Trang 1
Collected by Jörg Stegemann Organisational Behaviour Topic summaries (Formatted for Kindle DX) OrganisationalBehaviour Topic Summary
Trang 2
Collected by Jörg Stegemann Table of contents Organisational Design 3 Change Management 5 Organisational culture 7 Team building, team performance 9 Job Design 12 Appraisal Systems 14 Locus ofcontrol 16 Behaviour modification (BMod) 17 Motivation theories 19 Reward systems 23 Job Satisfaction 26 Organisational Commitment 27 Job Involvement 28 Conflict 29 Intrapreneurship 30 Power 31 Politics 33 Leadership theories 34 Stress / Stressors 37 Topic history 39 OrganisationalBehaviour Topic Summary
Trang 3
Collected by Jörg Stegemann Organisational Design Exams · December 2009, Essay3 · June 2009, Essay2 Key concepts · OrganisationalDesign · Downsizing · Delayering OrganisationalDesign · Division of labour How the company approaches job specialisation. Tends to be high inorganic, tradi tional, functional structures · Delegation ofauthority Delegationof authoritymust be accompanied bydelegationof responsibilityto the lowest level in the organisation · Departmentalisation How isthe company organized internally? · Span of control Specifies the number of reportingstaff allocated tomanagers Departmentalisationin OD · Functional · Product/ Division · Territorial · Matrix Product design has the advantage that customer-facingstaff isproductknowledgeable and able to relate much more closely to productspecific problems. Allows for the creation of smaller businessunitsthat can act as profit centres and performance measures are much easier to identify.There issome duplicationof functionsin Productstructuresand product change can be harder. OrganisationalBehaviour Topic Summary
Trang 4
Collected by Jörg Stegemann Territorialdesign splits the organisationinto geographicalareas and allows staffto concen trate onspecific customer groupings.Allows for good trainingopportunitiesfor people to move up the management struc ture and at the same time makes the organisationmore customer res ponsive. There isagain some measure of duplicationoffunctions, and managers have to be capable ofmanaging acrossmore than one function. Matrixdesign overlays a productor project design ontoa functionalone and has the advan tages of bothProduct and Functional structures.The focus onteams is much greater than in other designs. The major problem with Matrices isthe problem ofstaff havingmore than one boss(and the possible confusionof priorityin objectives). Downsizing · Reducingthe size ofthe workforce · Loweringthe costsof operatingthe organization · Increased levelsof stressfor all involved · Has to be managed usingplanned change processes (Lewin, Dailey) See separate topicin this! Delayering · Reducingor eliminating layers ofmiddle managers · Addsto the effect ofdownsizingbyreducingmanagement costs · Directlyimpacts on delegationof authorityand divisionof labour · May be necessary for the organisationto complete job redesign · Appropriate time to thinkabout introducingSelf-Directed Teams (SDTs) to take over some of the decision-makingpreviously completed by managers OrganisationalBehaviour Topic Summary
Trang 5
Collected by Jörg Stegemann Change Management Exams · December 2009, Essay3 · June 2009, Essay2 · June 2008, Essay1 Key concepts · Planned Change (PC) process o KurtLewin · RobertDailey 8-step model The Planned Change Process (PC) · Developed byKurtLewin o Unfreeze o Change o Refreeze · Refinedby RobertDailey intoan 8-step model o Unfreeze Recognisingthe need for change Diagnosis Dealingwith resistance to change o Change Selection ofchange methods Carry-over Evaluation ofresults o Refreeze Institutionalisingthe change Diffusingthe change throughoutthe organisation Diagnosis Multi-level collaborative data-gatheringprocess.Serves to create dissatisfactionwith the status quo.Can be assisted byappointinga change agent, as well as a steeringcommittee made up ofexperienced, respected staffwith good communicationskills. The level of diagnosis creates expectationsof the change process. OrganisationalBehaviour Topic Summary
Trang 6
Collected by Jörg Stegemann Resistance Managingthe inevitable resistance to change, whichiseffectively fear ofthe unknown. Resis tance can be reduced byinvolvingas many people as possible inthe change. Participation will lead to staff feelingmentally and physically involvedin the process,motivated to contribute, and willingto accept any authoritywhichmay be delegated tothem as a result. Carryover Change behavioursare oftenlearned off-site,this stage makes them real inthe worksetting. Carryover isassisted ifemployees can use what they have learned immediately;they can see how itisapplicable towhat they do.Managers and supervisorsact as role models. Evaluation Helps understand the extent to whichthe change has been successful.It means individuals re actions,attitudes, knowledge and behaviour;itmeans the change froma customer perspective as well as fromthe organisational perspective. Institutionalisation When the change isembedded permanently inthe structures,processes and culture of the organisation.This ishelped ifsenior managers showtheir fullcommitment to the changes and act as role models; ifthe changes live up to expectations;ifthe changes produce the rewards promised;and a longas a multi-leveldiagnosisand a fullevaluation were conducted. Diffusion Often changes are piloted first in a sub-unit.Diffusion iswhen the changes are rolled out to the rest ofthe organisation. OrganisationalBehaviour Topic Summary
