, process, and reinforcement theories. Content theories suggest motivation comes from satisfying individual needs. Process theories focus on cognitive thought processes. Reinforcement theories emphasize controlling behavior through consequences. The summary provides overviews of expectancy theory, equity theory, reinforcement, positive reinforcement, and potential ethical issues with reinforcement.
1. Organizational
Behavior, 9/E
Schermerhorn, Hunt, and
Osborn
Prepared by
Michael K. McCuddy
Valparaiso University
John Wiley & Sons, Inc.
2. Chapter 8 Study Questions
What is goal setting?
What is performance appraisal?
What are compensation and rewards?
What are human resource
development and person-job fit?
Organizational Behavior: Chapter 8
2
3. Study Question 1: What is goal setting?
Organizational Behavior: Chapter 8
3
4. Study Question 1: What is goal setting?
Goal setting guidelines.
– Difficult goals are more likely to lead to
higher performance than are less difficult
ones.
– Specific goals are more likely to lead to higher
performance than are no goals or vague or
general ones.
– Task feedback, or knowledge of results, is
likely to motivate people toward higher
performance by encouraging the setting of
higher performance goals.
Organizational Behavior: Chapter 8
4
5. Study Question 1: What is goal setting?
Goal setting guidelines (cont.).
– Goals are most likely to lead to higher
performance when the people have the
abilities and the feeling of self-efficacy
required to accomplish them.
– Goals are most likely to motivate people
toward higher performance when they are
accepted and there is commitment to them.
Organizational Behavior: Chapter 8
5
6. Study Question 1: What is goal setting?
Goal setting and MBO.
– Management by objectives (MBO) is a process
of joint goal setting between a supervisor and
a subordinate.
– MBO is consistent with the goal setting
guidelines derived from the Locke and Latham
model.
– MBO establishes performance goals consistent
with higher level work unit and organizational
objectives.
Organizational Behavior: Chapter 8
6
7. Study Question 1: What is goal setting?
Organizational Behavior: Chapter 8
7
8. Study Question 1: What is goal setting?
Potential problems with MBO.
– Too much paperwork. in documenting goals and
accomplishments.
– Too much emphasis on:
• Goal-oriented rewards and punishments.
• Top-down goals.
• Goals that are easily stated in objective terms.
• Individual goals instead of group goals.
– MBO may need to be implemented organization-wide.
Organizational Behavior: Chapter 8
8
9. Study Question 2: What is performance
appraisal?
Performance appraisal.
– Helps both the manager and subordinate
maintain the organization-job-employee
characteristics match
– The process of systematically evaluating
performance and providing feedback upon
which performance adjustments can be made.
Organizational Behavior: Chapter 8
9
10. Study Question 2: What is performance
appraisal?
Functions of performance appraisal.
– Define the specific job criteria against which
performance will be measured.
– Measure past job performance accurately.
– Justify rewards, thereby differentiating
between high and low performance.
– Define ratee’s needed development
experiences.
Organizational Behavior: Chapter 8
10
11. Study Question 2: What is performance
appraisal?
Two general purposes of good
performance appraisal.
– Evaluation.
• Concerned with such issues as promotions,
transfers, terminations, and salary increases.
– Feedback and development.
• Let workers know their status relative to firm’s
expectations and performance objectives.
Organizational Behavior: Chapter 8
11
12. Study Question 2: What is performance
appraisal?
Who does the performance appraisal?
– Traditionally done by ratee’s immediate
superior.
– People other than immediate superior may
have better information on certain aspects of
ratee’s performance.
– 360-degree evaluation provides appraisal
information from multiple perspectives.
Organizational Behavior: Chapter 8
12
13. Study Question 2: What is performance
appraisal?
Performance appraisal dimensions and
standards.
– Output measures.
• Quantity of work output.
• Quality of work output.
– Activity measures.
• Behavioral measures that are typically obtained
from the evaluator’s observation and rating.
Organizational Behavior: Chapter 8
13
14. Study Question 2: What is performance
appraisal?
