Ch.8 Motivation: From Concepts to Applications

Question 1

job design

Answer 1

The way the elements in a job are organized

Question 2

job characteristics model (JCM)

Answer 2

A model proposing that any job can be described in terms of five core job dimensions: skill variety, task identity, task significance, autonomy, and feedback.

Question 3

job characteristics model (JCM)- skill variety

Answer 3

job requires different activities using specialized skills and talents. The work of a garage owner-operator who does electrical repairs, rebuilds engines, does bodywork, and interacts with customers scores high on skill variety. The job of a body shop worker who sprays paint 8 hours a day scores low on this dimension.

Question 4

job characteristics model (JCM)- task identity

Answer 4

The degree to which a job requires completion of a whole and identifiable piece of work. A cabinetmaker who designs furniture, selects the wood, builds the furniture, and finishes the pieces has a job that scores high on task identity. A job scoring low on this dimension is operating a lathe solely to make table legs.

Question 5

job characteristics model (JCM)- task significance

Answer 5

The degree to which a job has a substantial impact on the lives or work of other people.
The job of a nurse helping patients in a hospital intensive care unit scores high on task significance; sweeping floors in a hospital scores low.

Question 6

job characteristics model (JCM)- autonomy

Answer 6

The degree to which a job provides substantial freedom and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out. A sales manager who schedules his own work and tailors his sales approach for each customer without supervision has a highly autonomous job.

Question 7

job characteristics model (JCM)- feedback

Answer 7

The degree to which carrying out the work activities required by a job results in the individual obtaining direct and clear information about the effectiveness of his or her performance

Question 8

motivating potential score (MPS)

Answer 8

A predictive index that suggests the motivating potential in a job

Question 9

job rotation

Answer 9

The periodic shifting of an employee from one task to another.

Question 10

job enrichment

Answer 10

Adding high-level responsibilities to a job to increase intrinsic motivation.

Question 11

relational job design

Answer 11

Constructing jobs so employees see the positive difference they can make in the lives of others directly through their work.

Question 12

flextime

Answer 12

Flexible work hours

Question 13

job sharing

Answer 13

An arrangement that allows two or more individuals to split a traditional 40-hour-a-week job.

Question 14

telecommuting

Answer 14

Working from home at least 2 days a week through virtual devices that are linked to the employer’s office.

Question 15

employee involvement and participation (EIP)

Answer 15

A participative process that uses the input of employees to increase employee commitment to organizational success.

Question 16

participative management

Answer 16

A process in which subordinates share a significant degree of decision-making power with their immediate superiors.

Question 17

representative participation

Answer 17

A system in which workers participate in organizational decision making through a small group of representative employees.

Question 18

variable-pay program

Answer 18

A pay plan that bases a portion or all of an employee’s pay on some individual and/or organizational measure of performance.

Question 19

piece-rate pay plan

Answer 19

A pay plan in which workers are paid a fixed sum for each unit of production completed.
Ballpark workers selling peanuts and soda are frequently paid piece-rate. If they sell 40 bags of peanuts at $1 each for their earnings, their take is $40. The more peanuts they sell, the more they earn.

Question 20

merit-based pay plan

Answer 20

A pay plan based on performance appraisal ratings.
A main advantage is that high performers can get bigger raises. If designed correctly, merit-based plans let individuals perceive a strong relationship between their performance and their rewards.
New York City’s public hospital system pays doctors based on how well they reduce costs, increase patient satisfaction, and improve the quality of care.

Question 21

Bonus

Answer 21

A pay plan that rewards employees for recent performance rather than historical performance
The incentive effects should be higher than those of merit pay because, rather than paying for previous performance now rolled into base pay, bonuses reward recent performance (merit pay is cumulative, but the increases are generally much smaller than bonus amounts)

Question 22

profit-sharing plan

Answer 22

An organization-wide program that distributes compensation based on some established formula designed around a company’s profitability

Question 23

employee stock ownership plan (ESOP)

Answer 23

A company-established benefits plan in which employees acquire stock, often at below-market prices, as part of their benefits.

Question 24

flexible benefits

Answer 24

A benefits plan that allows each employee to put together a benefits package tailored to his or her own needs and situation.

Question 25

employee recognition program

Answer 25

A plan to encourage specific employee behaviors by formally appreciating specific employee contributions.

Question 26

Summary

Answer 26

As we’ve seen in this chapter, understanding what motivates individuals is ultimately key to organizational performance. Employees whose differences are recognized, who feel valued, and who can work in jobs tailored to their strengths and interests will be motivated to perform at the high-est levels. Employee participation can also increase employee productivity, commitment to work goals, motivation, and job satisfaction. However, we cannot overlook the powerful role of organizational rewards in influencing motivation. Pay, benefits, and intrinsic rewards must be designed carefully and thoughtfully to enhance employee motivation toward positive organiza-tional outcomes