PPT UEU Teori Perilaku Organisasi Pertemuan 13

  

ORGANIZATIONAL BEHAVIOR

ORGANIZATIONAL BEHAVIOR

  S T E P H E N P. R O B B I N S

  

S T E P H E N P. R O B B I N S

_{E L E V E N T H E D I T I O N}

_{E L E V E N T H E D I T I O N}

_{W W W . P R E N H A L L . C O M / R O B B I N S W W W . P R E N H A L L . C O M / R O B B I N S © 2005 Prentice Hall Inc. © 2005 Prentice Hall Inc. PowerPoint Presentation PowerPoint Presentation} Human Resource Policies and Practices Pertemuan 13 Muhammad Arief Prodi MIK Fakultas Ilmu-Ilmu Kesehatan Selection Devices Selection Devices

• Interviews

  Are the most frequently used selection tool. – Carry a great deal of weight in the selection process. – Can be biased toward those who “interview well.” – Should be structured to ensure against distortion due – to interviewers’ biases. Are better for assessing applied mental skills, – conscientiousness, interpersonal skills, and person- organization fit of the applicant. The Selection Process The Selection Process

  Initial Selection Substantive Selection Contingent Selection ^{Applicants who don’t meet basic requirements are rejected. Applicants who meet basic requirements, but are less qualified than others, are rejected. Applicants who are among best} _{qualified, but who fail contingent selection, are rejected.}

  Applicant receives job offer. _{E X H I B I T 18–1 E X H I B I T 18–1} Selection Devices (cont’d) Selection Devices (cont’d)

• Written Tests
• – Renewed employer interest in testing applicants for:
• Intelligence: trainable to do the job?
• Aptitude: could do job?
• Ability: can do the job?
• Interest (attitude): would/will do the job?
• Integrity: trust to do the job?
• – Tests must show a valid connection to job-related performance requirements.
Selection Devices (cont’d) Selection Devices (cont’d)

• Performance-Simulation Tests
• – Based on job-related performance requirements.
• – Yield validities (correlation with job performance) superior to written aptitude and personality tests.

  Work Sample Tests Creating a miniature replica of a job to evaluate the performance abilities of job candidates.

  Assessment Centers A set of performance-simulation tests designed to evaluate a candidate’s managerial potential.

  Training and Development Programs Training and Development Programs

  Technical

  Skills

  Technical

  Technical

  Skills

  Skills

  Technical

  Skills

  Basic Literacy

  Skills

  Basic Literacy

  Basic Literacy

  Skills

  Skills

  Basic Literacy

  Skills

Types of Types of Training Training Types of Types of Training Training

  Interpersonal

  Skills

  Skills

  Interpersonal

  Interpersonal

  Skills

  Skills

  Problem Solving

  Problem Solving

  Skills

  Skills

  Problem Solving

  Problem Solving

  Skills

  Skills

  Interpersonal What About Ethics Training? What About Ethics Training?

• Argument against ethics  Arguments for ethics

  training training

  Personal values and –

• – Values can be learned

  value systems are fixed and changed after early at an early age. childhood.

  Training helps employees – recognize ethical dilemmas and become aware of ethical issues related to their actions. Training reaffirms the – organization’s expectation that members will act ethically. Training Methods Training Methods

  Formal Training E-training Formal Training E-training

  Formal Training E-training Formal Training E-training

  

Individual and

  Individual and

  Individual and

  Individual and

  Off-the-Job Off-the-Job

  Off-the-Job Off-the-Job

  Informal Training Informal Training

  

Group Training

  Group Training

  Informal Training Informal Training

  

Group Training

  Group Training

  Training Training

  Training Training

  

Methods

  Methods

  

Methods

  Methods

  

On-the-Job

On-the-Job

  On-the-Job On-the-Job

  

Training Training Training Training Individualizing Formal Training to Fit the Employee’s Learning Style Individualizing Formal Training to Fit the Employee’s Learning Style