Comparative methods of performance
appraisal.
– Ranking.
• Raters rank order people from best to worst.
– Paired comparisons.
• Raters compare each person with every other
person.
– Forced distribution.
• Raters place a specific proportion of employees
into each performance category.
Organizational Behavior: Chapter 8
14
15. Study Question 2: What is performance
appraisal?
Absolute methods of performance appraisal.
– Graphic rating scales.
• Raters assign scores on a list of dimensions related
to high performance outcomes in a given job.
– Critical incident diary records.
• Rater records incidents of unusual success or
failure in a given performance aspect.
– Behaviorally anchored rating scales (BARS).
• Rater identifies observable job behaviors.
Organizational Behavior: Chapter 8
15
16. Study Question 2: What is performance
appraisal?
Absolute methods of performance appraisal
(cont.).
– Behavioral observation scale (BOS).
• Rater rates each observable job behavior on a five-
point frequency scale.
– Management by objectives.
• Jointly established goals used as standards against
which the subordinate’s performance is evaluated.
Organizational Behavior: Chapter 8
16
17. Study Question 2: What is performance
appraisal?
To be meaningful, an appraisal system must be:
– Reliable — provide consistent results across time.
– Valid — actually measure people on relevant job
content.
Measurement errors can threaten the reliability or
validity of performance appraisals.
Organizational Behavior: Chapter 8
17
18. Study Question 2: What is performance
appraisal?
Measurement errors in performance appraisal.
– Halo errors.
• Raters evaluate on several different dimensions
and give a similar rating for each dimension.
– Leniency errors.
• Raters tend to give everyone relatively high
ratings.
– Strictness errors.
• Raters tend to give everyone relatively low ratings.
Organizational Behavior: Chapter 8
18
19. Study Question 2: What is performance
appraisal?
Measurement errors in performance appraisal
(cont.).
– Central tendency errors.
• Raters lump everyone together around the average
or middle.
– Low differentiation errors.
• Raters restrict themselves to a small part of the
rating scale.
• Examples include leniency, strictness, and central
tendency errors.
Organizational Behavior: Chapter 8
19
20. Study Question 2: What is performance
appraisal?
Measurement errors in performance appraisal
(cont.).
– Recency errors.
• Raters allow recent events to exercise undue
influence on ratings.
– Personal bias errors.
• Raters let personal biases, such as stereotypes,
unduly influence the ratings.
– Cultural bias errors.
• Raters allow cultural differences of employees to
influence the performance appraisal.
Organizational Behavior: Chapter 8
20
21. Study Question 2: What is performance
appraisal?
Ways to reduce rating errors in performance
appraisals.
– Training raters to understand the evaluation process
and recognize errors.
– Ensuring that raters observe ratees on an ongoing
basis.
– Not having the rater evaluate too many ratees.
– Ensuring the clarity and adequacy of performance
dimensions and standards.
– Avoiding terms that have different meanings for
different raters.
Organizational Behavior: Chapter 8
21
22. Study Question 2: What is performance
appraisal?
Guidelines for ensuring the legality of
performance appraisal systems.
– Base appraisal on job requirements as
reflected in performance standards.
– Ensure that employees clearly understand the
performance standards.
– Use clearly defined dimensions.
– Use behaviorally-based dimensions supported
by observable evidence.
Organizational Behavior: Chapter 8
22
23. Study Question 2: What is performance
appraisal?
Guidelines for ensuring the legality of
performance appraisal systems (cont.).
– Avoid abstract trait names.
– Ensure that scale anchors are brief and
logically consistent.
– Ensure that the system is valid and
psychometrically sound.
– Provide an appeal mechanism to handle
appraisal disagreements.
Organizational Behavior: Chapter 8
23
24. Study Question 3: What are
compensation and rewards?
Pay as an extrinsic reward.
– Pay can help organizations attract and retain
highly capable workers, and help satisfy and
motivate these workers.
– High levels of job performance must be
viewed as the path through which high pay
can be achieved.
