Characteristics of Effective Goals

Specific

S M A

Effective
Objectives

Measurable Attainable

Realistic
Time-Bound

R
T

(advantages of mbo)

Reduce Role Stress

Reduce role stress associated with conflicting and confusing expectations Clarify taskrole expectations communicated to employees Improve communication between managers and employees

 Top Down Change A fast, revolutionary approach to change in which top managers identify what needs to be changed and then move quickly to implement the changes throughout the organization. Bottom-up change A gradual or evolutionary approach to change in which managers at all levels work together to develop a detailed plan for change.

Implementing the Change

11-3

(include in evaluation step)

Actual & Measured Performance

Actual Performance True Assessment

Measured Performance

ctivity ratios provide measures of how well managers are creating value from organizational assets

Actual & Measured Performance

Performance overlooked by evaluator Evaluators situational factors

Unreliabilit True y Assessment

Deficiency Invalidity

Disagreement Employees temporary personal factors

Actual Performance

Poorly defined task performance

Measured Performance

(include in reward step)

Effective Appraisal Systems

Functions Develop people & enhance careers Emphasize individual growth needs & future performance Key Characteristics Validity Reliability Responsiveness Flexibility Equitableness

(mention at glance)

Individual or Team Rewards?

Team rewards emphasize cooperation and joint efforts emphasize sharing information, knowledge, and expertise

Individual rewards foster independent behavior may lead to creative thinking and novel solutions encourage competitive striving within a work team

(mention at glance)

Correcting Poor Performance

Identify primary cause or responsibility

If personal, determine problems source

Develop corrective plan of action

(mention at glance)

Attribution in Organizations

Attribution Theory - explains how individuals pinpoint the causes of their own and others behavior Distinctiveness - degree to which the person behaves the same way in other situations Consistency - the frequency of a particular behavior over time

Attribution Model
Information cues Consensus Consistency Distinctiveness Perceived source of responsibility

Observation of poor performance

Attribution of poor performance Internal causes External causes

Behavior in response to attribution

(at glance)

Information Cues & Attributions

Mary has performed poorly on collections

Other employees are performing poorly on collections (high consensus)

Mary only performs poorly on this task (high distinctiveness)

Most of the time Mary handles collections well (low consistency)

External attribution (Mary's behavior stems mainly from external causes)

Customer has complained about John

There are no complaints about other employees (low consensus) John has received similar complaints in the past (low distinctiveness) Complaints about John have been coming in steady (high consistency)

Internal attribution (John's behavior stems mainly from internal causes)

Mentoring
4 Sources of Self-Efficacy
Learning - a change in behavior acquired through experience Self-Efficacy an individuals beliefs and expectancies about his or her ability to perform a specific task effectively
Prior Experiences

Behavior Models (intuitr, thnkr, sensr, feeler )

Persuasion from Others Assessment of Current Physical & Emotional Capabilities