Unit 3
Mediating Conflict Resolution
1.Begin by establishing a constructive environment. 2.Ask each person to explain what the problem is 3.Have individuals state what they want to accomplish or what will satisfy them. 4.Restate in your own words each person's position. 5.Have all participants suggest as many solutions as they can. 6.Encourage the employees to select a solution that benefits all of them. 7.Summarize what has been discussed and agreed on.
Merchandise Losses at Retailers
41% Employee theft 33% Shoplifting 28% Other (inc. administrative error, vendor fraud, credit card chargebacks)
Positive Aspects of Conflict
Can bring about necessary change
Types of Appraisals
Graphic rating scales Paired-comparison approach Forced-choice approach Essay appraisal Behaviorally Anchored Rating Scales (BARS) Checklist appraisal Critical-incident appraisal Work-standards approach Management by Objectives (MBO) 360-degree feedback
when managing conflict describe the types of conflict and how to manage each
Interpersonal You can use conflict management to resolve, Compromise, forcing, or avoiding. Intrapersonal Structural Strategic You can use political strategies like building relationships and helping others , initiate socializing, build a power base, and by implementing change
describe the types of apriasals and the difference between each
Performance appraisal •Formal feedback on how well an employee is performing his or her job Graphic rating scales •Rates the degree to which an employee has achieved various characteristics •Most commonly used Paired-comparison approach •Measures the relative performance of employees in a group •Appropriate to find one outstanding employee in a group •Drawback: possible harm to morale and teamwork Forced-choice approach •Presents an appraiser with sets of statements describing employee behavior; the appraiser must choose which statement is most characteristic of the employee and which is least characteristic Essay appraisal •Often used with other types of appraisals, such as graphic rating scales •Drawback: depends on supervisor's writing skills Behaviorally Anchored Rating Scales (BARS) •A performance appraisal in which an employee is rated on scales containing statements describing performance in several areas •Advantages: can be tailored to organization's objectives and less subjective Checklist appraisal •Contains a series of questions about an employee's performance •Drawbacks: can be difficult to prepare and a supervisor has no way to adjust the answers for any special circumstances that affect performance Critical-incident appraisal •A performance appraisal in which a supervisor keeps a written record of incidents that show positive and negative ways an employee has acted •supervisor uses this record to assess the employee's performance Work-standards approach •A performance appraisal in which an appraiser compares an employee's performance with objective measures of what the employee should do Management by Objectives (MBO) •A supervisor compares each employee's accomplishments with the objectives for that employee 360-degree feedback •supervisors may combine their appraisals with self-assessments by the employee or appraisals by peers and customers. •Appraisals of supervisors and other managers also may come from their subordinates
Personal Power
Power that arises from an individual's personal characteristics
Position power
Power that comes from a person's formal role in an organization
Demotion
Transfer of an employee to a job involving less responsibility and usually lower pay
Possible Steps in the Discipline Process
Warning(s) -> Suspension -> Demotion -> Dismissal
Describe the discipline process all the steps to progressive discipline there are 4
Warnings Suspension Demotion Dismissal •Suspension Requirement that an employee not come to work for a set period of time; the employee is not paid for the time off •Demotion Transfer of an employee to a job involving less responsibility and usually lower pay
in cultures where people place a higher value on quality
an avoidance strategy
to purpose a new change effectively a supervisor should begin by
analyzing it
a company based program for providing counseling
any employee assistance program
Supervisors do not decide WHETHER organizations should change,
but HOW to make the changes work.
