1 dr. marilyn young mana5320 management and organizational behavior chapters 1-7 college of business...
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1
Dr. Marilyn Young
MANA5320
Management and Organizational Behavior Chapters 1-7
College of Business and Technology
5
PlanningPlanningControllingControlling
LeadingLeading OrganizingOrganizing
The FunctionsThe Functionsof Managementof Management
6
The Roles of ManagementThe Roles of Management
InformationalInformationalInterpersonalInterpersonal
DecisionalDecisional
7
HISTORY OF ORGANIZATIONAL BEHAVIORHISTORY OF ORGANIZATIONAL BEHAVIOR
CLASSICAL
Taylor, Follett, Gantt, Gilbreaths, Weber
2. ADMINISTRATIVE
Fayol
3. HUMAN RELATIONS MOVEMENT
Mayo
4. TOTAL QUALITY MANAGEMENT
5. CONTINGENCY
1-4a
Table 1-1
8
100
108
116
124
132
Standard workconditions
Tw
o 5-
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erce
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Results from the Relay Assembly Test Room
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In general, productivityincreased with each changein work conditions
9
McGregor’s Theory X and Theory McGregor’s Theory X and Theory YY
1-7
Table 1-3
Theory X Theory Y
1. People dislike work 1. Work is a natural activity
2. People must be pushed to 2. People committed to objectiveswork are capable of self-direction
3. Most people prefer to be 3. Rewards help people becomedirected committed to organizational
objectives
4. Employees can learn to seek
responsibility
5. Employees typically haveimagination, ingenuity,
andcreativity
10
Theory X(traditional approach)
Theory Y(modern approach)
DistrustingAccepting, promotes
bettermentOrientation
toward people
Low (disinterested) High(very interested)
Interest in working
Basically LazyNeed to achieve
and be responsibleAssumptionsabout people
Work when pushedWork when
appropriately trainedand recognized
Conditions underwhich people
will work hard
Theory X Versus Theory Y
11
Levels of OB Levels of OB AnalysisAnalysis
Levels of OB Levels of OB AnalysisAnalysis
IndividualsIndividuals GroupsGroups
StructuresStructures
12
Improving People SkillsImproving People Skills
PersonalPersonalInsightInsight
WorkplaceWorkplaceSkillsSkills
ConceptsConceptsand Theoriesand Theories
13
The DependentVariables
ProductivityProductivity
AbsenteeismAbsenteeism
Job SatisfactionJob Satisfaction
OrganizationalCitizenship
OrganizationalCitizenship
TurnoverTurnover
14
11
Introduction to the Field of Organizational Behavior
Introduction to the Field of Organizational Behavior
15
The Study of Organizational Behavior
Individual
Group
Organization
Study ofOrganizational
BehaviorSocial Psychology
Political Science
Anthropology
Psychology
Sociology
16
OrganizationalBehaviorResearch
Understandorganizational
events
Predictorganizational
events
Influenceorganizational
events
Why Study Organizational BehaviorWhy Study Organizational BehaviorWhy Study Organizational BehaviorWhy Study Organizational Behavior
17
Google and OBGoogle and OB
Google founders Larry Page
and Sergey Brin have leveraged
the power of organizational
behavior to create the world’s
leading Internet search engine
as well as one of the best
places to work.
© Richard Hernandez/San Jose Mercury News
18
What are Organizations?What are Organizations?
Groups of people who work interdependently toward some purpose Structured patterns of
interaction Coordinated tasks Work toward some
purpose
© Richard Hernandez/San Jose Mercury News
19
OrganizationalBehaviorResearch
Understandorganizational
events
Predictorganizational
events
Influenceorganizational
events
Why Study Organizational BehaviorWhy Study Organizational Behavior
21
EmpoweringEmpoweringthe Workforcethe Workforce
ManagersManagers
Are GivingAre Giving
Up ControlsUp Controls
Workers AreWorkers Are
AcceptingAccepting
ResponsibilityResponsibility
22
Stimulating InnovationStimulating Innovationand Changeand Change
Maintaining flexibility
Improving quality
Introducing new products
and services
23
Trends: GlobalizationTrends: Globalization
Economic, social, and cultural connectivity with people in other parts of the world
Effects of globalization on organizations: Greater efficiencies and knowledge sources Ethical issues about economies of developing
countries New organizational structures and
communication Greater workforce diversity More competitive pressure, demands on
employees
24
Trends: GlobalizationTrends: GlobalizationTrends: GlobalizationTrends: Globalization
Global companies:Extend their
activities to other parts of the world
actively participate in other markets
compete against firms in other countries
25
Trends: Information TechnologyTrends: Information Technology
•Blurs temporal and spatial boundaries between employees and organizations
•Re-designs jobs and power relationships
•Increases value of knowledge management
•Supports telecommuting
•Supports virtual teams
26
TelecommutingTelecommutingTelecommutingTelecommuting
•An alternative work arrangement where employees work at home or remote site, usually with a computer connection to the office
•Tends to increase productivity and empowerment, reduce stress and costs
•Problems with lack of recognition, lack of social interaction
28
Trends: Changing WorkforceTrends: Changing Workforce
•Primary and secondary diversity -- but concerns about distinguishing people by ethnicity
•More women in workforce and professions
•Different needs of Gen-X/Gen-Y and baby-boomers
•Diversity has advantages, but firms need to adjust
29
Trends: Changing WorkforceTrends: Changing WorkforceTrends: Changing WorkforceTrends: Changing Workforce
Workforce has increasing diversity along several dimensions
Primary categories• gender, age, ethnicity,
etc.
Secondary categories• some control over (e.g.
education, marital status)
30
Trends: Employment RelationshipTrends: Employment Relationship
Employability “New deal” employment relationship Continuously learn new skills
Contingent work No contract for long-term employment Free agents, temporary-temporaries Minimum hours of work vary
31
Coping withCoping with“Temporariness”“Temporariness”
The NatureThe Nature
of Work Isof Work Is
ChangingChanging
OrganizationsOrganizations
Are AlsoAre Also
ChangingChanging
32
Employability vs Job SecurityEmployability vs Job Security
Job SecurityJob Security
• Lifetime job securityLifetime job security
• Jobs are permanentJobs are permanent
• Company manages Company manages careercareer
• Low emphasis on skill Low emphasis on skill developmentdevelopment
EmployabilityEmployability
• Limited job securityLimited job security
• Jobs are temporaryJobs are temporary
• Career self-Career self-managementmanagement
• High emphasis on High emphasis on skill developmentskill development
33
Trends: Workplace Values & EthicsTrends: Workplace Values & Ethics
Values are long-lasting beliefs about what is important in a variety of situations Define right versus wrong --guide our decisions Values relate to individuals, companies, professions,
societies, etc.
Importance values due to: Need to guide employee decisions and actions Globalization increases awareness of different values Increasing emphasis on applying ethical values Ethics -- study of moral principles or values
34
Values/Ethics at Tom’s of MaineValues/Ethics at Tom’s of Maine
Tom and Kate Chappell
have built Tom’s of Maine,
the personal health care
products firm, around the
idea that businesses need
to be compatible with the
personal values of their
employees.Courtesy of Tom’s of Maine
35
Corporate Social ResponsibilityCorporate Social Responsibility
Corporate Social Responsibility Organization’s moral obligation toward its
stakeholders
Stakeholders Shareholders, customers, suppliers,
governments etc.
Triple bottom line philosophy Economic, Social & Environmental
36
Improving Ethical BehaviorImproving Ethical Behavior
•Provide in-house advisers
•Create protection mechanisms
•Write and distribute codes of ethics
•Give seminars, workshops, & training
37
OrganizationalOrganizationalBehaviorBehaviorAnchorsAnchors
MultidisciplinaryMultidisciplinaryAnchorAnchor
Systematic Systematic Research Research AnchorAnchor
ContingencyContingencyAnchorAnchor
Open Open Systems Systems AnchorAnchor
Multiple Levels Multiple Levels of Analysis of Analysis
AnchorAnchor
Organizational Behavior AnchorsOrganizational Behavior AnchorsOrganizational Behavior AnchorsOrganizational Behavior Anchors
38
OutputsOutputsInputsInputs
SubsystemSubsystemSubsystemSubsystem
SubsystemSubsystem SubsystemSubsystem
OrganizationOrganization
Open Systems Anchor of OBOpen Systems Anchor of OB
FeedbackFeedbackFeedbackFeedback
39
Knowledge Management DefinedKnowledge Management Defined
Any structured activity that improves an organization’s capacity to acquire, share, and use knowledge for its survival and success
40
Structural Structural CapitalCapital
Relationship Relationship CapitalCapital
Knowledge captured in systems and structures
Values derived from satisfied customers, reliable suppliers, etc.
Human Human CapitalCapital
Knowledge that people possess and generate
Intellectual CapitalIntellectual CapitalIntellectual CapitalIntellectual Capital
41
• Awareness
• Empowerment
• Communication
• Communities of practice
• Grafting
• Individual learning
• Experimentation
KnowledgeKnowledgeacquisitionacquisition
KnowledgeKnowledgesharingsharing
KnowledgeKnowledgeuseuse
Knowledge Management ProcessesKnowledge Management ProcessesKnowledge Management ProcessesKnowledge Management Processes
42
Organizational MemoryOrganizational Memory
The storage and preservation of intellectual capital
Retain intellectual capital by: Keeping knowledgeable employees Transferring knowledge to others Transferring human capital to structural capital
Successful companies also unlearn.
