Buku Perilaku Organisasi Stephen P Robbins Pdf Files

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Organizational Behavior
Management Stephen P Robbins
Buku Perilaku Organisasi Stephen P Robbins

Stephen P Robbins Perilaku Organisasi.pdf. Perpustakaan Universitas Indonesia >> Buku Teks http://www.digilib.ui.ac.id/file?file=pdf/metadata-20100124.pdf. Where those designations appear in this book, and the publisher was aware of a trade- mark claim, the designations have been printed in initial caps or all caps. Library of Congress Cataloging-in-Publication Data. Robbins, Stephen P. Organizational behavior / Stephen P. Robbins, Timothy A.

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Organizational Behaviour Stephen Robbins Chapter 17. 1. ORGANIZATIONAL BEHAVIOR 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 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. All rights reserved.

PowerPoint Presentation by Charlie Cook Chapter 17 Human Resource Policies and Practices. © 2005 Prentice Hall Inc. All rights reserved. 17–2 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.

All rights reserved. 17–3 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?.

All rights reserved. 17–4 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. © 2005 Prentice Hall Inc. All rights reserved.

17–5 What About Ethics Training?  Argument against ethics training – Personal values and value systems are fixed at an early age.  Arguments for ethics training – Values can be learned and changed after early 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.

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© 2005 Prentice Hall Inc. All rights reserved. 17–6 Training Methods Individual and Group Training Methods Formal Training Informal Training On-the-Job Training Off-the-Job Training E-training. © 2005 Prentice Hall Inc. All rights reserved.

17–7 Individualizing Formal Training to Fit the Employee’s Learning Style Participation and Experiential Exercises Readings Lectures Visual Aids Learning Styles. © 2005 Prentice Hall Inc. All rights reserved. 17–8 Career Development Responsibilities  Organization – Clearly communicate organization’s goals and future strategies. – Create growth opportunities.

– Offer financial assistance. – Provide time for employees to learn.  Employees – Know yourself. – Manage your reputation. – Build and maintain network contacts. – Keep current. – Balance your generalist and specialist competencies.

– Document your achievement. – Keep your options open. © 2005 Prentice Hall Inc. All rights reserved. 17–9 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. © 2005 Prentice Hall Inc. All rights reserved. 17–10 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. © 2005 Prentice Hall Inc. All rights reserved. 17–11 Performance Evaluation (cont’d)  What Do We Evaluate? Traits Individual Task Outcomes Behaviors Performance Evaluation. © 2005 Prentice Hall Inc. All rights reserved.

17–12 Performance Evaluation (cont’d)  Who Should Do the Evaluating? Immediate Supervisor Peers Self-Evaluation Immediate Subordinates. © 2005 Prentice Hall Inc. All rights reserved. 17–13 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.

Organizational Behavior

All rights reserved. 17–15 Methods of Performance Evaluation (cont’d) Oversleeps for class. Get 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.

Behaviorally Anchored Rating Scales (BARS) 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. © 2005 Prentice Hall Inc.

Management Stephen P Robbins

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. © 2005 Prentice Hall Inc. All rights reserved. 17–17 Methods of Performance Evaluation (cont’d)  Forced Comparisons (cont’d) Paired Comparison An evaluation method that compares each employee with every other employee and assigns a summary ranking based on the number of superior scores that the employee achieves.

© 2005 Prentice Hall Inc. All rights reserved. 17–18 Providing Performance Feedback  Why Managers Are Reluctance 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.

– Provides employees with information about their current performance – Affects employee motivation to continue performing.  What About Team Performance Evaluations? Tie the team’s results to the organization’s goals. Begin with the team’s customers and the work process the team follows to satisfy customer needs. Measure both team and individual performance. Train the team to create its own measures.

 Performance Evaluation – Not emphasized or considered appropriate in many cultures due to differences in:. Individualism versus collectivism. A person’s relationship to the environment.

Buku Perilaku Organisasi Stephen P Robbins

Time orientation (long- or short-term). Focus of responsibility.

© 2005 Prentice Hall Inc. All rights reserved. 17–21 Managing Diversity in Organizations (cont’)  Diversity Training – Participants learn to value individual differences, increase cross-cultural understanding, and confront stereotypes. – A typical diversity training program:. Lasts for half a day to three days. Includes role-playing exercises, lectures, discussions, and sharing experiences.