Trang 7
Collected by Jörg Stegemann Organisational culture Exams · June 2009, Essay2 · June 2008, Essay1 · December 2007, Essay1 Key concepts · HOME · Difficult todefine H: History · Makingthe organisation'shistoryrelevant to today'sbusiness activities O: Oneness · Creating shared expectationsaround the organisation's corevalues M:Membership · Raisingthe level ofinformation exchange, swappingideas amongst staff E: Exchange · Co-ordinatingbetween staff, customersand vendors. Professor Smircich,an expert on organisationalculture, tells us Organisationalculture is the beliefs and values whichare understoodbyemployees. Dimensionsof organisationalculture: · Culture indicates the way oflife' for workers o Influence often taken for granted o Culture becomes obviouswhen itmust change · Culture is stable overtime and itresistsquickchanges · Aculture involves internaland external aspects o Internally, a culture might encourage productquality,cost effectivenessand accuracy o Externally, the culture may promote customer service, timely distribution, pricecompetitiveness and socialresponsibility · Culture can be o Measured o Evaluated o Perfected · Culture can develop in a random fashion or itcan be managed tosupport the firm's strategic plan. o If culture isignored byexecutives the firm will forget what it does well' Multiple Cultures in Organisations Because of geographicdispersion and variations inbusinessenvironments and productlines, firms develop subunitswith distinctive cultures. Example:Hardware vs.Software development areas. The firm's culture depends ontwo things 1. The role ofthe chiefexecutive (orfounder) 2. The firm's socialisation process:"learningthe ship'sropes" The ChiefExecutive or Founder'sRole OrganisationalBehaviour Topic Summary
Trang 8
Collected by Jörg Stegemann Extremely successfulcompanies owe a lot to their dynamic foundersor charismaticleaders. Strongcultures ofverysuccessfulcompanies reflect the personalvalues ofthe founder.The imprintof Watson onIBM, Gates on Microsoft,Jobson Apple, and Michael Dell on his eponymous computer company isobvious. Socialisation Socialisationtransmits an organisation'sculture from one generationof employees to the next. Firms that successfullyintegrate strategy and organisationalculture try toavoid haphazard employee selection,unchallenging job assignments and fragmented career paths whichall erode culture and cause the firm to badly under-performits rivals. Professor Pascale claims that firms with strongcultures go to great lengths to teach employees how to thrive intheir worksurroundings. Developing Adaptive OrganisationalCultures Astrongculture isnot alwaysa proven supportto competitiveadvantage! Astrong,change- resistant culture may impede growth, earnings and competitiveness (example: IBMin the 1990's). Astrongculture that adapts tochanges in the firm's financialand strategic goalsen sures that the firm detects and respondspositivelyto profit-makingopportunities.Manage ment that wants an adaptable (and strong) culture must make investments inlabour force trainingand development. OrganisationalBehaviour Topic Summary
Trang 9
Collected by Jörg Stegemann Team building, team performance Exams · June 2009, Essay3 · December 2006, Essay3 · June 2006, Essay3 Key concepts · Team development stages · Leadership style o Project team o Self Directed Team Teamdevelopment stages (accordingto Tuckman'smodel) · Forming · Storming · Norming · Performing Forming · Members move from apersonalfocusto a groupfocus · Members are busy to o Identifyingthe behavioursmost important to the group o Assessingthe skills,abilities and experiences ofmembers o Discussingand comparingmembers' goals and motives o Assessingthe degree ofearly commitment and involvement ofmembers to the group · Leads to the formation ofroles and hierarchy of authority · Pressuringgroups to move quickly throughformingisa goodidea Storming · Interpersonalconflict emerges · Member dissatisfactionwith the current leader may surface and he may be replaced · These disagreements are stage 2 processlosses and they are necessary to create a basisfor trustand collaboration and movement tostage 3 · If the group isunable to develop member behavioursto supporttrust and collaboration, members will be able to satisfytheir personal needs more effectively on their own rather than through group membership o May create late stage 2 turnover and absenteeism o Some groups get stuck here and never make it out ofstage 2 o Hurts the members and the organisation Resourceswasted inconstructing the group Employees less likely to see future group membershipas a viable career pathway or a pathway topersonal need satisfaction Norming · Interpersonalconflict subsides and the group'snormative structure emerges · Members are thoroughly aware oftheir involvement and commitment to the group · Members believe firmly that the benefits of groupmembership outweigh itscosts · Leadership positionisestablished and stable OrganisationalBehaviour Topic Summary