43
22
Individual Behavior, Individual Behavior, Values, and PersonalityValues, and PersonalityIndividual Behavior, Individual Behavior, Values, and PersonalityValues, and Personality
44
The ContainerThe Container StoreStoreThe ContainerThe Container StoreStore
The Container Store is
a role model for
applying the key
drivers for employee
performance in
customer service.
Courtesy of Mountain Equipment Co-op
Courtesy of The Container Store
45
IndividualBehavior and
Results
RolePerceptions
SituationalFactors
Motivation
Ability
Values
Personality
Perceptions
Emotions
Attitudes
Stress
MARS Model of Individual BehaviorMARS Model of Individual Behavior
46
MM
AA
RR
SS
BARBAR
Employee MotivationEmployee MotivationEmployee MotivationEmployee Motivation
Internal forces that affect a person’s voluntary choice of behavior direction intensity persistence
47
MM
AA
RR
SS
BARBAR
Employee AbilityEmployee AbilityEmployee AbilityEmployee Ability
Natural aptitudes and learned capabilities required to successfully complete a task competencies personal
characteristics that lead to superior performance
person job matching• select qualified people• develop employee
abilities through training• redesign job to fit
person's existing abilities
48
MM
AA
RR
SS
BARBAR
Employee Role PerceptionsEmployee Role PerceptionsEmployee Role PerceptionsEmployee Role Perceptions
Beliefs about what behavior is required to achieve the desired results: understanding what tasks to perform understanding relative importance of tasks understanding preferred
behaviors to accomplish tasks
49
MM
AA
RR
SS
BARBAR
Situational FactorsSituational FactorsSituational FactorsSituational Factors
Environmental conditions beyond the individual’s short-term control that constrain or facilitate behavior time people budget work facilities
50
Types ofWork-Related
Behavior
TaskPerformance
OrganizationalCitizenship
Counter-ProductiveBehaviors
MaintainingWork
Attendance
Joining/Stayingwith the
Organization
Types of Behavior in OrganizationsTypes of Behavior in Organizations
51
Values in the WorkplaceValues in the WorkplaceValues in the WorkplaceValues in the Workplace
Stable, evaluative beliefs that guide our preferences
Define right or wrong, good or bad
Value system -- hierarchy of values
Values are important because: Ethical values Guide employee behavior Globalization raises awareness of values
differences Influence perceptions, decisions, behavior
52
Schwartz’s Values ModelSchwartz’s Values ModelSchwartz’s Values ModelSchwartz’s Values Model
Conservation
Self-enhancement
Self-transcendence
Openness to Change
53
Hyundai Crosses Cultures in AlabamaHyundai Crosses Cultures in AlabamaHyundai Crosses Cultures in AlabamaHyundai Crosses Cultures in Alabama
When Korean automobile giant Hyundai Motor Company recently opened its manufacturing plant in Montgomery, Alabama, local residents and Hyundai executives alike paid close attention to differences in Korean and American cultural values.
© AP Photo/Yonhap
54
Individualism- CollectivismIndividualism- Collectivism
Peru
Chile
ItalyPortugal
Turkey
U.S.A.
Japan
Egypt
KoreaFrance
China
Zimbabwe
MexicoHongKong
Taiwan
Co
llec
tivi
smHigh
Low
Individualism HighLow
55
Power DistancePower DistancePower DistancePower Distance
The degree that people accept an unequal distribution of power in society
JapanJapan
NetherlandNetherlandss
U.S.A.U.S.A.
RussiaRussia
High Power DistanceChinaChina
Low Power Distance
56
Uncertainty AvoidanceUncertainty AvoidanceUncertainty AvoidanceUncertainty Avoidance
High U. A.
Low U. A.
JapanJapanFrancFranc
ee
U.S.A.U.S.A.
The degree that people tolerate ambiguity (low) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance).
ChinaChina
SingaporeSingapore
57
Achievement-NurturingAchievement-NurturingAchievement-NurturingAchievement-Nurturing
Achievement
Nurturing
JapanJapan
U.S.A.U.S.A.
SwedenSweden
The degree that people value assertiveness, competitiveness, and materialism (achievement) versus relationships and well-being of others (nurturing)
ChinaChina
58
JapanJapan
NetherlandsNetherlands
RussiaRussia
Long-Term Orientation
Short-Term Orientation
ChinaChina
The degree that people value thrift, savings, and persistence (long-term) versus past and present issues, respect for tradition and fulfilling social obligations (short-term).
Long/Short-Term OrientationLong/Short-Term OrientationLong/Short-Term OrientationLong/Short-Term Orientation
U.S.A.U.S.A.
59
UtilitarianismUtilitarianism
Individual Individual RightsRights
Greatest good for the greatest number of people
Fundamental entitlementsin society
Distributive Distributive JusticeJustice
People who are similar should receive similar benefits
CareCareFavor those with whom we have special relationships
Four Ethical PrinciplesFour Ethical PrinciplesFour Ethical PrinciplesFour Ethical Principles
60
Supporting Ethical BehaviorSupporting Ethical BehaviorSupporting Ethical BehaviorSupporting Ethical Behavior
Ethical code of conduct Establishes standards of behavior Problem: Limited effect alone on ethical behavior
Ethics training Awareness and clarification of ethics code Practice resolving ethical dilemmas
Ethics officers Educate and counsel; hear about wrongdoing
Ethical leadership Demonstrate integrity and role model ethical conduct
61
Supporting Ethics at Adolph CoorsSupporting Ethics at Adolph CoorsSupporting Ethics at Adolph CoorsSupporting Ethics at Adolph Coors
Long before it was a
priority at other firms,
Adolph Coors developed
training programs and
reward systems that
explicitly strengthen
ethical conduct.
62
Defining PersonalityDefining PersonalityDefining PersonalityDefining Personality
Relatively stable pattern of
behaviors and consistent internal
states that explain a person's
behavioral tendencies
63
Trends: GlobalizationTrends: GlobalizationTrends: GlobalizationTrends: Globalization
Implications of globalization:New organizational structures
Different forms of communication
More competition, change, mergers, downsizing, stress
Need more sensitivity to cultural differences
64
BiographicalBiographicalCharacteristicsCharacteristics
MaritalMaritalStatusStatus
GenderGender
TenureTenure
AgeAge
65
Flexibility
Factors
Flexibility
Factors
Strength
Factors
Strength
Factors
Other
Factors
Other
Factors
Basic Physical AbilitiesBasic Physical Abilities
66
What Is Personality?What Is Personality?What Is Personality?What Is Personality?
HeredityHeredityHeredityHeredity SituationSituationSituationSituationEnvironmentEnvironmentEnvironmentEnvironment
67
Personality TraitsPersonality Traits
Trusting
Practical
Forthright
Self-Assured
Conservative
Group-Dependent
Uncontrolled
Relaxed
Suspicious
Imaginative
Shrewd
Apprehensive
Experimenting
Self-Sufficient
Controlled
Tense
68
Style ofDecision Making Judgmental (J)
Perceptive (P)
Preference forDecision Making Thinking (T)
Feeling (F)
Type of SocialInteraction Introvert (I)
Extrovert (E)
Preference forGathering Data Intuitive (N)
Sensing (S)
Myers-Briggs Type Indicator
69
Myers-Briggs Type IndicatorMyers-Briggs Type IndicatorMyers-Briggs Type IndicatorMyers-Briggs Type Indicator
Extroversion versus introversion
Sensing versus intuition
Thinking versus feeling
Judging versus perceiving
Courtesy of Thompson Doyle Hennessey & Everest
70
Courtesy of Thompson Doyle Hennessey & Everest
Myers-Briggs Type IndicatorMyers-Briggs Type IndicatorMyers-Briggs Type IndicatorMyers-Briggs Type Indicator
During their retreat in Maine, employees at Thompson Doyle Hennessey & Everest completed the Myers-Briggs Type Indicator and learned how their personalities can help them understand each other more effectively.
71
The “Big Five”Personality Model
Extraversion Agreeableness
Conscientiousness
EmotionalStability
Openness toExperience
72
Big Five Personality DimensionsBig Five Personality DimensionsBig Five Personality DimensionsBig Five Personality Dimensions
Outgoing, talkative
Sensitive, flexible
Careful, dependable
Courteous, caring
Anxious, hostile
ExtroversionExtroversion
Openness to ExperienceOpenness to Experience
ConscientiousnessConscientiousness
AgreeablenessAgreeableness
NeuroticismNeuroticism
73
Personality Attributes and BehaviorPersonality Attributes and Behavior
RiskRiskTakingTaking
LocusLocusof Controlof Control
Self-EsteemSelf-Esteem
Type AType APersonalityPersonality
Self-MonitoringSelf-Monitoring
MachiavellianMachiavellianTraitsTraits
74
Type A Behavior Pattern
•involves high levels of competitiveness, time urgency, and irritabilityType B behavior pattern•casual, laid-back style Type Aoverall edge in job performance, especially tasks involving time pressure or solitary work; impatient with coworkersType Bperform better on complex tasks that require accuracy rather than speed
Type A and B Personalities
75
Locus of Control and Self-MonitoringLocus of Control and Self-MonitoringLocus of Control and Self-MonitoringLocus of Control and Self-Monitoring
Locus of control Internals believe in their effort and abilityExternals believe events are mainly due
to external causes
Self-monitoring personalitySensitivity to situational cues, and ability
to adapt your behavior to that situation
76
Myers-Briggs Type IndicatorMyers-Briggs Type Indicator
Extroversion Introversionvs.
