Chapter 6- Applied Performance

Question 1

Systematically rating the worth of jobs within an organization by measuring their required skill, effort, responsibility, and working conditions.

Answer 1

Job evaluation

Question 2

A team-based reward that calculates bonuses from the work unit’s cost savings and productivity improvement.

Answer 2

Gainsharing plan

Question 3

A reward system that encourages employees to by company shares.

Answer 3

Employee share ownership plans (ESOPs)

Question 4

A reward system that gives employees the right to purchase company shares at a future date at a predetermined price.

Answer 4

Share options

Question 5

A reward system that pays bonuses to employees to the basis of the previous year’s level of corporate profits.

Answer 5

Profit-sharing plan

Question 6

The process of assigning task to job, including the interdependency of those task with other jobs.

Answer 6

Job design

Question 7

The result of division of labours in which work os subdivided into separate jobs assigned to different people.

Answer 7

Job specialization

Question 8

The practice of systematically partitioning work into its smallest elements and standardizing tasks to achieve maximum efficiency.

Answer 8

Scientific management

Question 9

Herzberg’s theory skating that employees are primarily motivated by growth and esteem needs, not by lower-level needs.

Answer 9

Job characteristics model

Question 10

The extent to which employees must use different skills and talents to perform tasks within their jobs.

Answer 10

Skill variety

Question 11

The degree to which a job requires completion of a whole or an identifiable piece of work.

Answer 11

Task identity

Question 12

The degree to which job has a substantial impact on the organization and/or larger society.

Answer 12

Task significance

Question 13

The degree to which a job gives employees the freedom, independence, and discretion to schedule their work and determine the procedures used completing it.

Answer 13

Autonomy

Question 14

The practice of adding more task to an existing job.

Answer 14

Job enlargement

Question 15

The practice of giving employees more responsibility for scheduling coordinating, and planning their own work.

Answer 15

Job enrichment

Question 16

The process of talking to ourselves about our own thoughts or actions.

Answer 16

Self-talk

Question 17

The process of mentally practising a task and visualizing its successful completion.

Answer 17

Mental imagery

Question 18

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.

Answer 18

Membership and seniority based rewards

Question 19

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.

Answer 19

Job-status based rewards

Question 20

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

Answer 20

• 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.

Question 21

How do design jobs that lead to performance?

Job specialization increase work efficiency because…

Answer 21

• 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.

Question 22

Problem with job specialization

Answer 22

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.

Question 22

Job design practices that motivates potential of jobs.

Job rotation- moving employees around different jobs.

Answer 22

• 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.

Question 22

Job design practices that motivates potential of jobs.

Job enlargement- add task to an existing job

Answer 22

-improves work efficiency and flexibility. How ever it wont affect motivation, performance, or job satisfaction.

Question 23

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)

Answer 23

• 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.

Question 25

A psychological concept in which people experience more self-determination, meaning, competence, and impact regarding their role in the organization.

Answer 25

Empowerment

Question 26

EMPOWERMENT 4 DIMENSION

Self-determination

Answer 26

Empowered employees feel that they have freedom, independence, and discretion over their work activities.

Question 27

EMPOWERMENT 4 DIMENSION

Meaning

Answer 27

Employee who feel empowered care about their work and believe that what they do is important.

Question 28

EMPOWERMENT 4 DIMENSION

Impact

Answer 28

Empowered employees view themselves as active participants in the organization; that is, their decisions and action have an influence in the company’s successes.

Question 30

EMPOWERMENT 4 DIMENSION

Competence

Answer 30

Empowered people are confident about their ability to perform the work well abs have a capacity to grow with new challenges.

Question 31

The process of influencing oneself to establish the self-direction and self-motivation needed to perform a task.

Answer 31

Self-leadership

Question 32

5 activities of Self-leadership:

Personal Goal Setting

Answer 32

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.

Question 33

5 activities of Self-leadership:

Constructive Thought Patters

Answer 33

Engaging constructive thoughts on you work and its accomplishment can cause to an increase of motivation and better prepared to accomplishing task.

Question 34

5 activities of Self-leadership:

Designing Natural Rewards

Answer 34

Altering task and work relationship to make the work more motivating.

Question 35

5 activities of Self-leadership:

Self-Reinforcement

Answer 35

Doing something enjoyable after completing a self-set goal. Increase motivation.