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Organizational Behavior, 11th edition by John R. Schermerhorn, Jr, Mary Uhl-Bien, James G. Hunt, Richard N. Osborn

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Chapter 6. Motivation and Performance

chapter at a glance

In our busy multi-tasking world where work, family, and leisure are often intertwined, there's much to consider when trying to build high-performance work settings that also fit well with individual needs and goals. Here's what to look for in Chapter 6. Don't forget to check your learning with the Summary Questions & Answers and Self-Test in the end-of-chapter Study Guide.

WHAT IS THE LINK BETWEEN MOTIVATION, PERFORMANCE, AND REWARDS?

Integrated Model of Motivation

Intrinsic and Extrinsic Rewards

Pay for Performance

Pay for Skills

WHAT ARE THE ESSENTIALS OF PERFORMANCE MANAGEMENT?

Performance Management Process

Performance Appraisal Methods

Performance Appraisal Errors

HOW DO JOB DESIGNS INFLUENCE MOTIVATION AND PERFORMANCE?

Scientific Management

Job Enlargement and Job Rotation

Job Enrichment

Job Characteristics Model

WHAT ARE THE MOTIVATIONAL OPPORTUNITIES OF ALTERNATIVE WORK ARRANGEMENTS?

Compressed Work Weeks

Flexible Working Hours

Job Sharing

Telecommuting

Part-Time Work

Would you buy into this vision: high-quality products and minimum impact on the environment? Workers at the outdoor clothing supplier Patagonia Inc. do. Says one MBA who turned down a job with a global giant to start as a stock handler at one of the firm's California stores: "I wanted to work for a company that's driven by values." And those values driving Patagonia begin with the founder, Yvon Chouinard. "Most people want to do good things but don't. At Patagonia," he says, ...

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