Sensing Intuitionvs.
Thinking Feelingvs.
Judging Perceivingvs.
77
Locus of Control and Self-MonitoringLocus of Control and Self-MonitoringLocus of Control and Self-MonitoringLocus of Control and Self-Monitoring
Locus of control Internals believe in their effort and abilityExternals believe events are mainly due to
external causes
Self-monitoring personality to that situation Sensitivity to situational
cues, and ability to adapt your behavior
78
Holland’s Occupational Choice TheoryHolland’s Occupational Choice TheoryHolland’s Occupational Choice TheoryHolland’s Occupational Choice Theory
Career success depends on fit between the person and work environment
Holland identifies six “themes” Represent work environment and personality
traits/interests
A person aligned mainly with one theme is highly differentiated
A person has high consistency when preferences relate to adjacent themes
79
33
Perception and Learning in OrganizationsPerception and Learning in Organizations Perception and Learning in OrganizationsPerception and Learning in Organizations
80
Regina Peruggi, Back to the FloorRegina Peruggi, Back to the FloorRegina Peruggi, Back to the FloorRegina Peruggi, Back to the Floor
Regina Peruggi, president
of New York’s Central
Park Conservancy, got her
perceptions back in focus
by spending a week
working on the front line. © BBC Photolibrary
81
Vodafone Executive Grahame MaherVodafone Executive Grahame MaherVodafone Executive Grahame MaherVodafone Executive Grahame Maher
Vodafone executive
Grahame Maher keeps
his perceptions in focus
by discarding the
executive suite and
working alongside
employees every day.
Bob Finlayson/Newspix
82
Emotions andEmotions andBehaviorsBehaviors
Organization andOrganization andInterpretationInterpretation
Selective AttentionSelective Attention
Perceptual Process ModelPerceptual Process ModelPerceptual Process ModelPerceptual Process Model
Feeling Hearing Seeing Smelling TastingFeeling Hearing Seeing Smelling Tasting
Environmental StimuliEnvironmental Stimuli
83
Selective AttentionSelective AttentionSelective AttentionSelective Attention
Characteristics of the object size, intensity, motion, repetition, novelty
Perceptual context
Characteristics of the perceiver attitudes perceptual defense expectations -- condition us to expect events
84
Splatter Vision PerceptionSplatter Vision PerceptionSplatter Vision PerceptionSplatter Vision Perception
Fighter pilots, police detectives,
and truck drivers use splatter
vision -- scanning everything
and focusing on nothing. This
reduces the chance of
screening out potentially
important information.© Corel Corp. Used with permission
85
An Individual’sAn Individual’sSocial IdentitySocial Identity
IBMIBMEmployeeEmployee
Social Identity TheorySocial Identity TheorySocial Identity TheorySocial Identity Theory
Live inLive inU.S.A.U.S.A.
Univ. of VermontUniv. of VermontGraduateGraduate
Employees atEmployees atother firmsother firms
People livingPeople livingin other countriesin other countries
Graduates fromGraduates fromother schoolsother schools
86
Social Identity Theory FeaturesSocial Identity Theory FeaturesSocial Identity Theory FeaturesSocial Identity Theory Features
Comparative process define ourselves by differences with others
Homogenization process similar traits within a group; different traits
across groups
Contrasting process develop less favorable images of people in
groups other than our own
87
The Study of Organizational BehaviorThe Study of Organizational Behavior
IndividualIndividual
GroupGroup
OrganizationOrganization
Study ofStudy ofOrganizationalOrganizational
BehaviorBehaviorSocial PsychologySocial Psychology
Political SciencePolitical Science
AnthropologyAnthropology
PsychologyPsychology
SociologySociology
88
Self-Fulfilling Prophecy CycleSelf-Fulfilling Prophecy CycleSelf-Fulfilling Prophecy CycleSelf-Fulfilling Prophecy Cycle
SupervisorSupervisorformsforms
expectationsexpectations
ExpectationsExpectationsaffect supervisor’saffect supervisor’s
behaviorbehavior
Supervisor’sSupervisor’sbehavior affectsbehavior affects
employeeemployee
Employee’sEmployee’sbehavior matchesbehavior matches
expectationsexpectations
89
Dealing with Self-Fulfilling ProphecyDealing with Self-Fulfilling ProphecyDealing with Self-Fulfilling ProphecyDealing with Self-Fulfilling Prophecy
Awareness trainingLeaders learn effects of negative perceptions Problem is that awareness doesn’t prevent self-
fulfilling prophecy
Emerging three-prong strategySupport a learning orientationEngage in contingency leadership styles Increase employee self-efficacy
90
ContrastContrastEffectEffect
ContrastContrastEffectEffect
SelectivePerceptionSelective
Perception
StereotypingStereotyping
Halo EffectHalo Effect
ProjectionProjection
Frequently Used Shortcuts Frequently Used Shortcuts When Judging OthersWhen Judging Others
91
StereotypesStereotypesStereotypesStereotypes
A stereotype is anindividual’s set of beliefsabout the characteristics of a group of people.
6-4
92
StereotypingStereotypingStereotypingStereotyping
Process of assigning traits to people based on their membership in a social category Categorical thinking Strong need to understand
and anticipate others’ behavior
Enhances our self-perception and social identity
Ottawa Citizen
93
Common Types of StereotypesCommon Types of Stereotypes6-8
Sex-Role Stereotypes
Age Stereotypes
Race Stereotypes
Disability Stereotypes
94
Sex Role Stereotyping in Sex Role Stereotyping in EngineeringEngineeringSex Role Stereotyping in Sex Role Stereotyping in EngineeringEngineering
Women are underrepresented in
engineering partly because:
Social identity -- few women identify
with the “geek” image portrayed of
engineers
Sex role stereotyping -- women are
not encouraged to become engineers
because the profession has a male
stereotype
95
MinimizingMinimizing Stereotyping Stereotyping BiasesBiasesMinimizingMinimizing Stereotyping Stereotyping BiasesBiases
Diversity awareness training Educate employees about the benefits of diversity
and dispel myths
Meaningful interaction Contact hypothesis
Decision-making accountability Use objective criteria in decision-making
96
Other Perceptual ErrorsOther Perceptual ErrorsOther Perceptual ErrorsOther Perceptual Errors
PrimacyFirst impressions
RecencyMost recent information dominates
perceptions
HaloOne trait forms a general impression
ProjectionBelieving other people are similar to you
97
Fundamental Attribution BiasFundamental Attribution BiasFundamental Attribution BiasFundamental Attribution Bias
The tendency to attribute another person’s behavior to
his or her personal characteristics.
6-16
98
Self-Serving BiasSelf-Serving BiasSelf-Serving BiasSelf-Serving Bias6-17
The tendency to take more personal responsibility for
success than for failure.
99
Attribution ProcessAttribution ProcessAttribution ProcessAttribution Process
Internal Attribution Perception that outcomes are due to
motivation/ability rather than situation or fate
External Attribution Perception that outcomes are due to
situation or fate rather than the person
100
Rules of AttributionRules of AttributionRules of AttributionRules of Attribution
External AttributionExternal Attribution
FrequentlyFrequently
ConsistencyConsistency
SeldomSeldom
Internal AttributionInternal Attribution
FrequentlyFrequently
DistinctivenessDistinctiveness
SeldomSeldom
SeldomSeldom
ConsensusConsensus
FrequentlyFrequently
101
Attribution ErrorsAttribution ErrorsAttribution ErrorsAttribution Errors
Fundamental Attribution Error attributing own actions to external factors
and other’s actions to internal factors
Self-Serving Bias attributing our successes to internal factors
and our failures to external factors
102
Self-Fulfilling Prophecy CycleSelf-Fulfilling Prophecy CycleSelf-Fulfilling Prophecy CycleSelf-Fulfilling Prophecy Cycle
SupervisorSupervisorformsforms
expectationsexpectations
ExpectationsExpectationsaffect supervisor’saffect supervisor’s
behaviorbehavior
Supervisor’sSupervisor’sbehavior affectsbehavior affects
employeeemployee
Employee’sEmployee’sbehavior matchesbehavior matches
expectationsexpectations
103
Other Perceptual ErrorsOther Perceptual ErrorsOther Perceptual ErrorsOther Perceptual Errors
Primacy first impressions
Recency most recent information dominates perceptions
Halo one trait forms a general impression
Projection believe other people do the same things or have
the same attitudes as you
104
Fundamental Attribution Error
Halo Effect
Similar-to-me
Stereotyping
Selective Perception
Perceptual Readiness
Projection
First Impression
Summary of Perceptual ErrorsSummary of Perceptual ErrorsSummary of Perceptual ErrorsSummary of Perceptual Errors
105
Improving PerceptionsImproving PerceptionsImproving PerceptionsImproving Perceptions
Empathy Sensitivity to the feelings, thoughts, and situation
of others Cognitive and emotional component
Self-awareness Awareness of your values, beliefs and prejudices Applying Johari Window
106
Known to Self Unknown to Self
Knownto Others
Unknownto Others
OpenOpenAreaArea BlindBlind
AreaArea
UnknownUnknownAreaArea
HiddenHiddenAreaArea
Know Yourself (Johari Window)Know Yourself (Johari Window)Know Yourself (Johari Window)Know Yourself (Johari Window)
OpenOpenAreaArea
BlindBlindAreaArea
HiddenHiddenAreaArea
UnknownUnknownAreaArea
DisclosureDisclosure
FeedbackFeedback
107
Definition of LearningDefinition of LearningDefinition of LearningDefinition of Learning
A relatively permanent change in
behavior (or behavior tendency) that
occurs as a result of a person’s
interaction with the environment
108
Behavior ModificationBehavior ModificationBehavior ModificationBehavior Modification
We “operate” on the environment alter behavior to maximize positive and minimize
adverse consequences
Learning is viewed as completely dependent on the environment
Human thoughts are viewed as unimportant
109
A-B-Cs of Behavior ModificationA-B-Cs of Behavior ModificationA-B-Cs of Behavior ModificationA-B-Cs of Behavior Modification
ConsequencesConsequences
What happensWhat happensafter behaviorafter behavior
Co-workersCo-workersthank thank
operatoroperator
ExampleExample
BehaviorBehavior
What personWhat personsays or doessays or does
Machine Machine operator turnsoperator turns
off poweroff power
AntecedentsAntecedents
What happensWhat happensbefore behaviorbefore behavior
WarningWarninglightlight
flashesflashes
110
Contingencies of ReinforcementContingencies of Reinforcement
Behaviorincreases/maintained
Behaviordecreases
Consequenceis introduced
Consequenceis removed
Punishment
Positivereinforcement
Extinction Punishment
Negativereinforcement
Noconsequence
111
SocialSocialLearningLearning
ClassicalClassical
ConditioninConditionin
gg
OperantOperant
ConditioningConditioning
What Is Learning?What Is Learning?
