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: Describe the relationships among performance measured at different levels within an organization and discuss how training, development, and job redesign can help improve performance Discuss the role of alternate work arrangements in motivating and enhancing performance Describe the role of incentive pay and identify different programs for individual-based and team-based incentive plans Discuss the best ways to deliver performance feedback and the issues involved with feedback and describe the basic operation of the ProMES system 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 © 2012 South-Western, Cengage Learning, Inc All rights reserved 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 ... 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... (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... 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