– Merit pay bases an individual’s salary or wage
increase on the person’s performance.
Organizational Behavior: Chapter 8
24
25. Study Question 3: What are
compensation and rewards?
Pay as an extrinsic reward (cont.).
– Merit pay should be based on realistic and
accurate measures of individual work
performance.
– Some people argue that merit pay plans ignore
the high degree of task interdependence
among employees.
Organizational Behavior: Chapter 8
25
26. Study Question 3: What are
compensation and rewards?
Creative pay practices.
– Skill-based pay.
• Rewards people for acquiring and developing job-
relevant skills.
– Gain-sharing plans.
• Give workers an opportunity to share in
productivity gains through increased earnings.
– Profit-sharing plans.
• Reward employees based on the entire
organization’s performance
Organizational Behavior: Chapter 8
26
27. Study Question 3: What are
compensation and rewards?
Creative pay practices (cont.).
– Employee stock ownership plans (ESOPs).
• Give company stock to employees or allow them to
purchase it at a price below market value
– Lump-sum pay increases.
• Provide wage or salary increase in one or more
lump-sum payments.
– Flexible benefit plans.
• Allow workers to select benefits according to their
individual needs.
Organizational Behavior: Chapter 8
27
28. Study Question 4: What are human
resource development and person-job fit?
Human resource development (HRD) and
the person-job fit.
– HRD and the person-job fit are key
contributing activities in performance
management and rewards.
– Human resource strategic planning provides
the foundation for HRD and the person-job fit.
– Staffing, training, and career planning and
development are important functions in HRD
and achieving a person-job fit.
Organizational Behavior: Chapter 8
28
29. Study Question 4: What are human
resource development and person-job fit?
Job analysis.
– The process and procedures used to collect
and classify information about tasks the
organization needs to complete.
– Identifies the worker characteristics needed to
perform the job.
– Forms the basis for a job description and job
specifications.
Organizational Behavior: Chapter 8
29
30. Study Question 4: What are human
resource development and person-job fit?
Recruitment.
– The process of attracting the best qualified individuals
to apply for a given job.
– Typical recruitment steps.
• Advertisement of a position vacancy.
• Preliminary contact with potential job candidates.
• Preliminary screening to obtain a pool of candidates.
– Recruitment approaches are external or internal.
– Realistic job previews.
Organizational Behavior: Chapter 8
30
31. Study Question 4: What are human
resource development and person-job fit?
Selection.
– A series of steps from initial applicant
screening to final hiring of the new employee.
– Selection process.
• Completing application materials.
• Conducting an interview.
• Completing any necessary tests.
• Doing a background investigation.
• Deciding to hire or not to hire.
Organizational Behavior: Chapter 8
31
32. Study Question 4: What are human
resource development and person-job fit?
Socialization.
– Process that adapts employees to the
organization’s culture.
– Occurs during and after completion of the
staffing process.
– Phases of socialization.
• Anticipatory socialization.
• Encounter.
• Change and acquisition.
Organizational Behavior: Chapter 8
32
33. Study Question 4: What are human
resource development and person-job fit?
Training.
– A set of activities that provides the
opportunity to acquire and improve job-related
skills.
– Types of training.
• On-the-job training involves job instruction while
performing the job in the actual workplace.
• Off-the-job training commonly involves lectures,
videos, and simulations, and increasingly is done
through e-training.
Organizational Behavior: Chapter 8
33
34. Study Question 4: What are human
resource development and person-job fit?
Organizational Behavior: Chapter 8
34
35. Study Question 4: What are human
resource development and person-job fit?
Adult life cycle and career stages.
– The different problems and prospects of the adult life
cycle affect people’s work and careers.
– Career stages reflect the different responsibilities and
achievements associated with people’s working lives.
– Life cycle and career stages.
• Entry and establishment or the provisional
adulthood stage.
• Advancement or the first adulthood stage.
• Maintenance, withdrawal, and retirement or the
second adulthood stage.
. Organizational Behavior: Chapter 8
35