112
Methods ofMethods ofShaping BehaviorShaping Behavior
Methods ofMethods ofShaping BehaviorShaping Behavior
Negative Negative ReinforcementReinforcement
Negative Negative ReinforcementReinforcement
PositivePositiveReinforcementReinforcement
PositivePositiveReinforcementReinforcement
ExtinctionExtinctionExtinctionExtinctionPunishmentPunishmentPunishmentPunishment
113
Reinforcement contingencies -Consequences
Negative reinforcement (avoidance)people learn to perform acts that lead to the removalof undesired events
Punishment decreasing undesirable behavior by following it with undesirable consequences
Extinction responses that are no longer reinforced tend to gradually diminish in strength.
Positive reinforcement people learn to perform behaviors leading to the the desired outcomes
114
EvaluatedEmployee
Co-worker
Customer
Subordinate
Projectleader
Supervisor
Co-worker
Subordinate
Subordinate
360 Degree Feedback360 Degree Feedback360 Degree Feedback360 Degree Feedback
115
EffectiveEffectiveFeedbackFeedback
SpecificSpecific
FrequentFrequent
TimelyTimely
RelevantRelevant
CredibleCredible
Giving Feedback EffectivelyGiving Feedback EffectivelyGiving Feedback EffectivelyGiving Feedback Effectively
116
Schedules of ReinforcementSchedules of ReinforcementSchedules of ReinforcementSchedules of Reinforcement
Behaviors1 2 3 4 5 6 7 8 9
Continuous
Fixed ratio
Variable ratio
Fixed interval
Time (Days)1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Variable interval
117
Behavior Modification LimitationsBehavior Modification LimitationsBehavior Modification LimitationsBehavior Modification Limitations
• More difficult to apply to conceptual activities
• Reward inflation
• Ethical concern that variable ratio schedule is a lottery
• Behaviorist philosophy vs. learning through mental processes
118
Social Learning TheorySocial Learning TheorySocial Learning TheorySocial Learning Theory
Behavioral modeling Observing and modeling behavior of others
Learning behavior consequences Observing consequences that others experience
Self-reinforcement Reinforcing our own behavior with consequences
within our control
119
Experiential Learning in Warwick, RIExperiential Learning in Warwick, RIExperiential Learning in Warwick, RIExperiential Learning in Warwick, RI
These Warwick, Rhode Island, fire department recruits are recapping an experiential learning exercise in which their task was to control the fire and save victims (dummies lying on the ground in this photo).
© Bill Murphy/The Providence Journal
120
Developing a Learning OrientationDeveloping a Learning OrientationDeveloping a Learning OrientationDeveloping a Learning Orientation
Value the generation of new knowledge.
Reward experimentation.
Recognize mistakes as part of learning.
Encourage employees to take reasonable risks.
121
Action LearningAction LearningAction LearningAction Learning
Experiential learning in which employees are involved in a ‘real, complex and stressful problem’, usually in teams, with immediate relevance to the company Concrete experience Learning meetings Team conceptualizes and applies a solution to
a problem
122
44
Workplace Emotions and AttitudesWorkplace Emotions and AttitudesWorkplace Emotions and AttitudesWorkplace Emotions and Attitudes
123
Positive Emotions at Pike PlacePositive Emotions at Pike PlacePositive Emotions at Pike PlacePositive Emotions at Pike Place
Employees at Pike Place Fish Market in Seattle turned a
money-losing, morale-draining business into a world-
famous attraction by deciding to have fun at work, such as
tossing fish and joking with customers.
© AP Photo/Elaine Thompson
124
Emotions DefinedEmotions DefinedEmotions DefinedEmotions Defined
Psychological and physiological episodes
experienced toward an object, person, or event
that create a state of readiness.
© AP Photo/Elaine Thompson
125
What Are Emotions?What Are Emotions?What Are Emotions?What Are Emotions?
AffectAffectAffectAffect MoodsMoodsMoodsMoodsEmotionsEmotionsEmotionsEmotions
126
Emotions and Attitudes at Emotions and Attitudes at WegmansWegmansEmotions and Attitudes at Emotions and Attitudes at WegmansWegmans
Wegmans Food Market enjoys strong customer
loyalty and low employee turnover by keeping
employees happy. Shown here, CEO Danny Wegman
meets with staff during a new store opening.
Courtesy of Wegmans Food Markets
127
Emotions DefinedEmotions DefinedEmotions DefinedEmotions Defined
Psychological, behavioral, and physiological
episodes experienced toward an object, person,
or event that create a state of readiness.
Courtesy of Wegmans Food Markets
128
Serious Fun at CXtexSerious Fun at CXtexSerious Fun at CXtexSerious Fun at CXtex
Cxtec employees live up to their company values, which include having fun at work. Helium-filled balloons
adorn the office. Break room with billiards,
foosball, and air hockey. Miniature golf tournaments
in the office, tricycle races around the building, and “CXtec Idol” competitions.
Courtesy of CXtec
129
Generating Positive Emotions at Generating Positive Emotions at WorkWorkGenerating Positive Emotions at Generating Positive Emotions at WorkWork
The emotions-attitudes-behavior model illustrates that attitudes are shaped by ongoing emotional experiences.
Thus, successful companies actively create more positive than negative emotional episodes.
Courtesy of CXtec
130
Happy Staff, Happy Customers at Happy Staff, Happy Customers at OutbackOutbackHappy Staff, Happy Customers at Happy Staff, Happy Customers at OutbackOutback
Outback Steakhouse is
successful in part
because it applies the
principle that happy
employees make happy
customers, which result in
happy shareholders.
Courtesy of Outback Steakhouse
131
Ability andAbility andSelectionSelection
InterpersonalInterpersonalConflictConflict
LeadershipLeadership
DecisionDecisionMakingMaking
DeviantDeviantBehaviorBehavior
MotivationMotivation
Emotions and OB Applications
132
Emotional Intelligence at VA MedicalEmotional Intelligence at VA MedicalEmotional Intelligence at VA MedicalEmotional Intelligence at VA Medical
Medical professionals at Jerry L.
Pettis Memorial VA Medical
Center in Loma Linda, California
attend special classes where they
receive their personal emotional
intelligence profile and learn to
improve their EQ.
133
EmotionalEmotionalIntelligenceIntelligence
Self-Self-AwarenessAwareness
Self-Self-RegulationRegulation
Self-Self-MotivationMotivation
SocialSocialSkillSkill
EmpathyEmpathy
Emotional Intelligence Emotional Intelligence DimensionsDimensionsEmotional Intelligence Emotional Intelligence DimensionsDimensions
134
Types of EmotionsTypes of EmotionsTypes of EmotionsTypes of Emotions
Activated Negative
Activated Positive
Astonished
Tranquil
CheerfulSad
Fearful Elated
ContentBored
Ac
tiva
ted
Ac
tiv a
ted
Un
ac t
i va
ted
Un
ac t
i va
t ed
PleasantPleasantUnpleasantUnpleasant
135
Attitudes versus EmotionsAttitudes versus EmotionsAttitudes versus EmotionsAttitudes versus Emotions
AttitudesAttitudes EmotionsEmotions
Judgments about an Judgments about an attitude objectattitude object
Experiences toward an Experiences toward an attitude objectattitude object
Usually stable for days Usually stable for days or longeror longer
Occur briefly, usually Occur briefly, usually lasting minuteslasting minutes
Based mainly on Based mainly on rational logicrational logic
Based on awareness of our Based on awareness of our senses senses
136
BehaviorBehavior
Emotions, Attitudes and BehaviorEmotions, Attitudes and BehaviorEmotions, Attitudes and BehaviorEmotions, Attitudes and Behavior
Emotional Episodes
Perceived EnvironmentPerceived Environment
Attitude FeelingsFeelings
BeliefsBeliefs
BehavioralBehavioralIntentionsIntentions
137
Emotional LaborEmotional Labor
Effort, planning and control needed to express organizationally desired emotions during interpersonal transactions.
