21036 Study Guide - Final Guide: Presenteeism, Scientific Management
Document Summary
Counterproductive work behaviour (cpw) un-related to work. E(cid:373)plo(cid:455)ee(cid:859)s perspe(cid:272)ti(cid:448)e: (cid:858)d(cid:455)sfu(cid:374)(cid:272)tio(cid:374)al (cid:271)eha(cid:448)iour(cid:859) is see(cid:374) as ratio(cid:374)al/ fu(cid:374)(cid:272)tio(cid:374)al. Underperformance can be explained as: a(cid:374) i(cid:374)di(cid:448)idual (cid:449)orker"s proble(cid:373) (cid:894)does(cid:374)(cid:859)t take i(cid:374)to a(cid:272)(cid:272)ou(cid:374)t (cid:272)o(cid:374)te(cid:454)t(cid:895) The impact of personality traits on performance: type a and type b. Human relations/neo-human relations (looks at issues such as trust: in terms of the complex relationship between trust, commitment, motivation, as a structural labour problem. A power struggle for control over production between owners and workers. The contested nature of the employment relationship. Ideology and the relationship between capital and labour -3 different views. Unitary, pluralist and radical perspectives to employment relationship. Explain how underperformance is managed with reference to both informal and formal techniques. Managing underperformance is based on two broad assumptions: employees lack the necessary skills and abilities. Employer responsible to address: they are unwilling to perform at the required level. Employer needs to know why they are unwilling. Formal / final written warnings / dismissal.
