The main contents of the chapter consist of the following: Performance appraisal & feedback, pay and benefits, career stages, sources of stress, political strategies for gaining and maintaining power, conflict management techniques, successful conflict resolution,. | Management Practices Lecture-32 1 Last Lecture Revision of Lecture 1-15 2 Today’s Lecture Revision- Lecture 16 to 30 3 Performance Appraisal & Feedback Trait Appraisals: evaluate on traits (skills, abilities) related to the job. Problem: Even though a worker has the trait, they may not use it in the job and it is hard to give feedback. Behavior Appraisals: how a worker does the job. Focuses on what a worker does and provides good feedback options. Results appraisals: what a worker accomplishes. Sales reps are usually evaluated on what they sell. Objective appraisals: based on facts (sales figures) Subjective appraisals: based on a manager’s perceptions of traits, behavior, or results. Many rating scales used to overcome subjective problems. 4 Pay and Benefits Pay level: how the firm’s pay incentives compare to other firms in the industry. Managers can decide to offer low or high relative wages. Pay Structure: clusters jobs into categories based on importance, skills, and other issues. | Management Practices Lecture-32 1 Last Lecture Revision of Lecture 1-15 2 Today’s Lecture Revision- Lecture 16 to 30 3 Performance Appraisal & Feedback Trait Appraisals: evaluate on traits (skills, abilities) related to the job. Problem: Even though a worker has the trait, they may not use it in the job and it is hard to give feedback. Behavior Appraisals: how a worker does the job. Focuses on what a worker does and provides good feedback options. Results appraisals: what a worker accomplishes. Sales reps are usually evaluated on what they sell. Objective appraisals: based on facts (sales figures) Subjective appraisals: based on a manager’s perceptions of traits, behavior, or results. Many rating scales used to overcome subjective problems. 4 Pay and Benefits Pay level: how the firm’s pay incentives compare to other firms in the industry. Managers can decide to offer low or high relative wages. Pay Structure: clusters jobs into categories based on importance, skills, and other issues. Benefits: Some are required (social security, workers comp). Others (health insurance, day care, and others) are provided at the employers option. Cafeteria-style plan: employee can choose the best mix of benefits for them. Can be hard to manage. 5 The Big Five Extroversion: people are positive and feel good about themselves and the world. Managers high on this trait are sociable, friendly. Negative Affectivity: people experience negative moods, are critical, and distressed. Managers are often critical and feel angry with others and themselves. Agreeableness: people like to get along with others. Managers are likable, and care about others. Conscientiousness: people tend to be careful, persevering. Openness to Experience: people are original, with broad interests. 6 Career Stages Preparation for Work Organization Entry Early Mid- career Mid- career Late Career 7 Career Stages Preparation for Work: decide on kind of career, determine qualifications needed. Organizational entry: find a
