Purposeful, systematic process for collecting information on the important work-related aspects of a job

-Work activities (What they do, when, how)

-Tool and equipments used on the job

-Working conditions and schedule

-Knowledge, skills, ability needed to do the job

Easily counted or quantified

(Outputs, sales, complaints, refund rate)

Someone assesses performance

(Graphic Rating Scale, 1 = Very Poor 5 = Very Good)

Rates the frequency of specific performances

(1=Never ==> 5=Always)

Equal Employment Opportunity Commission

-Enforces federal employment discrimination laws

Bona Fide Occupational Qualification

(BFOQ)

Reasonably necessary to the normal operation of that particular business

(Ex: Baptist church is allowed to only hire Baptists)

-Identify knowledge, skills, ability, and other characteristics needed for job performance (KSAO)

-Review applicants information beforehand

-Create a relaxed environment

-Tell the applicant what to expect

-Ask questions about KSAO

-Review notes immediately after

-Determine each applicants probability of success

-Firing should never be the first option

-Give employees a chance to redeem themselves

-Fire only for a good reason

(Wrongful discharge= Legal doctrine that requires employers to have a work-related reason for firing)

Organizes workers into serparate units for each business function based on expertise

Adv: Work done by highly qualified specialists

Disadv: Slower decision making, cross-department coordination difficult

Separated into units responsible for producing particular products

Adv: Allows top managers to assess work-unit performance

Disadv: Duplication, coordination difficult

Separate units for particular kinds of customers

Adv: Focus on customers

Disadv: Leads workers to make best decisions for the customer and not always what is best for the business

Separates units into geographic areas

Adv: Helps respond to demands in different areas

Disadv: Difficult to coordinate when they are far away

Hybrid with two or more forms of departmentalization

Adv: Manage in an efficient manner, avoid duplication

Disadv: High level of coordination required

1) Physiological

2) Belongingness

3) Esteem

4) Safety

5) Self-Actualization

People will be motivated to the extent to which they believe that their efforts will lead to a good performance, which will then lead to attractive rewards

1. Find out what employees want

2. Ensure that employees see connection between rewards and performance

3. Motivate employees to take active rather than passive roles

1. Drive

2. Desire to Lead

3. Honesty

4. Self-Confidence

5. Emotional Stability

6. Cognitive Ability

7. Knowledge of Business

1. Initiating Structure (The extent to which leaders set goals, deadlines, and assign tasks)

2. Consideration (The extent to which a leader is friendly, approachable, and shows concern for employees)

Situations differ, in the extent to which an individual can make a difference and the set of attributes required

Utopia is impossible, so managers should focus on putting people into jobs that play to their strengths

People end up with different ideas if they perceive

-Selective Perception (Tendency to ignore inconsistent information)

-Closure (Filling in the gaps of what we don't know with information that we think is consistent with what we know)

Sender

Message to be conveyed=>Encode Message=>Transmit Message

\/

Receiver

Receive Messsage=>Decode Message=>Message that was understood

1. Develop a science for each element of a man's work (Unit of measure)

2. Scientifically select then train, teach, and develop the workman (Train)

3. Heartily cooperate with the man so work is done right (Communication)

4. Make an equal division of work and responsibility between the management and the worker

1. Qualification-based hiring

2. Merit-based promotion

3. Chain of Command

4. Division of Labor

5. Impartial application of rules and procedures

6. Recorded in writing

7. Managers separate from owners

1. Start by asking people what their needs are

2. Satisfy lower-order needs first

3. Expect people's needs to change

1. Start by looking and correcting any major inequities (Make sure the employee feels they are being treated fair)

2. Reduce employees' inputs

3. Make sure decision-making processes are fair

1. Systematically gather information to find out what employees want from their jobs

2. Take specific steps to link rewards to individual performance in a way that is clear and understandable

3. Empower employees to make decisions if management really wants them to believe that their hard work and effort will lead to good performance

1. Identify means singling out critical, observable, performance-related behaviors

2. Measure means determining the frequencies of the behavior

3. Analyze the cause and consequences of these behaviors

4. Intervene by using positive and negative reinforcement to increase the frequency of these behaviors

5. Evaluate the extent to which the intervention actually changed workers' behaviors

1. Assign specific, challenging goals

2. Make sure workers truly accept organizational goals

3. Provide frequent, specific, performance-related feedback