the pair comparison approach
can be used when the supervisors can find one one outstanding employee that can be used as a comparison
a day off during which a problem employee is deciding to return to work
decision making leave
when a supervisor suspects a problem with a troubled employee
document the problem
a performance appraisal where you focus on results
driving to the extent until an employee has met those objectives
select the correct statement about work and family demands
employees tend to choose both rather than choosing one over the other
one of the drawbacks to reviewing wages and salaries
employees tend to focus on the money issue
EEOC
equal employment opportunity commission
once the supervisor has decided to confront a troubled employee the last step is to
explain the consequences of what will happen if you don't change
when discussing the problem with the employee the supervisor should
focus on solving the problem
when a supervisor confronts a troubled employee
giving employees a fair chance
which of the following is not a guideline that supervisors
high bad news
the first step in conflict resoltion
is understanding what the conflict really is
a demotion
is when a transfer for an employee job with less responsibility
refreezing as
it involves people making a new behavior part of their routine
it is true about what Joseph our boss says about you pat is guilty of
labeling people with certain characteristics
it is true what joesph our boss says about you you are not a team player
labeling people with certain characteristics
rehab of troubled employees tends to be
less costly then hiring and training a new employee
when responding to a conflict and the other person is emotional you should
let the person vent
since change is an organization of life
must decide how to make the changes work
lumins modle of change regarding refreezing
new behavior apart of their routine
According the equal employment opportunity commission general guidelines conduct a performance appraisal
not perceived to be discriminatory
according to the employee equal opportunity commission guidelines
performance appraisal related to the job and succeeding on the job
dicipline designed to prevent a problem behavior from beginning
positive dicipline
positive work related achievements that each employee was able to acheive
reinforcing performance
an effective program of positive discipline in which employees' voluntarily follow the rules and try to meet performance standards
self discipline
if a supervisor has control over scheduling the change
should make sure the deadlines are reasonable
a superviors ultimating goal in administering discipline is to
solve the problem without terminating the employee
a requirement that and employee not come in to work and is not paid for that time
suspension
the employee not come back for a specified period of time is
suspension
Counseling
the process of learning about an individual's personal problem and helping him or her resolve it.
Conflict
the struggle that results from incompatible or opposing needs, feelings, thoughts, or demands within a person or between two or more people
change is a fact of organizational life
they must decide how to make the changes work
when a supervisor believes problems are occurring because an employee is troubled
top management needs to investigate human resources
model of change
unfreezing people recognizing a need for change
in a win loose conflit resolution resolves
with one party winning and one losing
when responding to a conflict
you should let that person vent
Decision-making leave (Positive Discipline)
•A day off during which a problem employee is supposed to decide whether to return to work and meet standards or to stay away for good
Critical-incident appraisal
•A performance appraisal in which a supervisor keeps a written record of incidents that show positive and negative ways an employee has acted •supervisor uses this record to assess the employee's performance
Work-standards approach
•A performance appraisal in which an appraiser compares an employee's performance with objective measures of what the employee should do
Behaviorally Anchored Rating Scales (BARS)
•A performance appraisal in which an employee is rated on scales containing statements describing performance in several areas •Advantages: can be tailored to organization's objectives and less subjective
Absenteeism and Tardiness
•A recent survey found that absenteeism cost employers as much as $765,000 per year .•The most common reasons given for taking unscheduled time off are personal illness and family issues.
Management by Objectives (MBO)
•A supervisor compares each employee's accomplishments with the objectives for that employee
Alcohol and Drug abuse
•About 1 out of 10 workers abuse or are dependent on alcohol or drugs .•The ADA treats substance abuse arising from an addiction as a disability. •Actions taken with regard to the employee should focus on work performance, not the substance abuse itself.
Problems Requiring Special Attention
•Absenteeism and tardiness •Insubordination and uncooperativeness •Alcohol and drug abuse •Workplace violence •Theft
Directive counseling
•An approach to counseling in which the supervisor asks the employee questions about the specific problem; when the supervisor understands the problem, he suggests ways to handle it
Nondirective counseling
•An approach to counseling in which the supervisor primarily listens, encouraging the employee to look for the source of the problem and propose possible solutions
At many organizations, socializing is one way of getting ahead.
•Avoid behaviors such as getting drunk at parties or dating subordinates. •Be sensible, but natural.
Except for simple changes, a supervisor should make proposals in writing.