Emotional labor higher when job requires: frequent and long duration display of emotions displaying a variety of emotions displaying more intense emotions.
Influenced by culture and other situational factors
138
Emotional Labor IssuesEmotional Labor IssuesEmotional Labor IssuesEmotional Labor Issues
Difficult to hide true emotions, especially anger
Emotional dissonance Conflict between true and required
emotions Potentially stressful with surface
acting Less stress through deep acting
139
Emotional IntelligenceEmotional IntelligenceEmotional IntelligenceEmotional Intelligence
Ability to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others.
140
Social Social AwarenessAwareness
Self-Self-managementmanagement
Understanding and sensitivity to the feelings, thoughts, and situation of others
Controlling or redirecting our internal states, impulses, and resources
Self-Self-awarenessawareness
Understanding your own emotions, strengths, weaknesses, values, and motives
Relationship Relationship ManagementManagement
Managing other people’s emotions
Lowest
Highest
Model--Emotional IntelligenceModel--Emotional IntelligenceModel--Emotional IntelligenceModel--Emotional Intelligence
141
Improving Emotional IntelligenceImproving Emotional IntelligenceImproving Emotional IntelligenceImproving Emotional Intelligence
Emotional intelligence is a set of competencies (aptitudes, skills).
Can be learned, especially through coaching.
EI higher in people with extroversion, conscientiousness, agreeableness, emotional stability, and low neuroticism.
142
Job SatisfactionJob SatisfactionJob SatisfactionJob Satisfaction
A person's evaluation of his or her job and work context.
A collection of attitudes about specific facets of the job.
JobSatisfaction
SupervisorSupervisor
JobJobContentContent
Co-workersCo-workers
Working Working ConditionsConditions
Career Career ProgressProgress
Pay and Pay and BenefitsBenefits
143
LoyaltyLoyalty
VoiceVoice
ExitExit
NeglectNeglect
• Leaving the situation• Quitting, transferring
• Changing the situation• Problem solving, complaining
• Patiently waiting for the situation to improve
• Reducing work effort/quality• Increasing absenteeism
EVLN: Responses toEVLN: Responses to DissatisfactionDissatisfactionEVLN: Responses toEVLN: Responses to DissatisfactionDissatisfaction
144
Job Satisfaction and PerformanceJob Satisfaction and PerformanceJob Satisfaction and PerformanceJob Satisfaction and Performance
Happy workers are somewhat more productive workers, but: General attitude is a poor predictor of specific behaviors Job performance affects satisfaction only when rewarded Job satisfaction and motivation have little effect in jobs with
little employee control (e.g. assembly lines)
145
Job Satisfaction at Ipswitch Inc.Job Satisfaction at Ipswitch Inc.Job Satisfaction at Ipswitch Inc.Job Satisfaction at Ipswitch Inc.
Roger Greene (center), CEO of
software maker Ipswitch Inc.,
believes that if employees are
treated well they will treat
customers well, resulting in
profits
J. Wilcox, Boston Globe
146
Job Satisfaction and CustomersJob Satisfaction and CustomersJob Satisfaction and CustomersJob Satisfaction and Customers
Job satisfaction increases customer satisfaction and profitability because:
Job satisfaction affects mood, leading to positive behaviors toward customers
Less employee turnover, resulting in more consistent and familiar service
J. Wilcox, Boston Globe
147
Employee-Customer-Profit ChainEmployee-Customer-Profit ChainEmployee-Customer-Profit ChainEmployee-Customer-Profit Chain
CompanyCompanyPracticesPracticesCompanyCompanyPracticesPractices
SatisfiedSatisfiedEmployeesEmployeesSatisfiedSatisfied
EmployeesEmployees
• • LessLess turnoverturnover
• • ConsistentConsistent serviceservice
• • LessLess turnoverturnover
• • ConsistentConsistent serviceservice
Customer’sCustomer’sPerceivedPerceived
ValueValue
Customer’sCustomer’sPerceivedPerceived
ValueValue
• • SatisfiedSatisfied customerscustomers
• • CustomerCustomer referralsreferrals
• • SatisfiedSatisfied customerscustomers
• • CustomerCustomer referralsreferrals
HigherHigherRevenue Revenue
Growth and Growth and ProfitsProfits
HigherHigherRevenue Revenue
Growth and Growth and ProfitsProfits
148
Organizational CommitmentOrganizational CommitmentOrganizational CommitmentOrganizational Commitment
Affective commitment Emotional attachment to, identification with, and
involvement in an organization
Continuance commitment Belief that staying with the organization serves
your personal interests
149
Building Organizational CommitmentBuilding Organizational CommitmentBuilding Organizational CommitmentBuilding Organizational Commitment
Provide justice and support
Provide some job security
Support organizational comprehension
Involve employees in decisions
Build trust
150
Psychological Contract DefinedPsychological Contract DefinedPsychological Contract DefinedPsychological Contract Defined
Beliefs about the terms and
conditions of a reciprocal
exchange between that person
and other party
151
55
Motivation in the WorkplaceMotivation in the WorkplaceMotivation in the WorkplaceMotivation in the Workplace
152
The Motivation ProcessThe Motivation ProcessThe Motivation ProcessThe Motivation Process
UnsatisfiedUnsatisfiedNeedNeed
UnsatisfiedUnsatisfiedNeedNeed TensionTensionTensionTension
BehaviorBehaviorBehaviorBehaviorDrivesDrivesDrivesDrives
SatisfiedSatisfiedNeedNeed
SatisfiedSatisfiedNeedNeed
ReductionReductionof Tensionof TensionReductionReductionof Tensionof Tension
154
A Motivation ModelA Motivation ModelA Motivation ModelA Motivation Model
MOTIVE
Individual
GOAL
Outside Individual
BEHAVIOR
Motivational Processes
GOALBEHAVIOR
Skills
GOAL DIRECTED
155
Maslow’s Need HierarchyMaslow’s Need Hierarchy
PhysiologicalMost basic need.
SafetyConsists of the need to be safe.
LoveThe desire to love and be loved.
EsteemNeed for reputation, prestige, and recognition from others.
Self-ActualizationDesire for self-fulfillment.
156
Needs Hierarchy TheoryNeeds Hierarchy Theory• Maslow arranged
five needs in a hierarchy
• Satisfaction-progression process
• People who experience self-actualization desire more rather than less of this need
• Not much support for Maslow’s theory
Self-Actualization
Esteem
Belongingness
Safety
Physiological
157
Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of NeedsMaslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs
SelfSelf
EsteemEsteem
SocialSocial
SafetySafety
PhysiologicalPhysiological
158
Motivation Through RecognitionMotivation Through RecognitionMotivation Through RecognitionMotivation Through Recognition
Panfric Hotel general manager David Gachuru (shown in photo giving an award to employee Matayo Moyale) motivates employees with good old-fashioned praise and recognition.
Courtesy Sanova Panafric Hotel
159
Goal Setting at SpeederaGoal Setting at SpeederaGoal Setting at SpeederaGoal Setting at Speedera
Speedera Networks
employees achieved a
challenging revenue goal in
one quarter, for which all
employees in California
and India were rewarded
with a free Hawaiian trip. Courtesy of Akamai
160
The TheoryThe Theoryof Needsof Needs
DavidDavidMcClellandMcClelland
The TheoryThe Theoryof Needsof Needs
DavidDavidMcClellandMcClelland
Need forNeed forAchievementAchievement
(nAch)(nAch)
Need forNeed forAchievementAchievement
(nAch)(nAch)
Need forNeed forPowerPower(nPow)(nPow)
Need forNeed forPowerPower(nPow)(nPow)
Need forNeed forAffiliationAffiliation
(nAff)(nAff)
Need forNeed forAffiliationAffiliation
(nAff)(nAff)
161
Two-Factor Theory of JobSatisfaction
• Quality of supervision• Pay• Company policies• Physical working conditions• Relations with others• Job security
Hygiene factors
Job Dissatisfaction
• Promotion opportunities• Opportunities for personal growth• Recognition• Responsibility• Achievement
Motivators
Job Satisfaction
162
Motivation Through RecognitionMotivation Through RecognitionMotivation Through RecognitionMotivation Through Recognition
Julie Hans holds up the award coupons that Progress Energy employees give to one another as recognition
for their good work and support. Recognition is one of the best ways to motivate employees.