  Participation and Participation and Experiential

  Lectures

  Learning Styles

  Styles Learning

  Learning Styles

  Visual Aids Learning

  Visual Aids

  Visual Aids

  Visual Aids

  Lectures

  Lectures

  Lectures

  Experiential

  Readings

  Readings

  Readings

  Readings

  Exercises

  Exercises

  Experiential

  Participation and Participation and Experiential

  Exercises

  Exercises

  Styles Performance Evaluation Performance Evaluation

• Purposes of Performance Evaluation

  Making general human resource decisions. –

• Promotions, transfers, and terminations

  Identifying training and development needs. –

• Employee skills and competencies – Validating selection and development programs.
• Employee performance compared to selection evaluation and anticipated performance results of participation in training

  Providing feedback to employees. –

• The organization’s view of their current performance
• – Supplying the basis for rewards allocation decisions.
• Merit pay increases and other rewards

Performance Evaluation (cont’d) Performance Evaluation (cont’d)

• Performance Evaluation and Motivation
• – If employees are to be motivated to perform, then:
• Performance objectives must be clear.
• Performance criteria must be related to the job.
• Performance must be accurately evaluated.
• Performance must be properly rewarded.

  Traits Traits Traits Traits Individual Task Individual Task Outcomes Outcomes Individual Task Individual Task Outcomes Outcomes Behaviors Behaviors Behaviors Behaviors Performance Performance Evaluation Evaluation Performance Performance Evaluation Evaluation

  Performance Evaluation (cont’d) Performance Evaluation (cont’d)

• What Do We Evaluate?

  Immediate Immediate Supervisor Supervisor Peers Peers Self-Evaluation Self-Evaluation Immediate Immediate Subordinates Subordinates

  Performance Evaluation (cont’d)

Performance Evaluation (cont’d)

• Who Should Do the Evaluating?

  The primary objective of the 360- 360-Degree

  360-Degree degree performance evaluation is

  Evaluations to pool feedback from all of the

  Evaluations employee’s customers. _{Source: Adapted from Personnel Journal, November 1994, p. 100.}

  E X H I B I T 18–2 _{E X H I B I T 18–2} Methods of Performance Evaluation Methods of Performance Evaluation

Written Essay

  A narrative describing an employee’s strengths, weaknesses, past performances, potential, and suggestions for improvement.

Critical Incidents

  Evaluating the behaviors that are key in making the

difference between executing a job effectively and executing it ineffectively. Methods of Performance Evaluation (cont’d) Methods of Performance Evaluation (cont’d)

Graphic Rating Scales

  An evaluation method in which the evaluator rates performance factors on an incremental scale.

  Keeps up with current policies and regulations.

  1

  2

  1

  2

  3

  3

  4

  4

  5

  5 X

X Fully

  Completely

  Fully Completely

  Informed Unaware

  Informed Unaware Methods of Performance Evaluation (cont’d) Methods of Performance Evaluation (cont’d) Oversleeps for class.

Behaviorally Anchored Rating Scales (BARS)

  Gets to class on time, but nods off immediately. Stays awake in class but is inattentive. Alert and takes occasional notes. Pays close attention and regularly takes notes. Passes next examination and graduates on time.

  Scales that combine major elements from the critical incident and graphic rating scale approaches: The appraiser rates the employees based on items along a continuum, but the points are examples of actual behavior on a given job rather than general descriptions or traits.

  Methods of Performance Evaluation (cont’d)

Methods of Performance Evaluation (cont’d)

• Forced Comparisons

  Evaluating one individual’s performance relative – to the performance of another individual or others.

Group Order Ranking

  An evaluation method that places employees into a particular classification, such as quartiles.

  Individual Ranking

An evaluation method that rank-orders employees

from best to worse.

  

Suggestions for Improving Performance Evaluations

Suggestions for Improving Performance Evaluations Use multiple evaluators to overcome rater biases.

  Use multiple evaluators to overcome rater biases.

  Use multiple evaluators to overcome rater biases.

  Use multiple evaluators to overcome rater biases.

  Evaluate selectively based on evaluator competence.

  Evaluate selectively based on evaluator competence.

  Evaluate selectively based on evaluator competence.

  Evaluate selectively based on evaluator competence.

  Train evaluators to improve rater accuracy.

  Train evaluators to improve rater accuracy.

  Train evaluators to improve rater accuracy.

