Ebook Perilaku Organisasi Stephen P Robbins Edisi 16
Kepuasan Kerja, Dan Kinerja Dengan Komitmen Organisasi Sebagai. Intervening (Studi Pada PT. Yudhistira Ghalia Indonesia Area. Skripsi Fakultas Ekonomi UNDIP. Guritno, Bambang dan Waridin. Pengaruh Persepsi Karyawan Mengenai. Perilaku Kepemimpinan, Kepuasan Kerja Dan Motivasi Terhadap Kinerja. Beli Perilaku Organisasi Organizational Behavior Edisi 16.Stephen P. Robbins Timothy A.Judge dengan harga murah Rp152.800 di Lapak AJIBAYUSTORE ajibayustore - Solo. Pengiriman cepat Pembayaran 100% aman.
Perpustakaan Digital Universitas Negeri Malang Koleksi Buku Buku 2008 Robbins, Stephen P. 'Perilaku organisasi = organizational behavior buku 1 / Stephen P. Robbins, Timothy A.
Judge; Penerjemah: Diana Angelica '2008 Judul Penulis Tahun Label Penerbit Tersedia Subyek: Perilaku organisasi = organizational behavior buku 1 / Stephen P. Robbins, Timothy A. Judge; Penerjemah: Diana Angelica: Robbins, Stephen P.: 2008: 658.3 ROB p: Jakarta: Salemba Empat:5: 1. MANAJEMEN PERSONALIA 2. KEPUASAN KERJA 3. MOTIVASI KERJApage 1 / 1 Powered by TCPDF (www.tcpdf.org).
Ebook Perilaku Organisasi Stephen P Robbins Edisi 16 Indonesia
Organizational Behaviour Stephen Robbins Chapter 17.1.ORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N SE L E V E N T H E D I T I O NW 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 Presentationby Charlie CookChapter 17Human ResourcePolicies and Practices.© 2005 Prentice Hall Inc. All rights reserved.
17–2Selection 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 dueto interviewers’ biases.– Are better for assessing applied mental skills,conscientiousness, interpersonal skills, and person-organization fit of the applicant.© 2005 Prentice Hall Inc. All rights reserved. 17–3Selection 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-relatedperformance requirements.© 2005 Prentice Hall Inc. All rights reserved.
17–4Selection 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 TestsCreating a miniature replica of a job to evaluatethe performance abilities of job candidates.Assessment CentersA set of performance-simulation tests designedto evaluate a candidate’s managerial potential.© 2005 Prentice Hall Inc. All rights reserved. 17–5What About Ethics Training? Argument against ethicstraining– Personal values andvalue systems are fixedat an early age. Arguments for ethicstraining– Values can be learnedand changed after earlychildhood.– Training helps employeesrecognize ethicaldilemmas and becomeaware of ethical issuesrelated to their actions.– Training reaffirms theorganization’sexpectation thatmembers will actethically.© 2005 Prentice Hall Inc. All rights reserved.
17–6Training MethodsIndividual andGroup TrainingMethodsFormal TrainingInformal TrainingOn-the-JobTrainingOff-the-JobTrainingE-training.© 2005 Prentice Hall Inc. All rights reserved. 17–7Individualizing Formal Training to Fit theEmployee’s Learning StyleParticipation andExperientialExercisesReadings LecturesVisual AidsLearningStyles.© 2005 Prentice Hall Inc.
All rights reserved. 17–8Career Development Responsibilities Organization– Clearly communicateorganization’s goalsand future strategies.– Create growthopportunities.– Offer financialassistance.– Provide time foremployees to learn. Employees– Know yourself.– Manage your reputation.– Build and maintainnetwork contacts.– Keep current.– Balance your generalistand specialistcompetencies.– Document yourachievement.– Keep your options open.© 2005 Prentice Hall Inc. All rights reserved. 17–9Performance 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 evaluationand anticipated performance results of participation intraining.– Providing feedback to employees.
Regular anti-virus software relies on large signature databases, which may be irregular at times. 
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. 17–10Performance 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.
17–11Performance Evaluation (cont’d) What Do We Evaluate?TraitsIndividual TaskOutcomesBehaviorsPerformanceEvaluation.© 2005 Prentice Hall Inc. All rights reserved. 17–12Performance Evaluation (cont’d) Who Should Do the Evaluating?ImmediateSupervisorPeersSelf-EvaluationImmediateSubordinates.© 2005 Prentice Hall Inc. All rights reserved. 17–13Methods of Performance EvaluationWritten EssayA narrative describing an employee’s strengths,weaknesses, past performances, potential, andsuggestions for improvement.Critical IncidentsEvaluating the behaviors that are key in making thedifference between executing a job effectively andexecuting it ineffectively.© 2005 Prentice Hall Inc.
All rights reserved. 17–14Methods of Performance Evaluation (cont’d)Keeps up with currentpolicies and regulations.1 2 3 4 5CompletelyUnawareFullyInformedXXGraphic Rating ScalesAn evaluation method in which the evaluator ratesperformance factors on an incremental scale.© 2005 Prentice Hall Inc.
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