© H. Lynch/Raleigh News and Observer
163
Challenges of Motivating EmployeesChallenges of Motivating EmployeesChallenges of Motivating EmployeesChallenges of Motivating Employees
Layoffs, restructuring Damaged trust, commitment
Flatter organizations Fewer supervisors to monitor performance
Changing workforce Younger employees have different needs Diverse workforce
164
ERGTheory
Needs HierarchyTheory
ERG TheoryERG TheoryERG TheoryERG Theory
Self-Actualization
EsteemEsteem
BelongingnessBelongingness
SafetySafety
PhysiologicalPhysiological
Growth
RelatednessRelatedness
ExistenceExistence
• Alderfer’s model has three sets of needs
• Adds frustration-regression process to Maslow’s model
• Somewhat more research support than Maslow’s theory
165
Alderfer’s ERG TheoryAlderfer’s ERG TheoryAlderfer’s ERG TheoryAlderfer’s ERG Theory
ExistenceExistenceExistenceExistence GrowthGrowth
RelatednessRelatednessRelatednessRelatedness
166
Innate Drives TheoryInnate Drives TheoryInnate Drives TheoryInnate Drives Theory
Drive to BondDrive to Bond
Drive to LearnDrive to Learn
• Need to form relationships and social commitments• Basis of social identity
• Need to satisfy curiosity and resolve conflicting information• Basis of self-actualization
Drive to DefendDrive to Defend• Need to protect ourselves• A reactive (not proactive) drive• Basis of fight or flight
Drive to AcquireDrive to Acquire• Need to take/keep objects and experiences• Basis of hierarchy and status
167
Innate Drives and MotivationInnate Drives and MotivationInnate Drives and MotivationInnate Drives and Motivation
Emotional brain center relies on innate drives to assign emotional markers to incoming information
Emotional markers influence rational thoughts and become the conscious sources of motivation
168
Learned Needs TheoryLearned Needs TheoryLearned Needs TheoryLearned Needs Theory
Some needs are learned, not innate
Need for achievement Desire for challenging and somewhat risky goals,
feedback, recognition
Need for affiliation Desire to seek approval, conform, and avoid
conflict Try to project a favorable self-image
Need for power Desire to control one’s environment Personalized versus socialized power
169
Recognition v. Money at EncanaRecognition v. Money at EncanaRecognition v. Money at EncanaRecognition v. Money at Encana
Many Encana employees who received a “High Five” card from co-workers displayed them in their offices rather than redeem them for the $5 value. This small symbol of recognition was worth far more than the monetary value of the cards.
Courtesy of Encana Corp.
170
Implications of Needs TheoriesImplications of Needs TheoriesImplications of Needs TheoriesImplications of Needs Theories
• Organizations need to support employees to achieve a balance of their innate needs.
• People have different needs at different times.
• Offer employees a choice of rewards
• Do not rely too heavily on financial rewards.
Courtesy of Encana Corp.
171
E-to-PExpectancy
P-to-OExpectancy
Outcomes& Valences
Outcome 1Outcome 1+ or -+ or -
EffortEffort PerformancePerformance
Outcome 3Outcome 3+ or -+ or -
Outcome 2Outcome 2+ or -+ or -
Expectancy Theory of MotivationExpectancy Theory of MotivationExpectancy Theory of MotivationExpectancy Theory of Motivation
172
Increasing E-to-P ExpectancyIncreasing E-to-P ExpectancyIncreasing E-to-P ExpectancyIncreasing E-to-P Expectancy
• Train employees.
• Select people with required competencies .
• Provide role clarification.
• Provide sufficient resources.
• Provide coaching and feedback.
173
Increasing P-to-O ExpectancyIncreasing P-to-O ExpectancyIncreasing P-to-O ExpectancyIncreasing P-to-O Expectancy
• Measure performance accurately.
• Describe outcomes of good and poor performance.
• Explain how rewards are linked to past performance.
174
Increasing Outcome ValencesIncreasing Outcome ValencesIncreasing Outcome ValencesIncreasing Outcome Valences
• Ensure that rewards are valued.
• Individualize rewards.
• Minimize countervalent outcomes.
175
Specific
Relevant
ChallengingTaskEffort
TaskPerformance
Feedback
Participation
Commitment
Effective Goal SettingEffective Goal Setting
176
Goal Difficulty and PerformanceGoal Difficulty and PerformanceGoal Difficulty and PerformanceGoal Difficulty and Performance
High
Tas
k P
erfo
rman
ce
Low Moderate Challenging Impossible
Area ofOptimal
GoalDifficulty
Goal Difficulty
177
Characteristics of Effective FeedbackCharacteristics of Effective FeedbackCharacteristics of Effective FeedbackCharacteristics of Effective Feedback
EffectiveFeedback
SpecificSpecific
RelevantRelevant
TimelyTimely
CredibleCredible
SufficientlySufficientlyfrequentfrequent
178
Multisource (360-degree) Multisource (360-degree) FeedbackFeedbackMultisource (360-degree) Multisource (360-degree) FeedbackFeedback
EvaluatedEmployee
Co-workerCo-worker
CustomerCustomer
SubordinateSubordinate
ProjectProjectleaderleader
SupervisorSupervisor
Co-workerCo-worker
SubordinateSubordinateSubordinateSubordinate
179
Inequity of British “Fat Cats”Inequity of British “Fat Cats”Inequity of British “Fat Cats”Inequity of British “Fat Cats”
British protesters (including company employees) express their anger over unfair executive pay by dressing as “fat cats” in business suits outside the company’s annual general meetings.
© Simon Clark
180
Elements of Equity TheoryElements of Equity TheoryElements of Equity TheoryElements of Equity Theory
Outcome/input ratio inputs -- what employee
contributes (e.g., skill) outcomes -- what employee
receives (e.g., pay)
Comparison other person/people against whom
we compare our ratio not easily identifiable
Equity evaluation compare outcome/input ratio
with the comparison other
© Simon Clark
181
Keeping Pay Equitable at CostcoKeeping Pay Equitable at CostcoKeeping Pay Equitable at CostcoKeeping Pay Equitable at Costco
Costco Wholesale CEO Jim Sinegal
(shown in this photo) thinks the large
wage gap between many executives
and employees is blatantly unfair.
“Having an individual who is making
100 or 200 or 300 times more than
the average person working on the
floor is wrong,” says Sinegal, whose
salary and bonus are a much smaller
multiple of what his staff earn.
182
Overreward vs Underreward InequityOverreward vs Underreward InequityOverreward vs Underreward InequityOverreward vs Underreward Inequity
YouComparisonOther
OutcomesOutcomes
InputsInputs
OutcomesOutcomes
InputsInputs
OverrewardInequity
OutcomesOutcomes
InputsInputs
OutcomesOutcomes
InputsInputs
UnderrewardInequity
183
Elements of Equity TheoryElements of Equity TheoryElements of Equity TheoryElements of Equity Theory
Outcome/input ratio inputs -- what employee
contributes (e.g., skill) outcomes -- what employee
receives (e.g., pay)
Comparison other person/people against whom we
compare our ratio not easily identifiable
Equity evaluation compare outcome/input ratio with
the comparison other
184
Consequences of InequityConsequences of InequityConsequences of InequityConsequences of Inequity
• Change inputs.
• Change outcomes.
• Change perceptions.
• Leave the field.
• Act on the comparison other.
• Change the comparison other.
185
SocialSocialLearningLearning
ClassicalClassical
ConditioninConditionin
gg
OperantOperant
ConditioningConditioning
What Is Learning?What Is Learning?
186
Methods ofMethods ofShaping BehaviorShaping Behavior
Methods ofMethods ofShaping BehaviorShaping Behavior
Negative Negative ReinforcementReinforcement
Negative Negative ReinforcementReinforcement
PositivePositiveReinforcementReinforcement
PositivePositiveReinforcementReinforcement
ExtinctionExtinctionExtinctionExtinctionPunishmentPunishmentPunishmentPunishment
187
Reinforcement contingencies - relationships between a person’s behavior and the consequences resulting from it
Negative reinforcement (avoidance)people learn to perform acts that lead to the removalof undesired events
Punishment - decreasing undesirable behavior by following it with undesirable consequences
Extinction - process through which responses that are nolonger reinforced tend to gradually diminish in strength
Positive reinforcement -people learn to perform behaviors leading to the the desired outcomes
188
EvaluatedEmployee
Co-worker
Customer
Subordinate
Projectleader
Supervisor
Co-worker
Subordinate
Subordinate
Multi-Source (360 Degree) FeedbackMulti-Source (360 Degree) FeedbackMulti-Source (360 Degree) FeedbackMulti-Source (360 Degree) Feedback
189
EffectiveEffectiveFeedbackFeedback
SpecificSpecific
FrequentFrequent
TimelyTimely
RelevantRelevant
CredibleCredible
Giving Feedback EffectivelyGiving Feedback EffectivelyGiving Feedback EffectivelyGiving Feedback Effectively
190
Motivation at Capital OneMotivation at Capital OneMotivation at Capital OneMotivation at Capital One
Capital One has a motivated
workforce by hiring people
with an entrepreneurial
spirit, challenging them
through stretch goals, and
continually evaluating
individual and organizational
performance.
191
Theory XTheory XWorkersWorkers
Dislike WorkDislike Work
Avoid ResponsibilityAvoid Responsibility
Little AmbitionLittle Ambition
Theory YTheory YWorkersWorkers
Enjoy WorkEnjoy Work
Accept ResponsibilityAccept Responsibility
Self-DirectedSelf-Directed
192
66
Applied Performance PracticesApplied Performance PracticesApplied Performance PracticesApplied Performance Practices
193
WestJet Motivates EmployeesWestJet Motivates EmployeesWestJet Motivates EmployeesWestJet Motivates Employees
WestJet employees are
highly motivated
through profit sharing
and stock options,
empowerment, job
design, and self-
leadership. Canadian Press
Courtesy of WestJet
194
Money and employee needs Affects existence, drive to acquire,
growth needs, as well as need for achievement
Money attitudes and values Money ethic -- not evil, represents
success, should be budgeted carefully
Money and social identity Partly defines who we are
The Meaning of MoneyThe Meaning of MoneyThe Meaning of MoneyThe Meaning of Money
© Corel Corp. With permission© Corel Corp. With permission.
