Human resource 1e by denisi griffin chapter 14

Prepared by Joseph B. Mosca, Monmouth University and
© 2012 South-Western, Cengage Learning, Inc.
All rights reserved.

Marla M. Kameny, Baton Rouge Community College

PowerPoint Presentation Design by Charlie Cook
The University of West Alabama


Learning Objectives
After studying this chapter, you should be able to:
1. Describe the relationships among performance measured at different
levels within an organization and discuss how training, development,
and job redesign can help improve performance
2. Discuss the role of alternate work arrangements in motivating and
enhancing performance
3. Describe the role of incentive pay and identify different programs for
individual-based and team-based incentive plans
4. Discuss the best ways to deliver performance feedback and the
issues involved with feedback and describe the basic operation of
the ProMES system
5. Discuss how organizations evaluate performance-enhancement
programs
© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

14–2


Enhancing Performance
• Firm-Level Performance

 Is an indication of the likelihood of long-term

survival of the firm.
 Generates profits for potential profit sharing
and determines the firm’s stock price.

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

14–3


Enhancing Performance
• Training
 Is a planned attempt by an organization to

facilitate employee learning of job-related
knowledge, skills, and behaviors

• Development
 Involves teaching managers and

professionals the skills needed for both
present and future jobs.

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

14–4


Assessing Training and Development Needs

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

14–5


Enhancing Job Performance
Motivating
Motivating
Performance
Performance

Job
Job
rotation
rotation

Job
Job
enlargement
enlargement

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

Job
Job
enrichment
enrichment

14–6

Enhancing Performance
• The Job Characteristics Approach
 Takes into account the work system and

employee preferences
 Suggests that jobs can be diagnosed and
improved along five core dimensions:
Skill variety
 Task variety
 Task significance
 Autonomy
 Feedback


© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

14–7


The Job Characteristics Model of Job Design

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

14–8


Alternative Work Arrangements
• At Work

 Work teams
 Flexible work hours
 Compressed workweeks

• Away from Work
 Home work programs
 Telecommuting

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

14–9


Flexible Work Schedules

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

14–10


Employed Workers with Alternative Work Arrangements
by Occupation and Industry (Percentage Distribution for
2009)

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

14–11


Beyond the Book:

Successful Telecommuting
 Identify jobs best suited for telecommuting
 Select responsible employees
 Establish procedures
 Establish a training program
 Keep telecommuters informed
 Recognize when telecommuting does not work

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

14–12


Incentives and Performance-Based
Rewards
• Merit Pay
 Is awarded individuals on the basis of the

relative value of their individual contributions
to the organization.

• Merit Pay Plans
 Base a portion of compensation on individual

merit.

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

14–13

Individual Incentive Plans

Incentive
Incentive Plans
Plans

Base
Base Salary
Salary

Sales
Sales
commission
commission

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Nonmonetary
Nonmonetary
Awards
Awards

14–14


Team
Team and
and Group
Group

Incentive
Incentive Plans
Plans

Gainsharing
Gainsharing
Plans
Plans
(Scanlon)
(Scanlon)

Profit
Profit
sharing
sharing
plans
plans

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

Stock
Stock
options
options
plans
plans

Employee
Employee
stock

stock
ownership
ownership
(ESOPS)
(ESOPS)

14–15


Performance Management
and Feedback
• Productivity Measurement and Evaluation
System (ProMES)
 Is used to improve group- or firm-level productivity

• Evaluating Performance Enhancement
Programs
 Determining whether or not strategic goals were met
 Using multiple performance indicators

(e.g. human and financial goals)

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

14–16


A Sample ProMES Curve

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

14–17