Various Model Development for Organizational High Performance

M. Khasro Miah Ph.D.

04/28/12

MBA Fall 2010 HRM 650 KsM

Eight Attributes of HighPerformance Teams:

Participative leadership. Creating an interdependency by empowering, freeing up, and serving others Shared responsibility. Establishing an environment in which all team members feel as responsible as the manager for the performance of the work unit Aligned on purpose. Having a sense of common purpose about why the team exists and the function it serves High communication. Creating a climate of trust and open, honest communication Future focused. Seeing change as an opportunity for growth Focused on task. Keeping meetings focused on results Creative talents. Applying individual talents and creativity Rapid response. Identifying and acting on opportunities
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Escalation of Commitment
Psychological and Social Determinants * Ego defense * Individual motivators * Peer pressure * Saving face Organizational Determinants * Breakdown in communication * Politics * Organizational inertia Project Characteristics * A delayed return on the investment * Setbacks attributed to temporary causes Contextual Determinants * External political pressure
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Escalation of commitment

Poor results

or outcomes

MBA Fall 2010 HRM 650 KsM

A Model of Participative Management

Participation in Goal Setting Participation in Decision Making Autonomy Increased control over work behavior Acceptance and Commitment

Security

Contingency Factors * Design of work * Trust * Readiness to Participate

Performance and Innovation

Challenge Participation in Problem Solving Participation in Change

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Completion of Meaningful Tasks Satisfaction

MBA Fall 2010 HRM 650 KsM 4

Goals
Goal: What an individual is trying to accomplish. Directing ones attention Regulating ones effort Increasing ones persistence Encouraging the development of goalattainment strategies or action plans
MBA Fall 2010 HRM 650 KsM

Goals motivate the individual by...

Task performance

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A Systems Model of Motivation and Performance

Desired End-Result Perceived Gap Inputs + Materials & Machinery + Performance Objectives & Expectations + Individual Differences + Training + Job Characteristics + Psychological Climate + Work Flow and Internal Processes

Outputs + Internal and External Customer Satisfaction + Performance + Job Satisfaction + Organizational Commitment + Job Involvement + Absenteeism and Turnover

Transformational Elements
Consequences Performance Monitoring

People
Delay
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Support & Coaching

MBA Fall 2010 HRM 650 KsM

Feedback
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The Job Characteristics Model

Core job characteristics *Skill variety *Task identity *Task significance *Autonomy *Feedback from job Critical psychological states *Experienced meaningfulness of the work *Experienced responsibility for outcomes of the work *Knowledge of the actual results of the work activities Moderators 1. Knowledge and skill 2. Growth need strength 3. Context2010 HRM 650 KsM MBA Fall satisfactions Outcomes *High internal work motivation *High growth satisfaction *High general job satisfaction *High work effectiveness

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Correlates of Job Satisfaction

Variables Related to Satisfaction Motivation Job Involvement Organizational citizenship behavior Organizational commitment Absenteeism Tardiness Turnover Heart Disease Perceived stress Pro-union voting Job performance Life satisfaction Mental health
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Direction of Relationship Positive Positive Positive Positive Negative Negative Negative Negative Negative Negative Positive Positive Positive

Strength of Relationship Moderate Moderate Moderate Strong Weak Weak Moderate Moderate Strong Moderate Weak Moderate Moderate
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MBA Fall 2010 HRM 650 KsM

Causal Attributions: Suspected or inferred causes of someones behavior.

Model and Example of Attribution Process

General Model Of Attribution Process
Antecedent People consider the antecedents of the behavior - Why did the behavior occur? Attribution People determine the causes of behavior - This represents an attribution Consequence Attributions affect our subsequent behavior and expectations about people
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A behavior is observed

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MBA Fall 2010 HRM 650 KsM

Model and Example of Attribution Process (continued)

Attribution Example
Antecedent Attribution Consequence - This employee never did this before. The poor - The performance employee is was due going to personal through a issues bad divorce. outside of - This work. employee is motivated. HRM 650 KsM MBA Fall 2010

An employee turns in a report that contains many errors.

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I will go talk to employee and offer support and coaching.

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Foreign Assignment Cycle

Home Country Experiences
1. Selection and training Unrealistic expectations

Foreign Country Experiences

2. Arrival and adjustment Culture shock

Reassignment 4. Returning home and adjusting Reentry shock

04/28/12 MBA Fall 2010 HRM 650 KsM

3. Settling in and acculturating Lack of support

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Developing An Adaptive Culture

Leaders create and implement a vision and strategies

Success

Leaders emphasize importance of constituencies and leadership

Constituency culture develops as well as an emphasis on leadership

Infrastructure created to preserve and reinforce adaptiveness to constituents

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A Model of Ethical Behavior in the Workplace

Ro Ex le pe cta tio ns
Cultural Influences - Family - Education -Religion - Media/entertainment Organizational Influences - Ethical codes - Organizational culture - Role models - Perceived pressure for results - Rewards/punishment system Political/legal/ economic influences Individual - Personality - Values - Moral principles - History of reinforcement - Gender

Ethical behavior

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MBA Fall 2010 HRM 650 KsM

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Primary and Secondary Dimensions of Diversity

on ati c du E

First language Age

Wo sty rk le

M ex ilita pe ry rie nc e
n igio Rel

Sexual orientation

tion unica Comm yle st

Gender
Mental/ physical abilities and characteristics

Incom e

Ethnic heritage

tus sta ly mi Fa

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ork nce W rie pe Orga ex n role izationa Geographic location and leve l l MBA Fall 2010 HRM 650 KsM

Race

Primary dimensions Secondary dimensions

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Strategic Results: The 4-P Cycle of Continuous Improvement

People (Skilled, motivated people who can handle change. Less stress.) Productivity (Less wasteful, more efficient use of all resources.) Products (Satisfied customers because of better quality goods/services.)

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Processes (Faster, more flexible, leaner, and ethical organizational processes. Organizational learning.) MBA Fall 2010 HRM 650 KsM

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