Instructor Manual For

Instructor Manual For HR Human Resources 6 th Edition By Angelo DeNisi, Griffin (All Chapters 1-14, 100% Original Verified, A+ Grade)

All Chapters Arranged Reverse:

14-1 This is The Original Instructor Manual For 6 th Edition, All other Files in The Market are Fake/Old/Wrong Edition. 1 / 4

Instructor Manual: DeNisi, Human Resources, 978-0-357-89938-0;

Chapter 14: Managing and Enhancing Performance: The Big Picture Instructor Manual DeNisi, Human Resources, 978-0-357-89938-0; Chapter 14: Managing and Enhancing Performance: The Big Picture

TABLE OF CONTENTS

Purpose and Perspective of the Chapter......................................................................2 Chapter Objectives........................................................................................................2 What’s New in This Chapter........................................................................................2 Chapter Outline.............................................................................................................3 1 © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 2 / 4

Instructor Manual: DeNisi, Human Resources, 978-0-357-89938-0;

Chapter 14: Managing and Enhancing Performance: The Big Picture

PURPOSE AND PERSPECTIVE OF THE CHAPTER

The purpose of this chapter is to focus on the fact that HR activities and programs are supposed to enhance organizational performance. The techniques available for performance enhancement discussed in this chapter focus on improving the performance of the individual or group. The chapter begins with a discussion of issues associated with the relationship between individual-level and firm-level performance.Then there is a discussion of performance-enhancement techniques, including different kinds of work arrangements, incentive- and performance-based pay, and performance management rewards. The chapter concludes with a discussion of how managers can best evaluate their performance-enhancement programs.

CHAPTER OBJECTIVES

The following objectives are addressed in this chapter:

14-1Describe the relationships among performance measured at different levels within an organization, including how training, development, and job redesign can help improve performance.14-2Discuss the role of alternative work arrangements in motivating and enhancing performance.14-3Describe the role of incentive pay, including different programs for individual-based and team-based incentive plans.14-4Discuss the best ways to deliver performance feedback, especially the issues involved with feedback.14-5Discuss how organizations evaluate performance-enhancement programs.14-6Discuss how recent world events have affected the role of HR.

WHAT’S NEW IN THIS CHAPTER

Removed ProMES system from Learning Objectives; discussion of topic remains in text Minor edits 2 © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 3 / 4

Instructor Manual: DeNisi, Human Resources, 978-0-357-89938-0;

Chapter 14: Managing and Enhancing Performance: The Big Picture

CHAPTER OUTLINE

The following outline organizes activities (including any existing discussion questions in PowerPoints or other supplements) and assessments by chapter (and therefore by topic), so that you can see how all the content relates to the topics covered in the text.

I.Opening Case: Leading in a Virtual World

a.The most important leadership skills for a co-located environment are setting clear goals and measurements for projects, providing a consistent focus on the big picture, operating in a highly complex environment promote, and stimulating organizational commitment b.Challenges facing virtual leaders include potential feelings of isolation for remote workers c.Leaders need to use effective communication and team building, work-hour expectations and risk tolerance d.Discussion Activity: 10 minutes total. Several questions for students to consider regarding the information in the case.Do you think virtual leadership requires a different skill set than traditional leadership? Why or why not?How would you feel about working for a boss who lives halfway around the world? How might this affect you as an employee?II.Introduction a.HR managers need to help improve organizational performance b.Part of this is employee satisfaction c.Assumption is that if the performance of all individuals working in a firm improves, then so will the firm’s performance III.Enhancing Performance at Different Levels (PPT slides 4–9) a.Firm-level performance: the level of performance that determines the long-term survival of the firm b.A strong system is where employees can see how their behavior affects firm-level performance, and this is what leads to the development of a culture for performance where employees have the ability, motivation, and opportunity to affect firm-level performance c.Training and development It is possible to adapt training models to individuals or to groups and teams Training and development activities are a very flexible, and often easy, way to begin the performance improvement process d.Job redesign Redesigning jobs so that the work itself will motivate employees to exert greater effort

Job rotation: systematically moving employees from one job to another

Job enlargement: increasing the total number of tasks workers perform based

on the assumption that doing the same basic task over and over is the primary cause of worker dissatisfaction

Job enrichment: attempt to increase both the number of tasks a worker does

and the control the worker has over the job 3 © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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