Motivation and Performance Activity measures – assess work inputs based on

activities tried and efforts

4 key theories of organizational behavior:
Performance appraisal – procedure to measure
Reinforcement – immediately rewards positive
and document an employee performance
behavior with valued outcomes
Rating scales (of performance appraisal)
Equity – assures fairness in distribution of
rewards  Graphic - list performance an employee
is expected to exhibit
Content – acknowledges individual differences
 Behavioral – links ratings to specific
Expectancy – creates linkage in effort behaviors

Intrinsic rewards – positively valued work Critical incidents diaries – written records of a
outcomes as result of performance person’s work behavior

Extrinsic reward – positive outcomes given by 360 evaluation – combination of evaluation

other person in work setting from boss, peers, subordinates

Merit pay – directly ties a salary increase to Reliable appraisal system must be:
measure accomplishments
 Reliable – provide consistent results
Bonus – extra pay for performance above each time
expectations  Valid – actually measures dimensions
with direct relevance to job
Gain sharing – workers earn more by receiving
shares Measurement errors that reduces reliability:
Profit-sharing plans – reward employees for  Halo error
increased organizational profits  Leniency error
 Central tendency
Stock options – provides employees to buy
 Recency
shares of stocks
 Personal bias
Employee stock ownership plans – companies
may give stocks to employees at below market Job design – managers plan and specify job
value tasks and work arrangement

Skill based pay – rewards people for developing Scientific management – create management
job relevant skills practices that would increase efficiency at work

Purpose of performance management: Job simplification – standardizes work

procedures and employs people in defined tasks
 Serves as evaluation when it let people
know where their performance stands Job enlargement – increases task variety by
relative to objectives combining into one job two or more tasks
 Serves as developmental when it assigned to two workers
provides insights into individual Job rotation – shifting workers among jobs
strengths and weakness involving different tasks
Output measures – assess actual work results
Job enrichment – building high content jobs full Nature of Teams
of motivating factors
Team – group of people brought together to
Job characteristics model – provides data-based use skills to achieve common goal
approach for creating job designs
Teamwork – team members actively work
Three critical psychological states together to achieve team goal

 Experienced meaningfulness of work What teams do:

 Experienced responsibility for work
 Recommend things – studies specific
outcomes
problems
 Knowledge of actual results of work
 Run things – leads organizations
activities
 Make/do things – perform ongoing
Moderators that influence degree of positive tasks
outcomes of enriched jobs:
Formal teams – created to serve a specific
 Employee growth-need strength is high. organizational purpose
 The employee has the required
Informal groups – emerge and co-exists as a
knowledge and skills.
shadow to the formal structure without
 Employee is satisfied with the work
assigned purpose (Types: Friendship, interest)
context (salary, supervision,
relationships). Social network analysis – identifies informal
groups active in an organization
Managerial and global implications of enriching
jobs Cross functional teams or task forces –
members are from different functional
 Not everyone’s job should be enriched.
department
 Job enrichment can apply to groups.
Problem-solving team – temporary; deals with
Alternative work arrangements -provides work-
specific problem or opportunity
life balance
Employee involvement team – meets regularly
Compressed work week – allows full time job to
to examine workplace issues
be completed in less than 5 days
Quality circle – meets periodically to discuss
Flexible working hours – gives individuals a daily
solutions to quality and productivity
choice in the timing of their work
Functional silos problem –functional unit
Job sharing – full time job is assigned to 2 or
members stay focused to their function, less
more persons
interaction with other members
Work sharing – workers cut back the number of
Self – managing team – manage themselves on
hours they work in order to protect against
a day-to-day basis
layoffs
Multiskilling – members are expected to
Telecommuting – work done at home
perform many jobs as needed

Virtual team -members work together through

computers
Effective team – achieves high level of task Criteria for measuring maturity of a team:
performance
~feedback mechanism ~decision making
Effective team achieves high levels of: method

 Task performance – attain performance ~group loyalty ~operating procedures

regarding quantity, quality, timeliness
~use of member resources ~communication
 Members satisfaction – members
believe their participation are positive ~authority relations ~accept minority views
 Team viability – members are satisfied
to continue working together ~participation in leadership ~goals

Synergy – creation of whole that is greater than 5. Adjourning stage – team is able to
sum of its parts. Individual can accomplish work disband when work is finished
alone. Technical demands of a task – level of difficulty ,
Common team challenges: information requirements of a task

 Social loafing Social demands of a task – issues of

 Personality conflicts interpersonal relationships comes into play
 Uncertainty over tasks or competing Team size – as it increase, performance and
goals member satisfaction increase up to a point
 Poorly defined agendas
 Lack of motivation Team composition – mix of abilities, skills,
 Perceptions that team lacks purpose personalities that members brings to the team

Social loafing – people work less hard in a group FIRO-B theory – identifies differences in how
than they work individually people relate to each other at a group

Social facilitation theory – one’s behavior is Status – person’s relative rank or social standing
influenced by presence of others in a group Status congruence – persons position in a team
Positive result – individual is proficient with the is equivalent to hi/her position outside the
task at hand team

Negative result – task is unfamiliar; person lacks Team diversity – different values, experiences,
skills cultures among members

Stages of team development: *homogeneous teams – members are similar to

each other
1. Forming stage – entry of members to a
team *heterogeneous teams – members are
2. Storming stage – tension among group dissimilar
members Diversity-consensus dilemma – diversity makes
3. Norming stage – members begin to it harder for members to work together
come together as coordinated unit
4. Performing stage – emergence of Collective intelligence – ability of team to
mature team motivated by group goals perform well
Team dynamics – forces in teams that affects
members work with one another

How can team processes be improved:

Teamwork & Team Performance
 Disruptive behaviors: bullying members,
Team building – way to gather and analyze data refuse to cooperate with others
about team’s work  Role – expectations associated with a
job on a team
Formal retreat approach – team building occurs
 Role ambiguity – a person is uncertain
in offsite “Retreat”
about his/her role
Outdoor experience approach – members  Role overload – too much expectation
engage in physically challenging situation  Role underload – too little expectation
 Role conflict – a person is unable to
Continuous improvement approach – manager
respond to role expectations (Forms:
takes responsibility for team building
intrasender, intersender, person-role,
Worries of new members: inter-role)
 Role negotiation – process for
~ participation ~ goals ~ control
discussing upon what members expect
~ processes ~ relationship of another
 Norms – ideas or beliefs about
Coping mechanisms of new members:
members are expected to behave
 Tough battler – acts aggressive
 Friendly helper – acts insecure
 Objective thinker – acts reflective

Distributed leadership – sharing of

responsibility for meeting group task

Task activities – directly contribute to the

performance of important group tasks

Maintenance activities – support social

relationship among members
 Cohesiveness – members are attracted
to a group and motivated to remain
part of it
 Inter-team dynamics – relationship of
teams competing and cooperating with
each other
Team interaction patterns & communications
networks:

 Decentralized – members communicate

directly, shares info with each other
 Centralized – leader acts as central
control point, members work
independently
 Restricted – subgroups disagree with
one another’s position

Proxemics – use of space as people interact

Virtual communication network – resources are

provided by technology

Decisions by majority rule – formal voting or

members may be polled

Decision by consensus – discussion leads to one

alternative being favored by most members

Decisions by unanimity – all members agree

totally

Groupthink – tendency of members to lose

critical evaluative capabilities

Brainstorming – used to generate as many ideas

and alternatives as possible

Nominal group technique – members are asked

to respond individually to a nominal question

Delphi technique – generating decision-making

alternatives through series of survey questions