195
Types of Rewards in the WorkplaceTypes of Rewards in the WorkplaceTypes of Rewards in the WorkplaceTypes of Rewards in the Workplace
Membership and seniority
Job status
Competencies
Performance-based
© Corel Corp. With permission© Corel Corp. With permission.
196
Membership/Seniority Based RewardsMembership/Seniority Based RewardsMembership/Seniority Based RewardsMembership/Seniority Based Rewards
Fixed wages, seniority increases
Advantages Guaranteed wages may attract job applicants Seniority-based rewards reduce turnover
Disadvantages Doesn’t motivate job performance Discourages poor performers from leaving May act as golden handcuffs
197
Job Status-Based RewardsJob Status-Based RewardsJob Status-Based RewardsJob Status-Based RewardsIncludes job evaluation and status perks
Advantages: Job evaluation tries to maintain pay equity Motivates competition for promotions
Disadvantages: Employees exaggerate duties, hoard resources Focuses employees on own jobs, not customers Inconsistent with flatter organizations
198
Competency-Based RewardsCompetency-Based RewardsCompetency-Based RewardsCompetency-Based Rewards
Pay increases with competencies acquired and demonstrated
Skill-based pay Pay increases with skill modules learned
Advantages More flexible work force, better quality,
consistent with employability
Disadvantages Potentially subjective, higher training costs
199
OrganizationalOrganizationalrewardsrewards
• Stock optionsStock options• Profit sharingProfit sharing• Stock ownershipStock ownership• Balanced ScorecardBalanced Scorecard
TeamTeamrewardsrewards
• BonusesBonuses• GainsharingGainsharing• Open bookOpen book
IndividualIndividualrewardsrewards
• BonusesBonuses• CommissionsCommissions• Piece ratePiece rate
Performance-Based RewardsPerformance-Based RewardsPerformance-Based RewardsPerformance-Based Rewards
200
Performance Reward EffectivenessPerformance Reward EffectivenessPerformance Reward EffectivenessPerformance Reward Effectiveness
Positive effects• Create an “ownership culture”• Adjusts pay with firm's prosperity
Concerns with performance pay• May undermine intrinsic motivation• Sometimes used as quick fixes
201
Improving Reward EffectivenessImproving Reward EffectivenessImproving Reward EffectivenessImproving Reward Effectiveness
• Link rewards to performance.
• Ensure rewards are relevant.
• Team rewards for interdependent jobs.
• Ensure rewards are valued.
• Watch out for unintended consequences.
© Corel Corp. With permission© Corel Corp. With permission.
202
Job DesignJob DesignJob DesignJob Design
•Assigning tasks to a job, including the interdependency of those tasks with other jobs
•Constantly changing due to changing technology and psychological contracts (especially employability)
203
AdvantagesAdvantages DisadvantagesDisadvantages
Evaluating Job SpecializationEvaluating Job SpecializationEvaluating Job SpecializationEvaluating Job Specialization
•Less time changing activities
•Lower training costs
•Job mastered quickly
•Better person-job matching
•Job boredom
•Discontentment pay
•Higher costs
•Lower quality
•Lower motivation
204
WorkWorkmotivationmotivation
GrowthGrowthsatisfactionsatisfaction
GeneralGeneralsatisfactionsatisfaction
WorkWorkeffectivenesseffectiveness
Job Characteristics ModelJob Characteristics ModelJob Characteristics ModelJob Characteristics Model
FeedbackFeedbackfrom jobfrom job
KnowledgeKnowledgeof resultsof results
Skill varietySkill variety
Task identityTask identity
Task significanceTask significanceMeaningfulnessMeaningfulness
AutonomyAutonomy ResponsibilityResponsibility
IndividualIndividualdifferencesdifferences
CriticalCriticalPsychologicalPsychological
StatesStatesCore JobCore Job
CharacteristicsCharacteristics OutcomesOutcomes
205
Job Enrichment in Wine MakingJob Enrichment in Wine MakingJob Enrichment in Wine MakingJob Enrichment in Wine Making
Mike Just has an enriched job as wine maker at Lawson’s Dry Hills Winery in New Zealand. “[W]e plant vines here, we pick them, we make the wine on site and bottle it, then sell them to customers who come in,” explains Just, who also enjoys jousting.
© Marlborough Express (N.Z.).
206
Job Design StrategiesJob Design StrategiesJob Design StrategiesJob Design Strategies
Job rotation Moving to different jobs
Job enlargement Adding more tasks to a job
Job enrichment Giving employees more
autonomy over their job© Marlborough Express (N.Z.).
207
Job RotationJob RotationJob RotationJob Rotation
Moving from one job to another
Benefits Minimizes repetitive
strain injury Multiskills the
workforce Potentially reduces
job boredom
Job ‘A’
Job ‘B’
Job ‘C’
Job ‘D’
208
Job Enlargement
Job Rotation
Job 1Job 1Operate CameraOperate Camera
Job 2Job 2Operate SoundOperate Sound
Job 3Job 3Report StoryReport Story
Job 1Job 1
Operate CameraOperate CameraOperate SoundOperate Sound
Report StoryReport Story
Job 2Job 2
Operate CameraOperate CameraOperate SoundOperate Sound
Report StoryReport Story
Job 3Job 3
Operate CameraOperate CameraOperate SoundOperate SoundReport StoryReport Story
Job Rotation vs. Job EnlargementJob Rotation vs. Job EnlargementJob Rotation vs. Job EnlargementJob Rotation vs. Job Enlargement Video journalist
• Operates camera• Operates sound• Reports story
209
Job EnrichmentJob EnrichmentJob EnrichmentJob Enrichment
Given more responsibility for scheduling, coordinating, and planning one’s own work
1. Clustering tasks into natural groups Stitching highly interdependent tasks into one job e.g., video journalist, assembling entire product.
2. Establishing client relationships Directly responsible for specific clients Communicate directly with those clients
210
Dimensions of EmpowermentDimensions of EmpowermentDimensions of EmpowermentDimensions of Empowerment
MeaningMeaning
CompetenceCompetence
Employees believe their work is important.
Employees have feelings of self-efficacy.
ImpactImpactEmployees feel their actions influence success.
Self-Self-determinationdetermination
Employees feel they have freedom and discretion.
211
Creating EmpowermentCreating EmpowermentCreating EmpowermentCreating Empowerment
Individual factors Possess required competencies, able to perform
the work
Job design factors Autonomy, task identity, task significance, job
feedback
Organizational factors Resources, learning orientation, trust
212
Self-LeadershipSelf-LeadershipSelf-LeadershipSelf-Leadership
Self-direction.
Self-motivation needed to perform a task.
Goal setting.
Social learning theory.
Sports psychology.
213
77
Work-Related Stress and Stress ManagementWork-Related Stress and Stress ManagementWork-Related Stress and Stress ManagementWork-Related Stress and Stress Management
214
High Stress in Electronic GamesHigh Stress in Electronic GamesHigh Stress in Electronic GamesHigh Stress in Electronic Games
Josh Holmes has fond memories of
working at electronic games giant
Electronic Arts, but admits that the
long hours were stressful. “From
the minute I joined the company
(EA), I put every waking hour of my
day into my work…It definitely took
its toll,” says Holmes, who now
runs an electronic games company
that emphasizes work-life balance.
215
Blackberry DivorceBlackberry DivorceBlackberry DivorceBlackberry Divorce
Nick Salaysay (shown in photo) admits that his work routinely gets mixed in with his personal time. “I have a BlackBerry, so I check my e-mail a lot when I'm supposed to be on vacation," says the corporate lawyer. Research indicates that when electronic devices spill work into home life, they increase the risk of strain-based stress.
Calgary Herald/Mikael Kjellstrom
216
Work-Nonwork StressorsWork-Nonwork StressorsWork-Nonwork StressorsWork-Nonwork Stressors
Time-based conflict due to business travel, inflexible
and/or rotating work schedules for women -- still do most
household chores
Strain-based conflict work stress affects home, and
vice versa
Role behavior conflict incompatible work and family roles
Calgary Herald/Mikael Kjellstrom
217
© Photodisc. With permission.
Individual Differences in StressIndividual Differences in StressIndividual Differences in StressIndividual Differences in Stress
Different threshold levels of resistance to stressor
Use different stress coping strategies
Perceive the situation differentlyKnowledge and skillNatural optimism and
confidence (resilience)
218
Stress Mgt. At Liggett-StashowerStress Mgt. At Liggett-StashowerStress Mgt. At Liggett-StashowerStress Mgt. At Liggett-Stashower
When employees at Liggett-
Stashower, Inc. in Cleveland
need a short break from the daily
stresses of work, they retreat to
one of three theme rooms,
including this karaoke room. “The
higher the stress level, the more
singing there is going on,” says
Liggett’s art director.Courtesy of Liggett Stashower, Inc.
219
Withdraw from the StressorWithdraw from the StressorWithdraw from the StressorWithdraw from the Stressor
Permanent withdrawal Remove employees from jobs
not aligned with their competencies
Temporary withdrawal Coffee/lunch breaks
Karaoke breaks (photo)
SabbaticalsCourtesy of Liggett Stashower, Inc.
220
Stress in Hong Kong SARS WardStress in Hong Kong SARS WardStress in Hong Kong SARS WardStress in Hong Kong SARS Ward
These medical professionals at Prince of Wales
Hospital in Hong Kong were on the frontline,
treating patients with the SARS virus, which
claimed over 800 lives and created high stress
levels among nurses and doctors.