Trang 10
Collected by Jörg Stegemann · Group has a hierarchyof roles · Group may become over-confident' to the extent that groupthink sets in Performing · Actualperformance close to potentialperformance · Group exhibitscollaboration;i.e. members confront and solve task-related conflict and interpersonalconflict o Collaborationsustainsmembers' involvement, motivation to contribute, acceptance of authorityand active participation · Composed of members whoare confident about their personal abilities · Team members reinforce each others' confidence inthe group's abilityto achieve its performance objectives · Key difference between a stage 3 and a stage 4 workgroup isthe abilityofthe stage 4 group to detect the emergence ofprocess losses insufficient time to correctthem Leadership style Increasingcohesionin teams to move groupsto stage 4 · Clarifyobjectives and expectations Key at all stages ofgroup development. Group knowswhat the objectivesare and has clear goals · Encourage the groups todevelop norms For dealingwith conflict,gatheringinformation,making decisions · Give the group regular feedback on behavioursthat help or hinder the group · Formalise the role ofdisturbance handler Give itto a team member with a highneed for affiliation · Consider the compositionofthe team Has it the best fit ofpeople, personalities,experience, expertiseand individual differences inorder to deliver the project? · Is the size ofthe teams an issue? Larger groups have more ideas, experience more conflictand have lower performance per individual. Larger groups are more difficult to manage (perhaps they have socialloafers) and they tend to have more vague and general objectives · Role ofthe project manager inthe team and how ishe perceived? Could the project managersbe part of the problem? Is he takingadvantage of positionalpower to dominate the group? Actingas goodrole models and letting group members criticise hisrole? · Refocusthe team onobjectives byconsideringrewards Team-based bonustied to completion of keystages ofthe project? · Performance Appraisal PAsystem aligned to teamwork,or are individuals stillbeingassessed on their individual workload?Are 360-degree appraisals used? · Role conflictin that team members are reportingto two managers?Clear reporting lines between project manager and line manager? · It may be worth getting a facilitator in to lookintothe reasons whygroups are not operatingto their full potential, in case the PMs are part of the problem. · Team-buildingexercise o Could encourage cohesionand help groups toworkbetter together · Perhaps groupthink has set in? When individuals adapt their norms to those ofthe groups and suspend critical thinking. Symptoms of groupthink are · Illusions ofinvulnerability OrganisationalBehaviour Topic Summary
Trang 11
Collected by Jörg Stegemann · Collective rationalizing · Mindguards · Illusion ofhigh morality and ethics · Negative stereotypingof the opposition · Puttingpressure on dissentersto toe the line' · Self-censorship · Illusion ofunanimity Try toovercome groupthink with · Introduce externalexperts to the project teams regularly · Sub-group - Get the opinion ofa sub group beforeconsultingwith the whole group · Formalise the role ofcritical evaluationofideas, on a rotatingbasis,so nobodyfeels left out · Don't let powerfulmembers dominate - thiscan be helped byseparating idea generation fromevaluation (brainstorming) · Hold a second-chance' meetingafter important decisions have been made to give members a chance tohave second thought' Groupthink isoften a problem when groups have charismatic leaders with high referent and legitimate power - sothe role ofthe PMs needs to reviewed. · Create the illusion ofa common enemy' This can unite the team, as long as they perceive the threat tobe manageable. OrganisationalBehaviour Topic Summary
Trang 12
