Chapter Eleven Managing Performance through Job Design and Goal Setting McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc All rights reserved Learning Objectives • Discuss the background of job design as an approach to managing for high performance • Define the job enrichment and job characteristics approaches to job design • Present the quality of work life (QWL), sociotechnical, and high-performance work practices (HPWPs) approaches to job design • Explain goal-setting theory and guidelines from research • Describe the application of goal setting to overall systems performance Introduction • Meta-analytic research findings support conventional wisdom: – Good old work experience is related to job performance • Research and practice perspective: – Certain job designs and goal setting can enhance performance Job Design • Various approaches Job Design Continued • Background on job design – Job rotation – Job enlargement – New challenges • Job enrichment Job Design Continued • Job characteristics approach to task design - Hackman-Oldham model of work motivation Job Design Continued • Diagnosing and measuring task scope – Motivational potential score (MPS) Job Design Continued • Practical guidelines for redesigning jobs Job Design Continued • Engagement, disengagement, and social information processing – Three psychological conditions: engagement • Perceived meaningfulness, safety, and availability – Psychological disengagement: “going through the motions” while at work – Social information processing – causes of attitudes, perceptions, and behaviors: • Cognitive perceptions of the real task environment • Past actions, reinforcements received, and learning experiences • The information provided in the immediate social context Quality of Work Life, Sociotechnical Design and HPWPs • Quality of work life (QWL) • Sociotechnical design • High-performance work practices (HPWPs) Goal Setting • Theoretical background of goal setting – Locke’s theory • People strive to attain goals in order to satisfy their emotions and desires • Goals provide a directional nature to people’s behavior and guide their thoughts and actions Goal Setting Continued – Major dimensions of goal-setting theory Goal Setting Continued • Refinements of goal-setting theory • Research on the impact of goal setting – Importance of specific goals – Importance of difficult and challenging goals – Goal acceptance, participation, and commitment – Self-efficacy and goals Goal Setting Continued • Model for relating goals to performance and satisfaction Goal Setting Continued • Research on the impact of goal setting (continued) – Objective and timely feedback – Other moderators in goal setting – A word of caution regarding goal setting Goal Setting Continued • Other theoretically related and performance management techniques – Goal orientation • Learning goal orientation • Performance goal orientation – Benchmarking – Stretch targets – Goal source Goal Setting Continued • Application to organizational system performance – Management-by-objective (MBO) Goal Setting Continued • Impact on the psychological contract – Goal setting – in general and managementby-objective in particular • Create psychological contracts employees Questions ... Application to organizational system performance – Management -by- objective (MBO) Goal Setting Continued • Impact on the psychological contract – Goal setting – in general and managementby-objective... in order to satisfy their emotions and desires • Goals provide a directional nature to people’s behavior and guide their thoughts and actions Goal Setting Continued – Major dimensions of goal-setting... motions” while at work – Social information processing – causes of attitudes, perceptions, and behaviors: • Cognitive perceptions of the real task environment • Past actions, reinforcements received,