MANAGING AND LEADING FOR HIGH PERFORMANCE. MANAGING AND LEADING FOR HIGH PERFORMANCE. Performance can be managed in two ways: Through job design and goal setting Behaviour reinforcement and rewards. MANAGING PERFOMANCE THROUGH JOB DESIGN AND GOAL SETTING . Job design and goal setting.
Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.
People today have home offices complete with internet, fax machines, mobile telephones etc
Job characteristics – building skill variety, task identity, task significance, autonomy and feedback into the job
Order | Job |
Enrichment | Enrichment and | |
| | Enlargement |
Accent on |_______________|_______________|_______________|_______________|
| Routine | Job |
| Job | Enlargement |
| | |
Lower | | |
Few Many Variety of Tasks
Responsibility: this state is concerned with the extent to which employees feel a sense of being personally responsible or accountable for the work being done/outcomes
Personal and Work
Critical Psychological States
Outcomes of Work
Actual Results of
Quality of Work Life (QWL) is a philosophy, a set of principles, which holds that people are the most important resource in the organization as they are trustworthy, responsible and capable of making valuable contribution and they should be treated with dignity and respect especially because they are capable of making a valuable contribution to the organization
Quality of work life is defined by Lawler (1973) as the employee perceptions of their physical and mental well being at work. These perceptions can be favourable or unfavourable.
The elements that are relevant to an individual’s quality of work life include:
People also conceive of QWL as a set of methods, such as autonomous work groups, job enrichment, high-involvement aimed at boosting the satisfaction and productivity of workers.
Mirvis and Lawler (1984)) suggested that Quality of working life was associated:
Baba and Jamal (1991) listed what they described as typical indicators of quality of working life, including:
Purpose of QWL programme is to change and improve the work climate so that the interface of people, technology and the organisation makes for more favourable work experience and desired outcomes
5. Employee must be commitment to the achievement of the goal. Commitment will be greater if the goal is specific, and/or if there is some incentives
To minimise the problems with using punishment:
1. Persons administering it must always provide an acceptable alternativeto the behaviour that is being punished. If they do not, the undesirable behaviour will tend to reappear and will cause fear and anxiety in the person being punished
2. The punishment must be administered as close in time to the undesirable behaviour as possible – reprimanding a subordinate a week after the rule was broken is not effective
3. When punishment is administered, it should be remembered that there is also an effective on the relevant others who are observing the punishment – give punishment in private if possible
4. Always attempt to reinforce instead of punish in order to change behaviour.
Behaviours to be identified include direct performance behaviour e.g. absenteeism, or attendance, promptness or tardiness, doing/not doing the job per the procedure that leads to quality/quantity outcomes, time wasted through socializing, playing games on computers, disrupting coworkers
Sometimes, the baseline measure may cause the “problem” to be dropped because its low (or high) frequency is now deemed not to need change
The functional analysis brings out the problem solving nature of the approach
It is argued that positive control through positive reinforcement intervention strategy s much more effective and longer lasting than the negative control