Chapter 11 Flashcards
high-performance work systems
- right combination of people, technology, and organizational structure to make full use of resources and opportunities
elements of a high-performance work system
- organizational structure
- task design
- people (selection, training, development)
- reward systems
- information systems
organizational strucutre
- the way the org. groups people into useful divisions/departments
- top management makes the most decisions about structure
task design
determines how the details of the orgs activities will be grouped
right people
- key element of high-performance work systems
- well suited to and well prepared for their jobs
information systems
- managers make decisions about the types of information to gather and the sources of info
- they also decide who has access
- internet
employee experience
the set of perceptions that employees have about their experiences at work in response to their interactions with the organization
employee empowerment
turning over responsibility and authority to employees to make decisions regarding all aspects of development/service
teamwork
work given to groups of employees with various skills who interact to assemble a product
virtual teams
teams that rely on communications technology to keep in touch and coordinate activities
learning organization
org where the culture values and supports lifelong learning by enabling all employees to continually share and acquire knowledge
continuous learning
the ongoing effort of gathering and using knowledge
components of a learning organization
- knowledge is shared
- systemic thinking is widespread
- the organization has a learning culture ( managers encourage flexibility and experimentation)
- employees are valued
job satisfaction
- related to a person’s values; everyone’s are different
- is based on perception
employees are engaged when they
- speak positively about the org
- have an intense desire to be a member of the org.
- exert extra effort and are dedicated to doing the very best job
brand alignment
process of ensuring that HR policies, practices, and programs support/are congruent with an orgs. culture and reputation
ethics
- ethical behavior results from values held by the organization’s leaders and systems
job descriptive index (JDI)
- measures job satisfaction
- emphasizes specific aspects of satisfaction - pay, work, supervision, co-workers, promotions
exit interview
meeting of the departing employee with a supervisor to discuss reason for leaving
stay interview
meeting with an employee to explore their thoughts/feelings bout the job and to uncover any issues
how to make the performance management system support organizational goals:
- define and measure performance in precise terms
- link performance measures to meeting customer needs
- measure and adjust for the effect of situational constraints
employee turnover
involuntary turnover: often with employees who prefer to stay, terminating
voluntary turnover: often when the org wants to keep the employee, employee leaving to go back to school, travel etc
job withdrawal
- circumstances cause the employee to become dissatisfied with the job
- includes behaviour change, physical job withdrawal, psychological withdrawal
if the organization does not have a specific employment contract, the employer or employee may end the employment relationship with an:
employment-at-will doctrine