Collected by Jörg Stegemann Job Design Exams: · June 2010, Essay 2 · December 2008, Essay 1 · June 2006, Essay 1 Key concepts Jobdesign is all about getting the job content factors rightin terms of: · Skill variety(the different skills,talents and abilitiesto dothe job) · Task identity (the completeness oftasks fromstart to finish) · Task significance (the influence on the life ofthe employee and other people) · Autonomy (employee freedom and discretion to controlthe work) · Feedback (direct feedback on the effectiveness ofthe employee) · Social opportunities(opportunitytointeract with others at workand socially) Addresscritical psychologicalstates ofthe employee · Experienced meaningfulness of the work · Experienced responsibilityfor workoutcomes · Knowledge of results fromworkactivities Jobdesign principles include · Horizontal job loading where the workcan be expanded byapplying o Jobrotation o Jobenlargement o Crosstrainingwith other employees · Verticaljob loading o Providingopportunities to learnnew skills o Givingemployees the abilityto influence schedulingof work o Designingeach job with some unique qualities o Givingemployees controlover job resources o Increasingpersonal accountability In practicalterms, there are a number ofobstacles that might stand inthe wayof implementing JobDesign principles: · Technologicalaspects ofa job are suchthat significant changes inJobDesign might be impossible or tooexpensive OrganisationalBehaviour Topic Summary
Trang 13
Collected by Jörg Stegemann · The costof startingupand maintaininga Job Design programme can be high on an organisationalbasis.Especially intimes of environmentalor organisationalchange, it may well be that too much efforthas to be put intoJob Design tomake it effective · There isa need to take into account the preferences of individualemployees to make JobDesign effective. Ifthis isthe case, then resistance to change will be much greater. In organisationsthat have adopted the principles ofinvolvement, empowerment and self-directed teams, there isa greater likelihoodof successfully implementinga Job Design programme · Resistance fromManagers orUnions. For Job Design tobe effectivemanagers must be prepared todelegate authoritybecause if thisisa problem it can lead to the failure ofJob Design programmes. Equally,unionoppositioncan poolthe resistance ofindi vi dual employees and become a major barrier to effective change beingimple men ted. OrganisationalBehaviour Topic Summary
Trang 14
Collected by Jörg Stegemann Appraisal Systems Exams: · December 2009, Essay 2 · December 2008, Essay 2 · June 2007, Essay 2 Key concepts Most common forms ofappraisal systemsare · Absolute standards (AS) · Graphic scalesrating systems (GRS) · Behaviourallyanchored rating systems (BARS) · Supported by MbO(Management byObjectives) Employees need tobe able tolink their day-to-day workwith company plans. Solutionis to have a cascaded set ofgoals throughoutthe company hierarchyfromtop to bottom.This will give a clear line ofsight' between jobs and organisationalobjectives. Management byObjectives (MbO) can be used as an inputto these systems. Absolute Standards (AS) · Have an all ornothing' feature (employee trait either present or not) · Personal bias fromthe supervisor can become a major issue · Halo effect' (ratingan employee based upon the evaluationof other traits) · Recency error(supervisor rates the whole year based upon one recent event) · Most ASsystems do not have a requirement for ongoingfeedback · Strictness or leniency errors · Similarity error (supervisorsrate ownqualities as important) · Forced rating(supervisor matches individual ratings with an overallrating) Graphic scales ratingsystems (GRS) · Most popular system in use · Numerical ratingscale (1-5, 1-10, etc.) · Isolates several aspects ofpersonality and behaviour and ties them to criteria which are meaningfulto both the supervisor and employee: criteria possess content validity · Ratingdifferentiates between individualemployees · Encourages tendency to spread employees out along each scale · Supervisors are in a much stronger position toassess the strengths and weaknesses of individuals · Has validityissues related to strictness,leniency orsimilarity · Use of fixed distributionsby some organisationscreates inequityproblems · Supervisors have a subconscious tendency to use only part of the ratingscale BARS · Provides concrete examples of behavioursfor different levels ofperformance · Originated in BMod:emphasises behavioursthat can be observed,learned, measured · Ensure content validitythrough two cycles of design and check'. OrganisationalBehaviour Topic Summary
Trang 15
