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Human Resource Management (2nd Year) Midterm > Chapter 6: Motivation in Practice > Flashcards

Chapter 6: Motivation in Practice Flashcards

1
Q

Pay to Performance on Production Jobs

A
  • Variable pay
  • Wage incentive plans
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2
Q

Variable pay

A

a portion of employee’s pay that is baked on a measure of performance

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3
Q

Wage incentive plans

A

various system that link pay to performance on production jobs

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4
Q

Piece rate

A

worker are paid for each unit produced

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5
Q

Potential Problems with Wage Incentives

A

1) Lowered quality
2) Differential opportunity
3) Reduced cooperation
4) Incompatible job design
5) Restriction of productivity

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6
Q

Lowered quality

A

to gain more pay, employee emphasize on quantity rather than quality

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7
Q

Differential opportunity

A

supply of raw materials / equipment technology varies from workplace to workplace → unequal opportunity

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8
Q

Reduced cooperation

A

unwilling to do group tasks, etc

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9
Q

Incompatible to job design

A

ex → on assembly line, it’s hard to identify & reward individual contribution to productivity

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10
Q

Restriction of productivity

A

a. Increased productivity might lead to reduction in workforce

b. Fear employer might cut labour cost

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11
Q

Pay to Performance on White-Collar Jobs

A

Merit pay plans

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12
Q

Merit pay plans

A

System that attempt to link pay to performance on white-collar jobs

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13
Q

Potential problems with Merit Pay Plans

A

1) Low discrimination
2) Small increases
3) Pay secrecy

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14
Q

Problems with Merit Pay Plans - Low Discrimination

A

managers might not differentiate between good & bad performing employee (might be because perceptual errors, etc)

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15
Q

Problems with Merit Pay Plans - Small increases

A

when merit pay is too small to be a motivator

Lump sum bonus : merit pay awarded in a single payment and not built into base pay

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16
Q

Problems with Merit Pay Plans - Pay Secrecy

A

employee can’t compare their merit with others

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17
Q

Types of Pay Plans

A

1) Profit Sharing
2) Employee stock ownership plans (ESOPs)
3) Gainsharing
4) Skill based pay

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18
Q

Types of Pay Plans - Profit Sharing

A

the return of some company profit to employees in the form of a cash bonus or retirement supplement

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19
Q

Advantages of profit sharing

A

i. Sense of ownership
ii. Pays only when org. makes profit
iii. Align employee goals w/ org. goals

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20
Q

Disadvantage of profit sharing

A

i. Difficult for employees to see their impact on org. profits

ii. Many factors affect org. profits that’s beyond employee control

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21
Q

Types of Pay Plans - Employee stock ownership plans (ESOPs)

A

allow employee to own a set amount of company’s shares that they’re allowed to purchase at fixed price

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22
Q

Advantages of Employee Stock Ownership plans (ESOPs)

A

i. Sense of legal & psychological ownership for employees

ii. Align employee goals w/ org. goals

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23
Q

Disadvantages of Employee Stock Ownership Plans (ESOPs)

A

i. They lose motivational potential in a weak economy when value of org. stock declines

ii. Many factors can influence value of org shares, regardless of employee effort & performance

iii. Difficult for employee to see connection between their effort & value of org stocks

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24
Q

Types of Pay Plans - Gainsharing

A

group pay incentive plan based on productivity / performance improvements over which workforce has some control (ex : reduction in labour cost, material, supplies)

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25
Q

Advantages of Gainsharing

A

i. Align employee goals w/ org goals

ii. Encourage teamwork & cooperative behaviour

26
Q

Disadvantages of Gainsharing

A

i. Bonuses might be paid even when org doesn’t make a profit

ii. Employees might neglect objectives that not included in the formula

27
Q

Types of Pay Plans - Skill based pay

A

the more skill employee acquired, the higher the pay

28
Q

Advantages of Skill based pay

A

i. Encourage employee learn & new skills

ii. Provide greater flexibility in task assignments

iii. Provide employee w/ broader picture of work process

29
Q

Disadvantages of skill based pay

A

i. Increase cost of training
ii. Labour cost can increase as employee acquire more skills

30
Q

Job Design as a Motivator

A

Job design –> Structure, content, configuration of a person’s work tasks & roles

31
Q

Job Scope

A

breadth & depth of a job

32
Q

Breadth of job

A

num of different activities performed on the job

33
Q

Depth of Job

A

extent of control the worker has over how these tasks are performed

34
Q

What happens to motivation if there is greath breadth and depth involved?

