Chapter 6- Applied Performance Flashcards
Systematically rating the worth of jobs within an organization by measuring their required skill, effort, responsibility, and working conditions.
Job evaluation
A team-based reward that calculates bonuses from the work unit’s cost savings and productivity improvement.
Gainsharing plan
A reward system that encourages employees to by company shares.
Employee share ownership plans (ESOPs)
A reward system that gives employees the right to purchase company shares at a future date at a predetermined price.
Share options
A reward system that pays bonuses to employees to the basis of the previous year’s level of corporate profits.
Profit-sharing plan
The process of assigning task to job, including the interdependency of those task with other jobs.
Job design
The result of division of labours in which work os subdivided into separate jobs assigned to different people.
Job specialization
The practice of systematically partitioning work into its smallest elements and standardizing tasks to achieve maximum efficiency.
Scientific management
Herzberg’s theory skating that employees are primarily motivated by growth and esteem needs, not by lower-level needs.
Job characteristics model
The extent to which employees must use different skills and talents to perform tasks within their jobs.
Skill variety
The degree to which a job requires completion of a whole or an identifiable piece of work.
Task identity
The degree to which job has a substantial impact on the organization and/or larger society.
Task significance
The degree to which a job gives employees the freedom, independence, and discretion to schedule their work and determine the procedures used completing it.
Autonomy
The practice of adding more task to an existing job.
Job enlargement
The practice of giving employees more responsibility for scheduling coordinating, and planning their own work.
Job enrichment
The process of talking to ourselves about our own thoughts or actions.
Self-talk
The process of mentally practising a task and visualizing its successful completion.
Mental imagery
4 Categories of Financial Reward
Pay for pulse represent the largest part of the most pay check. May attract job applicants who desire a predictable income but do not directly motivate job performance. “golden handcuffs” (keep employees from leaving) discourage employees from quitting because of the benefits of the job. Generate continuance commitments not affective commitment.
Membership and seniority based rewards
4 Categories of Financial Reward
Reward employees based on status or worth of job. Job evaluation- gives higher value to jobs that require more skill, effort, more responsibility, more difficult working conditions. More pay, bigger offices, parking, company vehicles ect.. Motivates individuals to compete for promotions, may not be cost effective for organization. Reinforce status discrepancies. May not lead to team work.
Job-status based rewards
How do you improve reward effectiveness?
- Link Rewards to Performance
- Ensure that Rewards are Relevant
- Use Team Rewards for Interdependent Jobs
- Ensure that Rewards are Valued
- Watch put for Unintended Consequences
- reward employees with better performance
- reasonable line/quotas for, which employees can control.
- reward the whole team at group project
- ask employees what they value
- sometime employees get a little too excited for the reward and show undesirable behaviour.
How do design jobs that lead to performance?
Job specialization increase work efficiency because…
- improves work efficiency, since employees will have less variety of task juggle, they can focus less stuff and work more effectively.
- less tome to train and possibly develop higher performance with their specific skills.
- can master the jobs quickly as there will be more time to practice more frequent.
- also, because ones skill can be match on specific position that they are suited for.
Problem with job specialization
Problem with job specialization is that some people might find it repetitive, tedious, trivial and socially isolating. Employee turnover and absenteeism tend to be high at job specialization. Mostly organization offer higher pay for this kind of jobs.
Job design practices that motivates potential of jobs.
Job rotation- moving employees around different jobs.
- minimizes health risk from repetitive strain and heavy lifting because employees use different muscles and physical positions in various job.
- supports multi-skilling, which increases workforce flexibility in staffing the production process and in finding replacements for employees on vacation.
- potentially reduces the boredom of highly specialized.
Job design practices that motivates potential of jobs.
Job enlargement- add task to an existing job
-improves work efficiency and flexibility. How ever it wont affect motivation, performance, or job satisfaction.
Job design practices that motivates potential of jobs.
Job enrichment- given more responsibility over their own work. (They do what they think is best, they have control over their job)
- employee feel a sense of ownership and, therefore, tend to increase job quality.
- also by establishing client relationships, employees will have more information and can make decisions affecting those client. Which can increase task significant because employees see a line-of-sight connection between work and consequences for costumers.
A psychological concept in which people experience more self-determination, meaning, competence, and impact regarding their role in the organization.
Empowerment
EMPOWERMENT 4 DIMENSION
Self-determination
Empowered employees feel that they have freedom, independence, and discretion over their work activities.
EMPOWERMENT 4 DIMENSION
Meaning
Employee who feel empowered care about their work and believe that what they do is important.
EMPOWERMENT 4 DIMENSION
Impact
Empowered employees view themselves as active participants in the organization; that is, their decisions and action have an influence in the company’s successes.
EMPOWERMENT 4 DIMENSION
Competence
Empowered people are confident about their ability to perform the work well abs have a capacity to grow with new challenges.
The process of influencing oneself to establish the self-direction and self-motivation needed to perform a task.
Self-leadership
5 activities of Self-leadership:
Personal Goal Setting
Setting own goals for own work. Based on research employees are more focused and perform better when they set their own goals, particularly in combination with other self-leadership practices.
5 activities of Self-leadership:
Constructive Thought Patters
Engaging constructive thoughts on you work and its accomplishment can cause to an increase of motivation and better prepared to accomplishing task.
5 activities of Self-leadership:
Designing Natural Rewards
Altering task and work relationship to make the work more motivating.
5 activities of Self-leadership:
Self-Reinforcement
Doing something enjoyable after completing a self-set goal. Increase motivation.