Collected by Jörg Stegemann · Each numericallevel ofperformance is a discrete (and defined) behaviour:a behaviouralanchor. They provide concrete,observable examples ofbehaviours related toa performance dimension.The behavioursare clear, observable, and employees can learn toexhibit the good ones and avoid the bad ones · Takes time to develop and they donot work very well for jobs that require creativity, intellectual curiosity,innovation,and complex problem-solving · Can be linked to MbOtoprovide a coherent organisationalsystem · Emphasises workbehaviour and gives supervisorsand employees sight of different levels ofperformance in behaviouralterms · Focus ison howthe job isdone rather than individual characteristics · Design of the system is inherentlyparticipative (Theory Y perspective) · Anumber of systems may need tobe created to match job sets producingmuch more complicated system overall MbO · Developed byPeter Drucker · Organisational applicationof goal-settingtheory · Establishes clear organisational goals · Increases workmotivation and employee performance · Provides clear expectationsof what isrequired ofthe employee bythe organisation o One-to-one meetings with managersto ensure that SMART goals are set Specific Measurable Achievable Relevant (also: Resource-based) Time-specific · Improves validityofperformance evaluation o Organisingperiodicformal and informal review sessionsso that progress can be monitoredand corrective action put inplace · Requires ongoingreportingofprogress to meetingobjectives · Provides a clear set of data againstwhichto judge performance · Gives individuals clear line-of-sight between their own objectives and those ofthe overall organisation o Setting specific outcome criteriato establishwhen a goal has been delivered · Integrates personalwith organisationalgoals, encouraging people towards self- actualisation In implementing either MbOor Performance Appraisal it isimportant that: · People are trained (bothat employee and at manageriallevel) to operate the system · That neither system degenerates intoa less than usefulbureaucracy · That bothsystems should encourage a dialogue between managers and employees so that line of sight' is clear · It isimportant to linkdevelopment opportunitieswith both sothat any deficiencies can be addressed ina positivefashion · Both systems can be linked torewards (intrinsicand/or extrinsic) · Both systems can take a long time to develop and implement effectivelyso it is important to plan to spend that time to achieve a system that fits the organisation. OrganisationalBehaviour Topic Summary
Trang 16
Collected by Jörg Stegemann Locus of control Exams: · June 2009, Essay 1 Key concepts Locusof controlis either · Internal · External Externaliser (external locus ofcontrol) · Believes that nothingcan be done at an individual level · Lowjob-related need for achievement · Lookfor fulfilment outsidethe workenvironment · Lowinstrumentality · More likely to develop Type B behaviour patterns, hence they take everythinga little bitmore relaxed and are less ambitious · Rewards allocated by the organisationare more to do with beingin the right joband place in the organisationrather than beinglinked to individualperformance or contributionto organisationalobjectives · Believe that in performance appraisal managershave favouritesthat get higher assessments, againnot linked to "real" performance or contribution · Believe that anyone can become an addict todrugs or alcohol · Other people's attitudes cannot be changed through logical discussion Internaliser (internallocus ofcontrol) · Sees that their life and career are in their own hands · Have a high need for achievement · Instrumentalityishigh · Willingto exert substantialeffort toachieve their goals · More likely to get frustrated ifthey can't develop their skills · More equity-sensitive · Believe that reward is an expected outcome resultingfrom hard work,achievement and a result oftakinginitiative · Good performance appraisal results fromhard work and positivecontributionto the organisation · Believe that addictionis a result of individuals giving upcontrol · Logiccan change attitudes inothers OrganisationalBehaviour Topic Summary
Trang 17
Collected by Jörg Stegemann Behaviour modification (BMod) Exams: · June 2007, Essay 1 Key concepts · Rootedin the workof ProfessorB. F.Skinner · Places the environment frontand centre inmotivation · De-emphasises the role of the individual inthe motivationprocess · States that externalor environmentalconsequences determine behaviour Main principles of BMod are the fourcontingencies ofreinforcement: · Positive reinforcement Behaviour isstrengthened bythe occurrence of pleasant consequences Example:Employee receives a bonus for a job well done · Negative reinforcement Behaviour isstrengthened byremoval ofan unpleasant consequence Example:Employees come towork ontime toavoid supervisoryreprimands · Extinction Behaviour isweakened ifa positiveconsequence does not follow Example:Employee engages in distractingconversations with hisfellow workers. They respond byignoringhim. · Punishment Behaviour isweakened ifan unpleasant consequence occursafter the behaviour Example:In a team meetingan employee iscaught playinghearts on hislaptop by his supervisor.The superiorsingles outthe card player and makes an example ofhim before the entire group. Schedules of reinforcement · Fixed ratio o Afixednumber ofbehavioursmust occur beforereinforcement occurs · Variable ratio o Variable number of behaviours(around some average number) must occur before reinforcement · Fixed Interval o After a given amount of time has elapsed, reinforcement occurs · Variable Interval o After a variable amount of time (varyingaroundan average time) has elapsed, reinforcement occurs Prosand consof BMod · Pros o Focuses onobservable behaviourinstead of intangible individual differences o No manipulationoccurswhen employees participate in the behaviour modification o Improvesemployee instrumentalities o Employees receive higher qualityfeedback about their performance · Cons OrganisationalBehaviour Topic Summary
