BA6009 - MANAGERIAL BEHAVIOUR AND

EFFECTIVENESS

Unit 2
 DESIGNING THE MANAGERIAL JOB
• RECRUITMENT
• Recruitment Goals
• Factors Affecting Recruitment Efforts

Constraints On Recruitment
• Image of the organization
• Attractiveness of the job
• Internal organizational policies
• Government influence
• Recruiting cost
Sources of recruitment:
Internal Recruitment
Methods of internal recruitment
Job Posting
Employee referrals/recommendations
Promotion and transfers
External Recruitment
Methods of External Recruitment
• Advertisements
• Employment agencies
• Students from colleges and universities
• Professional organization
• Cyberspace recruiting
• Unsolicited applicants & • Job fair
Some of the other sources of recruitment efforts
• Temporary help services
• Employee leasing
• Independent contractor
• Outsourcing
ORIENTATION
• Organization culture in relation to orientation
• CEO’S role in organization with regard to orientation
• Role of human resource manager with regard to orientation
 SOCIALIZATION
• Purpose
• Assumptions
• Stages of Socialization
• Pre-arrival
• Encounter
• Metamorphosis
MANAGERIAL SKILL DEVELOPMENT
• Executive Development
• Objectives of Executive Development Programs
• Importance of Training Programs
IMPORTANT METHODS OF EXECUTIVE DEVELOPMENT

on the job training Off the Job Training

Coaching The Case Study
Job Rotation Conferences
Under Study Role Playing
Multiple Management In basket method
Business games
Sensitivity training
Managerial grid
 Systems Approach To Training:

• Determining training needs.

• Choose right approach.
• Define objectives of training efforts.
• Develop training program to meet the objectives.
• Identify individuals
• Conduct training
• Evaluate training out come with objectives.
 Methods of Training Evaluation
• Post-training performance evaluation
• Pre- training performance evaluation
• Attitudinal change.
• Test scores.
• Improvement in production or methods of problem
solving.
MOTIVATION
• Meaning of motivation
• Process and Content theories- Relationship with
Managerial Motivation
 Theories of Motivation
Theories

Early Contemporary
Theories Theories

Content theories Process theories

Scientific Human Maslow’s need Reinforcement
Management relation Theory Theory
model
Hezberg two Vroom’s
factor theory expectancy theory

Alderfer’s ERG Adam’s equity

theory theory

Mcclellands Goal theory

motivation theory
 Content Theories of Motivation
Assumptions
• All Employees are alike
• All situations are alike
• There is one best way to motivate all employees
Maslow’s Hierarchy of Need Theory
Levels of Needs
• Physiological/Survival needs (Food, Clothing, Shelter, Air)
• Security (Feel safe, absence of pain, threat, or illness)
• Affiliation (Friendship, company, love, belonging)
• First clear step up from physical needs (Esteem Needs)
• Self-respect, achievement, recognition, prestige
( Cues a persons worth)
• Self-Actualization (Personal growth, self-fulfillment,
realization of full potential)
Managerial perspective:
Self-esteem needs
Self Actualization Need
Alderfer’s ERG Theory

High Consideration and High Structure and High

Low Structure Consideration
Low Structure and Low High Structure and Low
Consideration Consideration
Managerial perspective
• Alderfer’s growth need is closely related with Managerial Motivation.
• An intrinsic desire for personal development
• This include intrinsic component from Maslow’s esteem and self
actualization
component
 McClelland’s needs
Types of Needs
• NAch (Need for Achievement)
• NAff (Need for Affiliation
• NPow (Need for Power
Managerial perspective
• Task managers show high on achievement and power need and
low on affiliation
• People centered managers show high on affiliation need.
Herzberg’s Two-Factor Theory
Managerial perspective
The manager in an organization can be motivated by
• Challenging assignments
• Recognition.
• Responsibility
• Career growth
 Process Theories
Reinforcement Theory
Types of Reinforcement
• Positive Reinforcement-rewards
• Negative Reinforcement-punishments
Stimulus
(Situation)

Response
(behaviour)

Consequences
(rewards and punishments)

Future Behaviour
Types of Rewards
• Extrinsic-external rewards such as money, fringe benefits, job
security
• Intrinsic-internal satisfaction outcomes derived from doing work-
Satisfaction
Relation with Managers
• Managers are highly attracted by the intrinsic rewards and internal
satisfaction that comes out of his work rather than monetary
benefits
Vroom’s Expectancy Theory
Combines goal setting and reinforcement theories
• Three questions drive motivation
– Will effort lead to performance?
– Will performance lead to reward?
– Will the reward be of value to the person?
– This theory is more applicable to both employees and managers
 Expectancy Theory of Motivation