© AP Photo/Vincent Yu
221
What is What is StressStress??What is What is StressStress??
An adaptive response to a situation that is
perceived as challenging or threatening to the
person’s well-being
© AP Photo/Vincent Yu
222
Stage 1Alarm Reaction
Stage 2Resistance
Stage 3Exhaustion
NormalLevel of
Resistance
General Adaptation SyndromeGeneral Adaptation SyndromeGeneral Adaptation SyndromeGeneral Adaptation Syndrome
223
StressStress
WorkWorkStressorsStressors
PhysicalPhysicalenvironmentenvironment
Role-relatedRole-related
InterpersonalInterpersonal
OrganizationalOrganizational
Stressors and Stress OutcomesStressors and Stress OutcomesStressors and Stress OutcomesStressors and Stress Outcomes
NonworkNonworkStressorsStressors
IndividualIndividualDifferencesDifferences
ConsequencesConsequencesof Stressof Stress
PhysiologicalPhysiological
BehavioralBehavioral
PsychologicalPsychological
22512
Stressful Life EventsStressful Life EventsStressful Life EventsStressful Life EventsEvent Relative
StressfulnessPregnancy 40
Death of a close friend 37
Son or daughter leaving home 29
Trouble with in-laws 28
Trouble with boss 23
Change in residence 20
Vacation 13
Christmas 12
Minor violations of the law 11
22611
Stressful Life EventsStressful Life EventsStressful Life EventsStressful Life EventsEvent Relative
Stressfulness
Death of a spouse 100
Divorce 73
Marital separation 65
Jail term 63
Death of a close family member 63
Personal injury or illness 53
Marriage 50
Fired from a job 47
Retirement 45
227
•Occupational demands -•Conflict between work and non-work activities •Role conflict•Role overload•Role ambiguity•Responsibility for others•Lack of social support•Sexual harassment
-
Work-Related Causes of Stress
228
Sexual HarassmentSexual HarassmentSexual HarassmentSexual Harassment
Unwelcome conduct -- detrimental effect on work environment or job performance
Quid pro quo employment or job performance is conditional on
unwanted sexual relations
Hostile work environment an intimidating, hostile, or offensive working
environment
229
Workplace Violence and BullyingWorkplace Violence and BullyingWorkplace Violence and BullyingWorkplace Violence and Bullying
Workplace violence Interpersonal stressor Experiencing or observing violence or awareness of
working in high-risk job
Workplace bullying
Offensive, intimidating, or humiliating behavior that degrades, ridicules or insults
Higher authority people tend to bully employees in lower positions
Women more likely to be victims of bulling
230
Role-Related StressorsRole-Related StressorsRole-Related StressorsRole-Related Stressors
Role conflict interrole conflict intrarole conflict person-role conflict
Role ambiguity uncertain task and social expectations
Work overload increased hours and intensity
© Photodisc. With permission.
231
Task Control StressorsTask Control StressorsTask Control StressorsTask Control Stressors
Stress increases when employees lack control over: How and when tasks are performed Pace of work activity
Low task control is a higher stressor when job also has high responsibility
232
Stressors in the Forest IndustryStressors in the Forest IndustryStressors in the Forest IndustryStressors in the Forest Industry
Ken Wiley (shown) and other
logging workers have faced the
physical environment stressors
of dangerous work for many
years. Now, they also face the
organizational stressors of
change and job insecurity.
VancouverSun
233
Additional Work StressorsAdditional Work StressorsAdditional Work StressorsAdditional Work Stressors
Organizational Due to reducing job security and re-
structuring
Physical Environment Due to excessive noise, poor lighting
and hazards
VancouverSun
234
Work-Nonwork StressorsWork-Nonwork StressorsWork-Nonwork StressorsWork-Nonwork StressorsTime-based conflict due to business travel, inflexible and/or rotating
work schedules for women -- still do most household chores
Strain-based conflict work stress affects home, and vice versa
Role behavior conflict incompatible work and family roles
235
AccountantAccountant
ArtistArtist
Auto MechanicAuto Mechanic
ForesterForester
Low-StressOccupations
High-StressOccupations
Hospital managerHospital manager
Physician (GP)Physician (GP)
PsychologistPsychologist
School principalSchool principal
Police officerPolice officer
Tel. operatorTel. operator
Prime MinisterPrime Minister
Waiter/waitressWaiter/waitress
Stress and OccupationsStress and OccupationsStress and OccupationsStress and Occupations
Medium-StressOccupations
236
© Photodisc. With permission.
Individual Differences in StressIndividual Differences in StressIndividual Differences in StressIndividual Differences in Stress
Perceive the situation differently
Different threshold levels of resistance to stressor
Use different stress coping strategies
237
Type A/B and WorkaholismType A/B and WorkaholismType A/B and WorkaholismType A/B and Workaholism
Type A/Type B behavior patterns Type A are hard-driving, competitive, more
prone to stress
Workaholism Stereotypic workaholics
Enthusiastic workaholics
Work enthusiasts
238
•Consequences of StressConsequences of Stress•Consequences of StressConsequences of Stress
Behavioral
Psychological
Work performance, accidents, absenteeism, aggression, poor decisions
Dissatisfaction, moodiness, depression, emotional fatigue
PhysiologicalCardiovascular disease, hypertension, headaches
239
Job Burnout ProcessJob Burnout ProcessJob Burnout ProcessJob Burnout Process
Cynicism
Reduced Efficacy
Physiological,
psychological,
and behavioral
consequences
EmotionalExhaustion
Interpersonal andRole-Related Stressors
240
Managing Stress: Some Effective Techniques
•Personal Approaches• Lifestyle management• Diet--Exercise• Assertiveness• Time Management• Breathing Exercises• Biofeedback• Meditation• Muscle relaxation
241
Dimensions of a HolisticDimensions of a HolisticWellness ApproachWellness Approach
Self-Responsibility
Nutritional Awareness
Stress Reduction and Relaxation
Physical fitness
Go to http://www.nervousnelly.com
18-12
242
Organization BasedOrganization BasedOrganization BasedOrganization Based
Family support
Stress management programs
Time management
EAP’s
243
Stress Stress Management Management
StratagiesStratagies
Remove the Remove the StressorStressor
Withdraw Withdraw from the from the StressorStressor
Change Change Stress Stress
PerceptionsPerceptions
Receive Receive Social Social
SupportSupport
Control Stress Control Stress ConsequencesConsequences
Stress Management StrategiesStress Management StrategiesStress Management StrategiesStress Management Strategies
244
Organizational Stress ManagementOrganizational Stress ManagementOrganizational Stress ManagementOrganizational Stress Management
OrganizationalCommunicationOrganizational
CommunicationEmployee
InvolvementEmployee
InvolvementSelection
and PlacementSelection
and Placement
JobRedesigning
JobRedesigning
WellnessProgramsWellnessPrograms
Goal SettingGoal Setting
245
Individual StressIndividual StressManagementManagement
Individual StressIndividual StressManagementManagement
TimeTimeManagementManagement
TimeTimeManagementManagement
SocialSocialSupportSupportSocialSocial
SupportSupportRelaxationRelaxation
TrainingTrainingRelaxationRelaxation
TrainingTraining
PhysicalPhysicalExerciseExercisePhysicalPhysicalExerciseExercise
246
Remove the StressorRemove the StressorRemove the StressorRemove the Stressor
Stress audits -- investigate sources of stress
Change corporate culture and reward system
Provide environment that supports empowerment
Person-job matching
Family-friendly & work-life initiatives Flexible work time Job sharing Telecommuting Personal leave Childcare facilities
247
Other Stress Mgt StrategiesOther Stress Mgt StrategiesOther Stress Mgt StrategiesOther Stress Mgt Strategies
Change stress perceptions Self-efficacy, self-leadership,
Control stress consequences Relaxation and meditation Fitness and wellness programs
Social support Emotional and informational
248
Stress Mgt. At Liggett-StashowerStress Mgt. At Liggett-StashowerStress Mgt. At Liggett-StashowerStress Mgt. At Liggett-Stashower
When employees at Liggett-Stashower, Inc. in Cleveland need a short break from the daily stresses of work, they retreat to one of three theme rooms, including this karaoke room. “The higher the stress level, the more singing there is going on,” says Liggett’s art director.
Courtesy of Liggett Stashower, Inc.
249
Withdraw from the StressorWithdraw from the StressorWithdraw from the StressorWithdraw from the Stressor
Permanent withdrawal
Remove employees from jobs not aligned with their competencies
Temporary withdrawal
Coffee/lunch breaks
Karaoke breaks (photo)
SabbaticalsCourtesy of Liggett Stashower, Inc.
250
Work-Life Balance at Ford Motor Work-Life Balance at Ford Motor Work-Life Balance at Ford Motor Work-Life Balance at Ford Motor
Mark-Tami Hotta is engaged in a rousing game of Daddy Elephant/Baby Elephant with his kids. The chief program engineer for the Ford Windstar minivan leaves work early three days each week as part of the company’s effort to improve work-life balance.
© D. Guralnick, Detroit News
251
Family-Friendly and Work-Life InitiativesFamily-Friendly and Work-Life InitiativesFamily-Friendly and Work-Life InitiativesFamily-Friendly and Work-Life Initiatives
Flexible work time
Job sharing
Telecommuting
Personal leave
Childcare facilities© D. Guralnick, Detroit News
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