Chapter 6 Flashcards
Money relates to ….
our needs and our-selfconcept
Money
a symbol of achievement and status, a motivator, and an influence on our propensity to make ethical or risky decisions
To some extent the influence of money on human thoughts and behavior occurs consciously/nonconsciously
nonconsciously
Who attach more importance or value to money?
Men
Who are more likely to view money as a symbol of power and status as well as the means to autonomy?
Men
Who are more likely to view money in terms of things for which it can be exchanged?
Woman
The motivational effect of money is due more to it’s….
symbolic value than to what it can buy
job evaluation
systematically rating the worth of jobs within an organization by measuring the required skill, effort, responsibility, and working conditions
Fixed pay; advantages and disadvantages
+ May attract applicants
(-) Doesn’t directly motivate performance
Most employee
benefits; advantages and disadvantages
Minimizes stress of insecurity
May discourage poor performers from leaving
Skill-based pay structures
measurable competency-based reward systems in which employees receive higher pay based on how quickly or accurately they perform
specific tasks and operate equipment.
(usually more objective, but expensive because employees spend more time learning new tasks)
Competency-based rewards
Motivate people to learn new skills.
- lead to more flexible workforce, more creativity etc
gainsharing plan
a team-based reward that
calculates bonuses from the
work unit’s cost savings and
productivity improvement
employee stock ownership
plan (ESOP)
a reward system that encourages employees to buy company stock
stock options
a reward system that gives
employees the right to purchase company stock at a future date at a predetermined price
profit-sharing plan
a reward system that pays bonuses to employees on the basis of the previous year’s level of corporate profits
Companywide performance bonus
This type of reward distributes bonuses to some or all employees for achieving preset organizational goals or companywide productivity improvements. Hilcorp Energy Company pays annual bonuses to all employees calculated by the company’s production rate, midstream income, reserves, and operating costs.
Link rewards to performance
- gainsharing, ESOPs and other plans that use objective performance measures
- apply rewards as soon after the performance occurs, in a large enough dose
Ensure that the rewards are relevant
Companies need to align rewards with performance within the employee’s control. The more employees see a ‘line of sight’ between their daily actions and the reward, the more they are motivated to improve performance.
Reward systems also need to correct for situational factors. (so depending on the situation, e.g the economic status in a culture)
Use team rewards for interdependent jobs
Team rewards work better than individual rewards when employees work in highly interdependent jobs, because it is difficult to measure individual performance in these situations. Also enourages cooperation
Tend to support employee preferences for team-based work
Ensure that rewards are valued
Ask employees what they value
job specialization
the result of a division of labor, in which work is subdivided into separate jobs assigned to different people.
For example in a supermarket (cassiere, vakkenvuller etc)
Job design
The process of assigning task to a job, including the interdependency of those tasks with other jobs
Why would companies divide work into such tiny bits?
- Fewer skills and less knowledge to learn. They can master specialized jobs more quickly
- More frequent practice. (because of short cycle times. More practice with the task, so mastered quickly)
- Less attention residue from changing tasks.
- Better person-job matching. Job specialization tends to increase work efficiency by enabling employers to more precisely match employees with specific aptitudes
scientific management
the practice of systematically
partitioning work into its smallest elements and standardizing tasks to achieve maximum efficiency
Problems with job specialization
- it affects employee attitudes and motivation
- It affects output quality , but in two opposing ways
- Produces higher-level quality because they master their work faster. But many jobs are specialized to the point that they are highly repetitive and tedious. So negative effects of lower attentiveness and motivation
- Disassociating job incumbents form the overall product or service
job characteristics model
a job design model that relates the motivational properties of jobs to specific personal and organizational consequences of those properties
skill variety
the extent to which employees must use different skills and talents to perform tasks within their jobs
task identity
the degree to which a job requires completion of a whole or an identifiable piece of work
task significance
the degree to which a job has a substantial impact on the organization and/or larger society
The five job characteristics are…..
skill variety
task identity
task significance
autonomy
job feedback.
Autonomy
autonomy is a key contributor to intrinsic motivation. In jobs with high levels of autonomy, employees make their own decisions rather than rely on detailed instructions from supervisors or procedure manuals. These jobs provide freedom, independence, and discretion in scheduling the work and determining the procedures to be used to complete the work
Job feedback
Job feedback is the degree to which employees can tell how well they
are doing from direct sensory information from the job itself. Airline pilots can tell how well they land their aircraft, and road crews can see how well they have prepared the roadbed and laid the asphalt.
