Rewards & compensation Multiple hurdle PE The Invisible Eye? Electronic Performance
Monitoring and Employee Job Performance By Devasheesh P.Le Bhave
Presenter: Linda Key Terms Electronic Performance Monitoring (EPM) Counterproductive Work Behaviors (CWBs) Organizational Citizenship Behaviors (OCBs)
Task Performance Method Study conducted at 2 large call centers Used a web-based and paper-based survey Evaluated CSRs based on 3 performance
dimensions Measures Supervisory Use of EPM Call Complexity OCBs, CWBs, Task Performance
Call Quality Results Results
Take-Home Message Make sure the EPM system is in compliance with privacy laws Offer Supervisors training programs EPM system also helps improve performance evaluation validity
Inherently Relational: Interactions Between Peers and Individuals Personalities Impact Reward Giving and Appraisal of Individual Performance
Presenter: Linda Do Key Terms Extraversion Agreeableness
Dyadic Method Study conducted for extra-credit in an upper management course
Online questionnaire about team members, processes and participants own personality Measures Performance evaluations
Agreeableness Extraversion Results Results
Take home message Formal Training Break Rooms
Weighted Performance Evaluations ARE TELECOMMUTERS REMOTELY GOOD CITIZENS? UNPACKING TELECOMMUTINGS EFFECTS
ON PERFORMANCE VIA IPresenter: David Salgado Key Terms Telecommuting Intensity Contextual Performance Interpersonal Facilitation
Job Dedication Leader-Member Exchange (LMX) High Method Surveyed employees and supervisors from wide
assortment of organizations that vary in the extent of telecommuting afforded to employees 323 employees 143 supervisors Measures
Telecommuting and Telecommuting Intensity Task Performance Contextual Performance LMX Results
Results Results Take home message
Treat Telecommuting as a benefit that is mutually beneficial to the employee and company A form of work redesign that generates autonomy perceptions Form organizational policies pertaining to telecommuting Eligibility
Rocking the Boat but Keeping It Steady: The Role of Emotion Regulation in Employee Voice
Deep Acting Kotters 8 Steps Emotional Regulation Extraversion
Method Optometry company Customer-service-intensive Emotion regulation knowledge is relevant Sample: 100 employees
Of the 209 total Measures Emotional Labor Strategies Tested Surface and Deep acting Self Reported and scored on a 7-point scale
Emotion Regulation Knowledge STEM - Situational Test of Emotion Management Graded against experts scores Measures continued
Voice and Performance Evaluations Panel of three HR managers Evaluated on a 7-point scale Extraversion Five Factor Model
5-point scale Results Take-Home Message Change the culture through a constructive confrontation approach
Apply change management best practices such as Kotters 8 steps Establish executive sponsorship Educate middle management on the desired behaviors and practices Reward and recognize the new behaviors Group Take-Home Message
Organizations need to reduce bias by having screenings on performance evaluation. Supervisors must give constant feedback and keep consistent documentation of employees Organizations need to institute a culture change which encourages constructive confrontation
This will improve the relationship between middle and frontline employees
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frh. Aðrir státa af fjarskiptum kringum jarðkringluna með einföldum heimasmíðuðum tækjum og sáralitlu afli úr vasaljósarafhlöðum, meðan enn aðrir eru miklir keppnismenn og leggja metnað í öfluga senda og loftnet og ná árangri í alþjóðlegum keppnum amatöra.
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