Outcomes &
E-to-P Expectancy P-to-O Expectancy Valences

Outcome 1+ or -

Effort Performance
Outcome 2+ or -

Outcome 3+ or -
 Equity Theory
Elements of Equity Theory
• Outcome/input ratio
– Inputs — what employee contributes (e.g. skill, time, effort)
– Outcomes — what employees receive (e.g. pay, incentives)
• Equity evaluation
– Compare outcome/input ratio with others who are in the same
line.
Goal Setting Theory
• Assignment of specific, results oriented, moderately difficult goals,
combined with adequate feedback will provide motivation to work
• Employee participation in goal setting
• Receive rewards on the accomplishment of goals
• Provide competencies necessary for achievement of these goals
Relation with Managerial motivation Relation with Managerial
motivation
 APPLICATION OF MOTIVATION THEORIES
• Money
• Job design
Job enrichment
Job rotation
• Participative Management
• Quality of work life
• Behavioral modification
Step 1- Identification of critical behaviors
Step 2-Measurement of the behaviors
Step 3-Functional analysis of the behavior
Step 4-Development of an intervention strategy
Step 5-Evaluation to ensure performance improvement
• Others
 APPLICATION OF MOTIVATION THEORIES
Other application of motivation theories
1. Management by objectives (MBO)
Steps in MBO
• Setting objectives
• Developing Action Plan
• Conducting periodic reviews
• Appraising Annual performance
• Performance is done at the end of the year.

2. Flexible working hours

3. Two-tier pay system
4. Flexible benefits
 Modern motivation techniques
Employee stock option scheme
a) Compulsory offs on Saturdays and Sundays
b) Family tour either domestic or foreign once in a year
c) Dating allowance
d) Free lunch
e) Recreation program for children
f) Crèche facility for women employees
g) Free transport facility
h) Celebration of important festivals
Manager’s motivation tool kit
• Appraise, approval and recognition
• Trust, respect and high expectations
• Loyalty, given that it may be received
• Removing organizational barriers
• Job enrichment & • Communications
 PERFORMANCE APPRAISAL
Strategic Management and Performance Appraisal

Strategy Performance Appraisal Appraiser

Stability, Sustainable Traditional Superior

growth
Expansion, diversification Modern 360 appraisal
new product

Retrenchment Traditional Superior

Characteristic feature of performance appraisal

NEED FOR PERFORMANCE APPRAISAL
 The Appraisal Model
The appraisal model consists of three kinds of appraisals:
• Comprehensive review
• Progress or periodic review
• Continuous monitoring
Performance Appraisal Process
Performance appraisal methods
• Traditional method
 Graphic rating scales
 Ranking method
 Paired Comparison Method
 Forced Distribution Method
 Check List Method
Simple checklist
Forced checklist
Weighted checklist
 Critical Incident Method
 Essay Appraisal Form
Modern Methods
 BARS (Behaviorally Anchored Rating Scales)
• Collect critical incidents
• Identify performance dimensions
• Reclassification of incidents.
• Assigning scale values to the incidents
• Producing the final instrument.
 Assessment center
 Management By Objective
 Psychological Appraisal
 360-Degree Feedback
 Problems of Performance Appraisal:
1. Rating biases
Halo effect
The Error of Central tendency
The leniency and strictness
Personal prejudices
Recent effect
How to minimize the problems
 Feedback
360-Degree Feedback
Appraisers
Supervisors
Peers
Subordinates
Self Appraisal
Importance of 360-degree feedback
Objectives Of 360-Degree Feedback
360-degree feedback can be used for
• Self development and individual counseling
• Part of organized training and development
• Team building
• Performance management
• Strategic or organization development
• Validation of training and other initiatives
• Fixing Remuneration
Phases Of Feedback Exercise
• Orientation
• Questionnaire distribution
• Monitoring and follow up
• Data feeding and reports
• Counseling
 Career Development
A career can mean
• Advancement
• Profession
• Stability over time
Individual Vs Organizational Perspective
Career Development Vs Employee Development
Career Development: Value For The Organization
 Ensures needed talent will be available
 Improves the organization’s ability to attract and retain
talented managers
 Ensures that minorities and women get opportunities for
growth and development
 Reduces employee frustration
 Enhances cultural diversity
 Promotes Organizational Goodwill
 Career Development
Career Development: Value for the Individual
Career stages
 Career stages
 Exploratory stage
 Establishment stage
 Mid Career Stage
 Late Career Stage
 Decline Stage
Achieving Your Career Goals
 Select your first job judiciously
 Do good work
 Present the right image
 Learn the power structure
 Gain control
 Stay visible
 Don’t stay too long in your first job
 Find a mentor
 Support your boss
 Stay mobile
 Think laterally
 Continue upgrading skills
 Develop network