A

More intrinsic motivation
Ex: Professor, management

35
Q

What happens to motivation if there is minimum breadth and depth involved?

A

Low scope jobs –> Less intrinsic motivation
Ex: Assembly line job

36
Q

Ways to increase job scope

A

1) Stretch assignments
2) Job rotation

37
Q

Increasing job scope - Stretch assignments

A

challenging assignment & projects that are larger in scope than one’s current job & involve more responsibility

38
Q

Increasing job scope - Job rotation

A

rotating employee to different task & jobs in org

39
Q

Model on how to Design High-scope Jobs

A

a. Core job characteristics
b. Critical psychological states
c. Critical psychological states

40
Q

High-scope Jobs - Core job characteristics to Affect worker

A
  • Skill variety –> Opportunity to do various job activities w/ various skils
  • Autonomy –> Freedom to schedule one’s own work activities
  • Task significance –> Impact the job has on people
  • Task identity –> Doing a complete piece of work from beginning to end
  • Feedback –> Info about the effectiveness of one’s work performance
41
Q

High-scope Jobs - Critical psychological states

A
  • Work will be intrinsically motivating when meaningful
  • Allowing workers to be responsible for the outcome
  • Workers know their work progress
42
Q

High-scope Jobs - Outcomes

A
  • High intrinsic motivation
  • High “growth” satisfaction
  • High general job satisfaction
  • High work effectiveness
43
Q

High-scope Jobs - Moderators

A

variables that determine how job characteristics lead to an outcome

  • Knowledge & skill
  • Growth needs strength: the extent to which people desire to achieve higher-order need satisfaction by performing their jobs
  • “Context” satisfactions
44
Q

Jobs Enrichment

A

1) Job Involvement
2) How to enrich the job
3) Establishing external client relationship
4) Establishing internal client relationship
5) Reducing supervision/reliance on others
6) Forming work team
7) Making feedback more direct

45
Q

Enrichment - Job involvement

A

psychological identification with one’s job & importance of work to one’s self image

46
Q

Enrichment - How to enrich job

A

Combining task : assigning task that might be performed by diff workers to a single individual

47
Q

Enrichment - Establishing external client relationship

A

putting employee in touch w/ ppl outside org who depend on their product / service

48
Q

Enrichment - Establishing internal client relationship

A

putting employee in touch w/ ppl inside org who depend on their product / service

49
Q

Enrichment - Reducing supervision / reliance on others

A

increase autonomy (control over one’s own work)

50
Q

Making feedback more direct

A

permits worker to be identified with their “own” product / service

51
Q

Potential Problems with Job Enrichment

A

1) Poor diagnosis
2) Lack of desire / skill
3) Demand for rewards
4) Union resistance
5) Supervisory resistance

52
Q

Potential Problems with Job Enrichment - Poor diagnosis

A

Ex → Job enlargement : increasing job breadth by giving employee more task, but leaving other core characteristics unchanged

53
Q

Potential Problems with Job Enrichment - Lack of desire / skill

A

Ex : difficult to train workers in certain skills required by enriched job, such as social skills

54
Q

Potential Problems with Job Enrichment - Union Resistance

A

Unions have been historically focus on negotiating extrinsic motivators (Pay)

55
Q

Supervisory resistance

A

job enrichment of an employee might “dis-enrich” the job of their supervisor

56
Q

Work Design Characteristics

A

1) Motivational characteristic
2) Social characteristic
3) Work context characteristic

57
Q

Work design - Motivational Characteristic

A

a. Task characteristic : similar to core job characteristics

b. Knowledge characteristic : knowledge, skills, ability demand required to perform a job
- Job complexity
- Information processing
- Problem solving
- Skill variety
- Specialization

58
Q

Work design - Social characteristic

A

interpersonal & social aspect of work

  • Social support
  • Interaction outside of org
  • Interdependence
  • Feedback from others
59
Q

Work design - Work context characteristic

A

the context within work is performed.

  • Ergonomics : degree to which job allows correct / appropriate posture and movement
  • Physical demands
  • Work conditions
  • Equipment use
60
Q

Relational Job Design

A

Relational architecture of jobs: Properties of work that shape employee opportunities to connect & interact w/ other ppl → prosocial motivation : desire to expand effort to benefit other ppl

61
Q

Job Crafting

A

Human Resource Management (2nd Year) Midterm (6 decks)

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