Upload
ralph-farmer
View
237
Download
0
Tags:
Embed Size (px)
Citation preview
McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Managing Performance Managing Performance through Job Design and through Job Design and
Goal SettingGoal Setting
Chapter ElevenChapter Eleven
Learning Objectives
• Discuss the background of job design as an approach to managing for high performance.
• Define the job enrichment and job characteristics approaches to job design.
• Present the quality of work life (QWL), sociotechnical, and high-performance work practices (HPWPs) approaches to job design.
• Explain goal-setting theory and guidelines from research.
• Describe the application of goal setting to overall systems performance.
Introduction
• Meta-analytic research findings support conventional wisdom:– Good old work experience is related to job
performance
• Research and practice perspective:– Certain job designs and goal setting can
enhance performance
Job Design Continued
• Background on job design– Job rotation– Job enlargement– New challenges
• Job enrichment
Job Design Continued
• Job characteristics approach to task design - Hackman-Oldham model of work motivation
Job Design Continued
• Engagement, disengagement, and social information processing– Three psychological conditions: engagement
• Perceived meaningfulness, safety, and availability
– Psychological disengagement: “going through the motions” while at work
– Social information processing – causes of attitudes, perceptions, and behaviors:
• Cognitive perceptions of the real task environment• Past actions, reinforcements received, and learning
experiences• The information provided in the immediate social context
Quality of Work Life, Sociotechnical Design and HPWPs
• Quality of work life (QWL)
• Sociotechnical design
• High-performance work practices (HPWPs)
Goal Setting
• Theoretical background of goal setting– Locke’s theory
• People strive to attain goals in order to satisfy their emotions and desires
• Goals provide a directional nature to people’s behavior and guide their thoughts and actions
Goal Setting Continued
• Refinements of goal-setting theory
• Research on the impact of goal setting– Importance of specific goals– Importance of difficult and challenging goals– Goal acceptance, participation, and
commitment– Self-efficacy and goals
Goal Setting Continued
• Research on the impact of goal setting (continued)
– Objective and timely feedback– Other moderators in goal setting– A word of caution regarding goal setting
Goal Setting Continued
• Other theoretically related and performance management techniques– Goal orientation
• Learning goal orientation• Performance goal orientation
– Benchmarking– Stretch targets– Goal source
Goal Setting Continued
• Application to organizational system performance
– Management-by-objective (MBO)
Goal Setting Continued
• Impact on the psychological contract– Goal setting – in general and management-
by-objective in particular• Create psychological contracts employees