8-1©2005 Prentice Hall 8: Pay, Careers, and Changing Employment Relationships Chapter 8: Pay,...
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Transcript of 8-1©2005 Prentice Hall 8: Pay, Careers, and Changing Employment Relationships Chapter 8: Pay,...
8-1 ©2005 Prentice Hall
Chapter 8:8:Pay, Careers, and Pay, Careers, and
Changing Changing Employment Employment
RelationshipsRelationships
UnderstandingAnd
ManagingOrganizational
Behavior 4th Edition
JENNIFER GEORGE JENNIFER GEORGE & GARETH JONES& GARETH JONES
8-2 ©2005 Prentice Hall
Chapter Objectives
Describe the determinants and types of psychological contacts and what happens when they are broken
Appreciate the two major roles of performance appraisal
Understand the different kinds and methods of performance appraisal
8-3 ©2005 Prentice Hall
Chapter Objectives
Appreciate the importance of merit pay and the choices organizations face in using pay to motivate employees
Understand the importance of careers, different kinds of careers, and effective career management
8-4 ©2005 Prentice Hall
Opening Case: Changing with the times at Briggs & Stratton
How can organizations in traditional industries remain competitive?
Relocation Goal-setting Pay linked to productivity Career development and guidance
8-5 ©2005 Prentice Hall
What is a Psychological Contract?
An employee’s perception of – his or her exchange relationship with an
organization, – outcomes the organization has promised
to provide to the employee, and – contributions the employee is obligated to
make to the organization
8-6 ©2005 Prentice Hall
Sources of Information
Direct communication from coworkers and supervisors
Observations of what actually transpires in the organization
Written documents
8-7 ©2005 Prentice Hall
Consequences of Broken Contracts
Poor motivation and performance Negative moods and emotions Job dissatisfaction Intent to quit
8-8 ©2005 Prentice Hall
Performance Appraisal
Encourage high levels of employee motivation and performance
Provide accurate information to be used in managerial decision making
8-9 ©2005 Prentice Hall
Information Provided To Employees
Level of contribution Accuracy of tasks and direction
Performance appraisals give employees feedback that contributes to intrinsic motivation!
8-10 ©2005 Prentice Hall
Developing a Performance Appraisal System
The mix of formal and informal appraisals What factors to evaluate Methods of appraisal Who appraises performance
8-11 ©2005 Prentice Hall
Factors to Evaluate
Traits Behaviors Results
8-12 ©2005 Prentice Hall
Who Appraises Performance?
Supervisors Self-appraisals Peer appraisals
Subordinate appraisals Customer/client
appraisals Multiple raters
360-degree appraisal
8-13 ©2005 Prentice Hall
Problems and Biases in Performance Appraisal
Stereotypes Primacy effect Contrast effect Halo effect
Similar-to-me effect Harshness, leniency,
and average tendency biases
Knowledge-of-predictor bias
8-14 ©2005 Prentice Hall
Merit Pay Plans
Use when – Individual performance can be accurately
assessed– Employees are highly independent
Distribute by– Salary increase– Bonuses
8-15 ©2005 Prentice Hall
Individual-Based Merit Pay Plans
Piece-rate pay– Paid for each unit
produced
Commission pay– Paid by
percentage of sales
Full Partial
8-16 ©2005 Prentice Hall
Gain-Sharing
Employees receive share of profits or saved expenses– Encourages camaraderie and team spirit– Discourages personal motivation
Types– Scanlon plan– Profit sharing
8-17 ©2005 Prentice Hall
Pay Differentials and Comparable Worth
Gender Age Race Leadership level
8-18 ©2005 Prentice Hall
Types of Careers
Steady-state Linear Spiral Transitory
8-19 ©2005 Prentice Hall
Career Stages
Preparation for Work Organizational Entry Early Career Mid-Career Late Career
8-20 ©2005 Prentice Hall
Contemporary Career Challenges
Ethical Career Management Career Management in an Era of Dual-
Career Couples