Trang 18
Collected by Jörg Stegemann o Undermines employee respect and dignity o Makes organisationsmore manipulativeand exploitative o Makes employees dulland dehumanisedextensionsof the machines or systems they operate o Oversimplifies workbehaviour and erodes employee creativity Stretchingthe ratioor intervalof reinforcement refers toshiftinga reinforcement schedule from one rate to another. At firstrewards are appreciated by employees.If they continueto occur too often theycan lose their meaningfulness. Potency can be maintained bystretching the ratio or intervalofreinforcement. As a rule, financialrewards should notbe administered through stretchingreinforcement schedules because employees experience such a manoeuvre as a cynicaland transparent ploy. OrganisationalBehaviour Topic Summary
Trang 19
Collected by Jörg Stegemann Motivation theories Exams: · December 2009, Essay 1 · June 2009, Essay 1 · June 2008, Essay 2 · June 2007, Essay 1 Key concepts · Two categories ofmotivation theories · Cognitive theories Posit that behaviour isa functionof internalneeds and motives o Content theories Specifythose human needs whichactivate behavioursaimed at need reduction. Answer the question: What specificneeds cause motivation?' Abraham Maslow's Hierarchyof Needs FrederickHerzberg's Two-Factor' theory o Process theories Inject the importance ofhuman perceptions ofenvironments inexplaining motivation. Explainhow behaviour isstimulated, directed, sustained,or stopped Equity theory Expectancy theory · Behavioural theories State that external or environmental consequences determine behaviour o Behaviour modification (BMod) o See separate topicon this! · Locus ofcontrol o Internal o External o See separate topicon this! · Socially acquiredneeds o Need for Achievement o Need for Affiliation o Need for Power · Values o Terminal values o Instrumental values Abraham Maslow's Hierarchy of Needs Maslow suggeststhat one moves up throughthe levels over time and onlywhen the previous need has been satisfied - the stages are: · Physiological o Meet human basicneeds ofshelter, warmth, foodand reproduction (sex). In developed countries the absence ofthe basicneeds beingsatisfied israre. · Safetyand Security o Need to feelsafe, providesafety for loved ones through things like life assurance, health plans etc. · Belonging OrganisationalBehaviour Topic Summary
Trang 20
Collected by Jörg Stegemann o First ofthe higher orderneeds that are more cognitive.This relates to our socialisation requirements and sense that we play a role in our families, communities etc. · Self-esteem o Need to feelrecognised, appreciated and that one isan expert inthe chosen field. Often thisisdeveloped as one progresses to mid-high levels in an organisation. · Self-actualisation o Need to feellike one has done one's best, has a lasting legacy and has reached fullpotential. Perhaps difficultto fully achieve as it isinfinite inits verynature. The lower needs pull' a person initsmotivation and the higher needs push' one onto greater things. Frederick Herzberg's Two-Factor' theory · Hygiene factors · Motivators Hygiene factors Similar to lower order needs in Maslow's theory Include basicfactorssuch as pay, workingconditions Motivators Things in the job that please the individual and satisfypsychologicalor intrinsicneeds · Job content · Challenges · Skill variety · Method ofsupervision · Incentive schemes Herzberg expands histheoryto include a link to job satisfaction: · Provision ofhygiene factorsensures people are not dissatisfied · Existence ofmotivatorsis what pushes people intothe territory ofhavingjob satisfaction Equity theory Very individual! What the manager thinksisgoingon when it comes to rewards ismuch less important than how employees perceive rewardsand their distribution. ___Employee's rewards compared to Other's rewards_____ Employee's inputs Other's inputs(efforts) Suggests that people performbased uponhow equitable they feeltheir rewards are compared to others.If they feelpositive (well rewarded) then theymay improve performance. If theyfeel negative equitythen they are likelyto reduce performance or change the co-worker comparisonor reduce the performance ofothers toreach parity. OrganisationalBehaviour Topic Summary
Hiển thị 20 trang đầu. Tải tài liệu để xem đầy đủ.
Bình luận (0)
Chưa có bình luận nào. Hãy là người đầu tiên!