  Train evaluators to improve rater accuracy.

  Provide employees with due process.

  Provide employees with due process.

  Provide employees with due process.

  Provide employees with due process. Providing Performance Feedback Providing Performance Feedback

• Why Managers Are Reluctant to Give

Feedback

  Uncomfortable discussing performance – weaknesses directly with employees.

• – Employees tend to become defensive when

  their weaknesses are discussed.

  Employees tend to have an inflated – assessment of their own performance.

• Solutions to Improving Feedback

  Train managers in giving effective feedback. –

• – Use performance review as counseling activity than as a judgment process.

  

International HR Practices: Selected Issues

International HR Practices: Selected Issues

• Selection – Few common procedures, differ by nation.
• Performance Evaluation
• – Not emphasized or considered appropriate in many

  cultures due to differences in:

• Individualism versus collectivism.
• A person’s relationship to the environment.
• Time orientation (long- or short-term).
• Focus on responsibility.

Managing Diversity in Organizations Managing Diversity in Organizations

  Work Work

  Integration or Segmentation

Work - Life Conflicts

  

Work - Life Conflicts

Work - Life Conflicts Work - Life Conflicts

Personal Personal Life Life

  Work/Life Initiatives Work/Life Initiatives

  Strategy Program or Policy Time-based Flextime strategies Job sharing Part-time work Leave for new parents Telecommuting Closing plants/offices for special occasions Information-based Intranet work/life Web site strategies Relocation assistance Eldercare resources Money-based Vouchers for child care strategies Flexible benefits Adoption assistance Discounts for child care tuition _{Moskowitz, “The Best in the Worst of Times,” Fortune, February 4, 2002, pp. 60–90. Exercise,” Journal of Management Education, April 2002, p. 210; and R. Levering and M. Source: Based on C. A. Thompson, “Managing the Work-Life Balancing Act: An Introductory} Leave with pay _{E X H I B I T 18–4 E X H I B I T 18–4}

  Work/Life Initiatives Work/Life Initiatives

  E X H I B I T 18–4 (cont’d) ^{E X H I B I T 18–4 (cont’d)}

  Strategy Program or Policy Direct services On-site child care Emergency back-up care On-site health/beauty services Concierge services Take-out dinners Culture-change Training for managers to help employees strategies deal with work/life conflicts Tie manager pay to employee satisfaction Focus on employees’ actual performance, not “face time” _{Source: Based on C. A. Thompson, “Managing the Work-Life Balancing Act: An Introductory} Exercise,” Journal of Management Education, April 2002, p. 210; and R. Levering and M. _{Moskowitz, “The Best in the Worst of Times,” Fortune, February 4, 2002, pp. 60–90.}

  

Managing Diversity in Organizations (cont’d)

Managing Diversity in Organizations (cont’d)

• Diversity Training

  Participants learn to value individual differences, – increase cross-cultural understanding, and confront stereotypes. Career Development Responsibilities Career Development Responsibilities

• Organization
• Employees – Know yourself.
• – Clearly communicate

  organization’s goals and future strategies.

• – Manage your reputation.
• – Build and maintain network contacts.
• – Keep current.
• – Balance your generalist
• – Create growth opportunities.
• – Offer financial assistance.
• – Provide time for employees to learn.

  and specialist competencies.

• – Document your achievement.
• – Keep your options open.

Chapter Check-Up: HR Policies

  What are your views on work- life initiatives? What pros and cons can you see for an organization considering implementing programs of this sort?

  Chapter Check-Up: HR Policies Marie just finished her first job interview for a

  Marie just finished her first job interview for a

  

position as a call center representative for a

  position as a call center representative for a

  book distributor. In her interview, she was asked

  book distributor. In her interview, she was asked

  if she’s ever been in prison. She wonders if this

  if she’s ever been in prison. She wonders if this

  is a usual and legal question. Your thoughts? is a usual and legal question. Your thoughts?

A question about a criminal record can only be asked if it is directly

related to the position; in this case, it is not obvious why this

position would require that information.

Chapter Check-Up: HR Policies

  At which stage of the

selection process do you

think a company’s culture

becomes clear to an

employee? Discuss with a

classmate.