Buz-Z 302Exam # 2 Study Guide Lectures: 9-14Lecture 10(February 20th) -MotivationoMotivation is an integral part of good managementBut it is only one part of performance-Performance= Motivation x ability x opportunityHigh motivation is a great thing but ability and opportunity are critical as wellLecture 11 (February 25th)-What can we say about motivators?oThere are many motivatorsoWhat motivates depends on the person, the time, and the situationoMotivators often decline in value over timeoMotivating the desired behavior is trickier than it seemsoMotivators often combine in interesting ways-What we cannot say…….oThere is no absolute motivator for any one examples-Three buckets of motivationoThe personoThe supervisor-Someone changing the reward system can add motivation for peopleoThe jobLecture 13 (March 4th)-Expectancy TheoryoShow followers that their efforts will result in good performance(expectancy)oConvince followers that their performance will lead to rewards(instrumentality)-Reinforcement theoryoProvide rewards that followers want(valence)-Person sources(equity, N-ach)-Job Sources(job characteristics)-Why low motivation?oThey do not know what you wantoThey do not think they can do itoThey do not see a consequence(positive or negative)oAny consequences they do see do not matter to themoCREATE A MOTIVATION DIAGNOSTIC TO FIGURE OUT HOW TO MOTIVATE PEOPLE-Act like you are a doctor, motivating a disease-You must have all four points in order to motivate people--Overview of Performance ManagementoSelecting people for the right rolesoHow to motivate those people and make them better-Key issues in evaluating performanceoUses and importanceoMethods-Pros and cons-Use results and behaviorsNot TRAITS-Purposes of Performance ManagementoEvaluation-Lets employees know where they stand relative to objectives and standards set by the organization-Helps employers to develop raises, promotions, pay grades, etc.oDevelopment-Provides employees feedback regarding their strengths/weaknesses so that theycan focus on their energies appropriately-Helps people to get better at their job-Performance Evaluation CriteriaoTraits-Almost always negative for the performance but use widely in management-Trait Scale exampleTrait scales are too subjectiveStrengths(illusory)-Easy/convenient-Consistency across jobs-Intuitive(thinks in terms of traits)Weaknesses-Vague-Error prone-Development?-Legal supportoBehaviorsoResultsoA good combo would be a combo of behaviors and results not just traits-Want to rate what it is really important to performance Lecture 14 (March 6th)- High Impact Selection o Clarify The Contexto Define The Roleo Know Yourself and the Lawo Establish A Process Standardizeo Select the Methods Pick Valid Measureso Structure Your Interviews- Role Performance and Expectationso What is the role in question, and what are the performance expectations?  TDR – tasks, duties, and responsibilitieso Describe the Knowledge, Skills, and Abilities (KSA’s) required to perform the TDRs- Key Issues in Recruitingo Realistic Job Previewso Employee referrals o The importance of Organizational Image- Selection Optionso Predictors  Work Samples – mini replicas of the work being selected for – i.e., internships, tryouts Cognitive Ability Tests Reference letters Biographical data (bio-data) Interviews  structured/unstructured; # of interviewers; STAR – situation, task, action, result- How to choose a selection method?o Validity – predicting performance?o Fairness – avoids discrimination?o Applicability – Cost? Can be used feasibly within the context o Face Validity – Does it seem fair to applicants?- Improving the Interviewo Traditional Unstructured Interview has low validity o Yet Very Popular “No one wants to hire without an interview” o Why such low validity & what to do?o Standardize the format/questions/response ratingso Use multiple interviewers o Structure the Interview to include higher validity predictors  tests work sampleso Example: Case Interviews- The STAR Approacho Situationo Tasko Actiono Result- Key Lessons for Selectiono Focus on Behaviors & Resultso Look for ways to include multiple sources of informationo Use The Most Valid Predictorso Improve The Interviewo Use STARo Use good selection practice to your advantage as a