•Begin with a brief summary of what the change is and why it is desirable. •Provide details about the procedure for change and the costs and benefits involved.
Negative Aspects of Conflict
•Cause stress •Reduce productivity •May cause harm to the organization •Frustration
Checklist appraisal
•Contains a series of questions about an employee's performance •Drawbacks: can be difficult to prepare and a supervisor has no way to adjust the answers for any special circumstances that affect performance
Insubordination and uncooperativeness
•Criticizing •Complaining •Showing a dislike for a supervisor and the organization •Poor work habits
Confrontation of the Troubled Employee
•DOCUMENT the problem •CONFRONT the employee •Review the employee's performance, describing the evidence of a problem •Refer the employee for counseling •EXPLAIN the consequences of not changing
Positive discipline
•Discipline designed to prevent problem behavior from beginning •A supervisor can administer positive discipline by working to create the conditions under which employees are least likely to cause problems
The counseling Interview
•Discussion of the problem •Consideration of possible solutions •Select a solution •Scheduling follow-up meeting
What to Measure in an Appraisal
•Do not label people with certain characteristics. •Focus on behavior and results. •Base conclusions on observations about behavior and results. •Record at least one specific example for each category rated.
Guidelines for Effective Discipline
•Do not wait to act. •Focus on learning about and resolving the issue at hand. •Keep emotions in check. •Make it a private matter. •Be consistent in administering discipline. •Keep a record of disciplinary actions taken and the basis for the discipline.
Workplace Violence
•Domestic violence is a contributing factor to workplace violence. •Domestic violence is behind millions of days of absences each year, and millions more in lost productivity
Work on a solution
•Find a solution together •Agree on how to carry out the solution •Implement the solution
Unfreezing
•Find out as much as you can about the reasons for the change, and explain those reasons to employees •If you can, roll out the change gradually •Be honest with employees •If the change will involve layoffs, don't try to hide that or any other bad news •Listen to employees' questions and ideas about the change
Performance appraisal
•Formal feedback on how well an employee is performing his or her job
Sources of Bias
•Harshness bias •Rating employees more severely than their performances merit •Similarity bias •The tendency to judge others more positively when they are like yourself •Leniency bias •Rating employees more favorably than their performances merit •Central tendency •The tendency to select employee ratings in the middle of a scale •Proximity bias •The tendency to assign similar scores to items that are near each other on a questionnaire
Questions to help uncover the true source of a performance problem:
•Has the employee performed better in the past? •Has the employee received proper training?•Does the employee know and understand the objectives he or she is to accomplish? •Is the supervisor providing enough feedback and support? •Has the supervisor encouraged and rewarded high performance? •Are other employees with similar abilities performing well or experiencing similar difficulties?
To propose a change effectively, the supervisor should begin by analyzing it.
•How will it help the organization better achieve its goals? •Will it improve quality or productivity? •What steps are required to carry it out? •How much will it cost? •Who will carry it out? •What training will be required?
Detection of the Troubled Employee
•If disciplinary action or counseling seem ineffective at resolving the problem, a supervisor may have a troubled employee. •Look for signs of substance abuse but avoid accusations - instead, focus on job performance.
Benefits of counseling
•Improved job satisfaction and motivation
Possible Causes for Poor Performance
•Inadequate skills •Lack of effort •Shortcomings of the process •External conditions •Personal problems
To help reduce absenteeism:
•Initiate paid time off banks •Create a positive work environment in which morale is strong
Organizational politics
•Intentional acts of influence to enhance or protect the self-interest of individuals or groups
Employee Rights During the Disciplinary Process
•Know job expectations and the consequences of not fulfilling those expectations. •Receive consistent and predictable management action in response to rule violations. •Receive fair discipline based on facts. •Be able to question management's statement of the facts and to present a defense. •Receive progressive discipline. •Be able to appeal a disciplinary action.
