大学人力资源管理教学课件Chapter 6 Individual Performance and Retention

IndividualPerformance

andRetentionChapter61Afterstudyingthischapter,youshouldbeableto:Discusshowmotivationislinkedtoindividualperformance.Identifythechangingnatureofthepsychologicalcontract.Describeseveraltypesofabsenteeismandturnover.Listthefivemajorretentiondeterminantsandidentifyactivitiesrelatedtothem.Outlinetheretentionmanagementprocessandhowtomeasureandassessturnover.2KeytermsMotivation动机Retention保留（人力资源）JobSatisfaction工作满意度OrganizationalCommitment组织认同（义务？）Turnover离职(率)Perception认知、感知3IndividualEmployeePerformanceIndividualPerformanceFactorsIndividualabilitytodotheworkEffortlevelexpendedOrganizationalsupport

Performance(P)=Ability

(A)xEffort(E)xSupport

(S)4ComponentsofIndividualPerformance5IndividualMotivationMotivationThedesirewithinapersoncausingthatpersontoacttoreachagoal.Maslow’sHierarchyofNeedsCategoriesofneedsthatascendinorder;lowerneedsmustbefulfilledbeforepersonwillstrivetomeethigherneeds.PhysiologicalneedsSafetyandsecurityneedsBelongingandloveneedsEsteemneedsSelf-actualizationneedsManagementimplication?6IndividualMotivation(cont’d)Herzberg’sMotivation/HygieneTheoryMotivators—accountforjobsatisfactionandmotivationAchievement•Recognition •WorkitselfResponsibility•AdvancementHygienefactors—causedissatisfactionwithworkInterpersonalrelationshipsCompanypolicy/administrationSupervision•Salary •Workingconditions?Whatshouldmanagersdo?7EquityasaMotivatorEquityTheperceivedfairnessofwhatthepersondoescomparedtowhatthepersonreceives.Theperceptionofthefairvalueofrewards(outcomes)forefforts(inputs)thatindividualsmakewhencomparingtheirresultstoothersintheorganization.Ifunequal,whatarehappening?8ExpectancyTheoryExpectancyIndividualsbasedecisionsabouttheirbehaviorsontheirexpectationsthatoneoranotherbehaviorsismorelikelytoleadtoneededordesiredoutcomes.Effort-to-PerformanceExpectationsBeliefintheabilitytoperformthetaskwellPerformance-to-RewardLinkageBeliefthathighperformancewillresultinreceivingrewardsValueofRewardsTherewardshavevaluetotheindividual9SimplifiedExpectancyModelofMotivation10ManagementImplicationsfor

MotivatingPerformanceTheneedforcomprehensivestrategiesandtacticstoaddressbothequityandexpectationsofemployees.Theprovisionoftrainingtoencouragehighperformance.Thedevelopmentofevaluationmethodsthatproperlyappraiseandrewardperformance.Anunderstandingofwhatkindsofrewardsaredesiredandvaluedbyemployees.11ReinforcementTheoryBasedonprinciplesofbehaviorismOperantconditioning(Skinner)behavioriscontrolledbyitsconsequencesconsequencescanincreases/decreaselikelihoodofbehavior12ReinforcementToolsPositiveReinforcementGettingdesiredoutcomesforperformingneededworkbehaviorsNegativeReinforcementEliminatingundesiredoutcomesoncethedesiredbehavioroccursExtinctionCurtailingtheperformanceofadysfunctionalbehaviorbyeliminatingwhateverisreinforcingit.PunishmentAdministeringanundesired/negativeconsequencetoimmediatelystopadysfunctionalbehavior.13Individual/OrganizationalRelationshipsThePsychologicalContractTheunwrittenexpectationsemployeesandemployershaveaboutthenatureoftheirworkrelationships.Affectedbyageofemployeeandchangesineconomicconditions.14ComponentsofthePsychologicalContractEmployersprovide:CompetitivecompensationandbenefitsCareerdevelopmentopportunitiesFlexibilitytobalanceworkandhomelifeEmployeescontribute:ContinuousskillimprovementReasonabletimewiththeorganizationExtraeffortwhenneeded15JobSatisfactionand

OrganizationalCommitmentJobSatisfactionApositiveemotionalstateresultingfromevaluatingone’sjobexperience.OrganizationCommitment(Loyalty)Thedegreetowhichemployeesbelieveinandacceptorganizationalgoalsanddesiretoremainwiththeorganization.16FactorsAffectingJobPerformance

andOrganizationalCommitment17JobSatisfactionand

OrganizationalCommitmentAbsenteeismInvoluntaryabsenteeismUnavoidablewithunderstandablecause(e.g.,actualillness)VoluntaryabsenteeismAvoidablewithoutjustifiablecause(e.g.,feigningillness)Measuringabsenteeism18ReasonsforUnscheduledAbsencesSource:BasedondatafromCCHAbsenteeismSurvey,CCHHumanResourcesManagement,November1,2000.19Howcontrolabsenteeism?20TurnoverTheprocessinwhichemployeesleavetheorganizationandhavetobereplaced.21Turnovertypes22RetentionofHumanResourcesImpactofRetentionFailureInabilitytoachievebusinessgoalsLossof“image”toattractotherindividualsHighcostsofturnoverandreplacement23RetentionofHumanResourcesWhyPeopleStayGreatcompanyValueandculture,well-managed,andoffersexcitingchallengesGreatjobFreedomandautonomy,excitingchallenges,andcareeradvancementandgrowthCompensationandlifestyleDifferentiatedpaypackage,hightotalcompensation,geographiclocation,andrespectforlifestyle24MostCommonReasonsWhy

EmployeesVoluntarilyLeaveSource:Basedon2000SHRMRetentionPracticesSurvey(Alexandria,VA:SocietyforHumanResourceManagement,2000).Permissionrequested.25RetentionDeterminants26DesiredOrganizationalCharacteristicsSource:TheRightCommuniqué,FirstQuarter2001,7.Usedwithpermission27TheRetentionManagementProcess28TheRetentionManagementProcessMeasuringTurnoverWaysinwhichtomeasureturnoverJobandjoblevelsDepartment,units,andlocationReasonforleavingLengthofserviceDemographiccharacteristicsEducationandtrainingKnowledge,skillsandabilitiesPerformanceratings/levelsComputingtheturnoverrate:29SimplifiedTurnoverCostingModel30TheRetentionManagementProcessCostsofTurnoverHiringcosts TrainingcostsProductivitycosts SeparationcostsEmployeeSurveysAttitudesurvey—focusesonemployees’feelingsandbeliefsabouttheirjobsandtheorganization.ExitInterviewsAninterviewinwhichindividualsareaskedtoidentifyrea