Skill variety
Task identity
Task significance
Lead to the following psychological state and personal and work outcomes
Felt meaningfulness of the work
Intrinsic motivation
Autonomy lead to the following critical psychological states and personal and work outcomes
Felt responsibility for work outcomes
Work performance(quality and efficiency)
Job feedback leads to the folowing critical psychological states and personal and work outcomes
Knowledge of work results
Satisfaction with the work itself
The original model also states that employees will be motivated only when they have a high….
growth need strength (the need for personal growth and development similar to self-actualization).
task variability
the degree to which job
duties are nonroutine and
unpredictable; employees
perform diverse tasks from one
day to the next because they
are faced with unfamiliar and
unexpected issues
task analyzability
the degree to which job
duties allow the application of
established procedures and
rules to guide decisions and
behavior (high analyzability);
employee creativity and
judgment are necessary to
perform jobs with low task
analyzability
Three potential benefits of job rotation
- It increases skill variety throughout the workday
- It minimizes health risks from repetitive strain and heavy lifting
- supports multiskilling
Social interaction requirements
This is the extent to which the job requires employees to interact with coworkers, clients, suppliers, and other stakeholders. Jobs with
high social interaction requirements tend to be more motivating because employees need greater use of emotion regulation skills
Social feedback
A second social characteristic of the job is feedback from other
people. Jobs that include social feedback may be just as motivating as jobs that provide feedback from the task itself. Feedback from others may be communicated explicitly through conversation or more implicitly through subtle nonverbal cues
Two social job characteristics are
- social interaction requirements
- Social feedback
The job characteristics model overlooks two other types of job features:
- social characteristics
(social interaction requirements, social feedback) - Information processing demands
(Task variability, task analyzability)
Information processing demands of the job. The two main information processing demands are:
- Task variability
- Task analyzability
The practice of adding more tasks to an existing job
- Skill variety increases
- Improves work efficiency and flexibility.
But won’t affect motivation, performance of job satisfaction. These benefits result only when skill variety is combined with more autonomy and job knowledge.
Job enlargement
the practice of increasing the number and variety of related tasks assigned to a job
job enrichment
the practice of giving employees more responsibility for scheduling, coordinating, and planning their own work
Job enlargement offers the same benefits as job rotation because…
Adding more and varied tasks gives employees more skill variety and reduces the risk of repetitive strain injuries
psychological empowerment
a perceptual and emotional
state in which people experience more selfdetermination, meaning,
competence, and impact regarding their role in the organization
Self-determination
Employees feel that they have freedom, independence, and discretion over their work activities.
Meaning
Employees care about their work and believe that what they do is
important
Competence
Employees are confident about their ability to perform the work well and have a capacity to grow with new challenges.
Impact
Employees view themselves as active participants in the organization; that is, they believe their decisions and actions have an influence on the company’s success
self-leadership
specific cognitive and behavioral strategies to achieve personal goals and standards through self-direction and self-motivation
self-talk
the process of talking to
ourselves about our own
thoughts or actions
mental imagery
the process of mentally practicing a task and visualizing its successful completion
Employees are much more likely to experience self-determination when working in jobs with a high/low degree of autonomy and maximal/minimal bureaucratic control
high and minimal
Supporting empowerment, what kind of leaders does it require
requires corporate leaders to trust employees and be willing to take the risk that empowerment creates
Self-monitoring
The process of keeping track at regular intervals of one’s progress toward a goal by using naturally occurring feedback.
Self-reinforcement
Self-leadership includes self-reinforcement, which is part of social cognitive reinforcement.
Self-reinforcement occurs whenever an employee has control over a reinforcer but doesn’t “take” the reinforcer until completing a self-set goal. A common example is taking a break after reaching a predetermined stage of your work. The work break is a self-induced form of positive reinforcement. Self-reinforcement also occurs when you decide to do a more enjoyable task after completing work that you dislike. For example, after slogging through a difficult report, you might decide to spend time doing a more pleasant task, such as catching up on industry news by scanning websites.
Self-leadership
is shaping up to be a valuable applied performance practice in organizational settings
Two constructive thought strategies about work and its accomplishments:
- positive self talk
- Mental imagery: the process of mentally practicing a task and visualizing its successful completion