Understand the Problem
•Listen to the complaint •Interpret the problem in terms of actions and effects •Agree with something the other person said
Performance Appraisals and Pay Reviews
•Many organizations review an employee's wage or salary level at the time of the performance appraisal. •Employees may focus on the issue of money, diminishing a supervisor's motivating and coaching opportunities.
Paired-comparison approach
•Measures the relative performance of employees in a group •Appropriate to find one outstanding employee in a group •Drawback: possible harm to morale and teamwork
The Discipline Process
•Observe and understand the facts behind problem behavior. •Meet with the employees involved
Essay appraisal
•Often used with other types of appraisals, such as graphic rating scales •Drawback: depends on supervisor's writing skills
Sources of Change
•Organizations change when management sees an opportunity or a need to do things better. •Organizations change when employees form unions or make suggestions on how to improve quality and cut costs. •New laws and regulations often lead to organizational change. •Economic trends can lead to organizational change.
To implement a change, a supervisor must
•Overcome resistance to it •Ensure that the change is made •Create the conditions in which the change is likely to last
Resistance to Change
•People are fearful because change carries the risk of making them worse off •Peoples' resistance to change is greatest when they are not sure what to expect or why the change is necessary.
Forced-choice approach
•Presents an appraiser with sets of statements describing employee behavior; the appraiser must choose which statement is most characteristic of the employee and which is least characteristic
The Performance Appraisal Interview Conducting the interview
•Problem solving and coaching •Signatures •Follow-up
Graphic rating scales
•Rates the degree to which an employee has achieved various characteristics •Most commonly used
Types of Employee Assistance Programs:
•Recovery from substance abuse •Financial or career counseling •Referrals for child care and elder care •AIDS education and counseling •Cultural adjustment counseling
Workplace Violence and Theft
•Security managers say that workplace violence is their number two security threat •An estimated 2 million incidents of workplace violence occur each year. •Workers who abuse alcohol or drugs or who have psychological problems may be more likely to engage in violence at work.
EEOC Guidelines
•The behaviors and characteristics measured by a performance appraisal should be related to the job and to succeeding on the job. •Appraisals should be based on the employee's success in carrying out the essential tasks of a particular job. •An employee should know performance standards in advance.
Factors that can affect the success of change:
•The change agent •Determination of what to change •The kind of change to be made •Individuals affected •Evaluation of change
Refreezing
•The change process is complete only when employees make the new behavior part of their routine. •Backsliding is a natural response; therefore supervisors need to keep everyone on track. •An important part of refreezing is for employees to be rewarded for behavior that shows they have made the desired change
Changing
•The key to implementing change is building on successes. •As employees see the change achieving desirable results, they are more likely to go along with it and even embrace it. •To induce changes in behavior, the change effort should include tangible or intangible rewards for the desired behavior. •Establish reasonable deadlines for the change. •Identify individuals and groups that will begin with a positive attitude.
Theft
•The largest share of merchandise losses at retailers resulted from employee theft.. •Lost time is also more and more often spent surfing the Internet or posting status updates on social media •Information theft is a serious and growing problem.
Compromise
•The parties to the conflict settle on a solution that gives both of them part of what they wanted
Purposes of Performance Appraisal
•To improve, employees need to know how they are doing. •An appraisal can help motivate employees •Performance appraisals are part of the ongoing control process and provide important records for the organization.
Appropriate times to counsel
•When employees need help in determining how to resolve a problem that is affecting their work
Sources of Support
•Your manager •The human resource department •Outside consultant •Labor attorney •Outside human relations specialist •Local Small Business Administration office
Employee assistance program (EAP)
•a company-based program for providing counseling and related help to employees whose personal problems affect their performance
The Performance Appraisal Interview Preparing for the interview
•allow plenty of time for completing the appraisal form •notify the employee about the appraisal interview ahead of time •prepare an appropriate meeting place
Punishment
•an unpleasant consequence given in response to undesirable behavior.
