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Copyright © 1999 Addison Wesley Longman FIGURE 8.1 Motivation Tools Copyright © 1999 Addison Wesley Longman

Performance Appraisal Evaluating performance to encourage worker motivation and performance and to provide information to be used in managerial decision making. Copyright © 1999 Addison Wesley Longman

Developing A Performance Appraisal System Choices to be made: The mix of formal and informal appraisals. What factors to evaluate. Methods of appraisal Who appraises performance. Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman FIGURE 8.2 Choices in Developing an Effective Performance Appraisal System Copyright © 1999 Addison Wesley Longman

Who Appraises Performance Self-Appraisal Peer Appraisal Subordinate Appraisal Customer/Client Appraisal Multiple Raters Superior Appraisal 360-degree Appraisal Copyright © 1999 Addison Wesley Longman

Problems and Biases in Performance Appraisal Stereotypes Primacy Effect Contrast Effect Halo Effect Harshness, Leniency, and Average Tendency Biases Knowledge-of-Predictor Bias Similar-to-me Effect Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman Advice to Managers Use frequent, informal performance appraisals and periodic formal ones to help motivate your subordinates and to make decisions about how to distribute outcomes, whom to promote, and how to assign tasks. Informal appraisals can be used to motivate and give feedback on a day-to-day basis. Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman Advice to Managers Performance appraisals should focus on the assessment of behaviors or results. Performance appraisals should not focus on the assessment of traits, for traits can be difficult to assess objectively and may not be related to actual job behaviors or performance. Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman Advice to Managers Be aware that one or more perception problems may influence your appraisal of a person’s performance. Carefully and honestly examine your evaluations to be sure that personal biases have not affected your judgments. Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman Advice to Managers Develop and use performance measures that accurately assess behaviors or results. Only accurate performance appraisals result in high levels of motivation and performance and in good decisions. Copyright © 1999 Addison Wesley Longman

Pay as a Motivational Tool Operant Conditioning - to encourage the learning of desired organizational behaviors, positive reinforcers or rewards should be distributed to workers contingent on performance. Need Theory - when pay is contingent on performance, workers are motivated to perform to help satisfy their needs. Copyright © 1999 Addison Wesley Longman

Pay as a Motivational Tool Expectancy Theory - pay is an outcome that has high valence for most workers and instrumentality must be high for motivation to be high. Equity Theory - outcomes should be distributed in proportion to inputs. Procedural Justice Theory - methods used for distributing pay need to be fair. Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman Definition Merit Pay: A plan that bases pay entirely on an individual’s performance. Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman Merit Pay Issues Should merit pay be based on individual, group, or organizational performance? Should merit pay be in the form of a salary increase or a bonus? Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman Advice to Managers To have high levels of motivation, pay should be based on performance whenever possible. When individual performance can be appraised accurately and cooperation across workers is adequate, pay should be based on individual levels of performance to maximize motivation. Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman Advice to Managers When individual performance cannot be appraised or when a higher level of cooperation across workers is necessary, pay should be based on group or organizational performance. Copyright © 1999 Addison Wesley Longman

Motivation Through Career Opportunities Career: The sum of work-related experiences throughout one’s lifetime. Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman Types of Careers Steady-State Career Linear Career Spiral Career Transitory Career Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman Career Stages Preparation for Work Organizational Entry Early Career Midcareer Late Career Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman FIGURE 8.4 Career Stages Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman Careers -- Key Terms Realistic Job Preview - occurs when an organization gives job applicants an accurate picture of the job and the organization by including both the positive features and negative ones. Career goals - the experiences, positions, or jobs that workers would like to have during their careers. Copyright © 1999 Addison Wesley Longman

Copyright © 1999 Addison Wesley Longman Careers - Key Term Career Plateau - a position from which the chances of obtaining a promotion or a job with more responsibility become very small. Copyright © 1999 Addison Wesley Longman

Career Challenges for the 1990s and Beyond Ethical Career Management Career Management that Supports Diversity Career Management in an Era of Dual-Career Couples Copyright © 1999 Addison Wesley Longman