Conflict Resolution
Managing a conflict by confronting the problem and solving it
Counseling Techniques
- Directive Counseling -Non-directive Counseling
Possible Signs of Alcohol or Drug Use
- Slurred speech -clumsy movements and increased accidents -personality changes -decreased ability to work as part of a team -smell of alcohol on the employee's breath -growing carelessness about personal appearance and the detail of the job -increase in absenteeism or tardiness, along with unbelievable excuses -daydreaming -leaving the work area; making frequent visits to the restroom -violence in the workplace
Political Strategies
-Building relationships -Making a good impression -Helping others -Signaling confidence
Benefits of an Employee Assistance Program
-Decreased absenteeism -Reduced accidents and fewer workers' compensation claims -Greater employee retention -Fewer labor disputes -Reduced medical costs because problems are caught and treated earlier
Types of Conflict
-Intrapersonal -Interpersonal -Structural -Stategic
Types of power
-Legitimate -Referent -Expert -Coercive -Reward -Connection -Information
Responding to a conflict
-Listen to the complaint -> -Interpret the problem in terms of actions and effects -> -Agree with something the other person said -> -Find a solution together -> -Agree on how to carry out the solution -> Implement the solution
Sources of change
-Management -Employees -External Forces
Strategies for Conflict Management
-Resolving -Compromising -Forcing -Avoiding
Three phases of change:
-Unfreezing -Changing -Refreezing
Observe and measure individual performance against standards
.•A supervisor should continuously gather information about each employee's performance. •When preparing a performance appraisal, a supervisor compares this information with the standards for the employee being appraised.
Establish and communicate standards for measuring performance
.•Each expectation should be measurable. •A supervisor's task includes deciding how to measure employees' performance and then making sure employees know what will be measured.
Establish and communicate expectations for performance
.•List three to five major responsibilities of each position. •Focus the appraisal on these responsibilities. •Be sure employees know and understand what is expected of them. •Employee are most likely to understand and be committed to objectives they helped develop.
Reinforce performance or provide remedies
.•Point out to employees where they have performed well. •Asking an employee to help solve a problem is often more effective than the supervisor simply stating a remedy.
Categories of Intrapersonal Conflict
1.A choice between two good possibilities 2.A choice between two mixed possibilities 3.A choice between two bad possibilities
Improving Performance
Employee performance -> Supervisor assessment of performance -> Counseling of employees-> Discipline of employee, if needed -> Feedback and monitoring->
Suspension
Requirement that an employee not come to work for a set period of time; the employee is not paid for the time off
Conflict Management
Responding to problems stemming from conflict
Power
The ability to influence people to behave in a certain way
a prefromance aprasial should focus on results
describing the extent to which an employee has satisfied the objectives
a performance appraisal method in which the employee is rated on the scale
a behaviorly rating anchor scale
a hidden agenda is
a central concern that is left unstated
a hidden agenda is
a list of what has to be done
which of the following statements about dismissal is true
an organization cannot regard a dismissal as a success because then it has to recruit and train a new employee
yes or no
checklist apraisial
during a performance appraisal biff the supervisor said to collin the plumber I see you are majoring in management
discrimination against collin
a performance appraisal that rates the degree to which an employee
graphic rating scale
which of the following is not a guidance supervisors may use when implementing change
hide bad news want have your own worries
select the correct statement about performance appraisals and pay reviews
many company review pay during a performance appraisal
paired comparrison approach
measures the relative performance of employees in a group
the person trying to bring about the change is known as
the change ...
Discipline
•Action taken by the supervisor to prevent employees from breaking rules
Forcing
•a person or group with power decides what the outcome will be
The Performance Appraisal Interview Purpose of the interview
•communicate information about an employee's performance. •sets aside time to focus on and discuss the appraisal in private
360-degree feedback
•supervisors may combine their appraisals with self-assessments by the employee or appraisals by peers and customers. •Appraisals of supervisors and other managers also may come from their subordinates
Insubordination
•the deliberate refusal to do what a supervisor or other superior asks
