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comm 222: organizational behavior > chapter 6: motivation in practice > Flashcards

chapter 6: motivation in practice Flashcards

1
Q

how can money be a motivator?

A

it satisfy a bunch of needs

it is clearly tied with motivation

you can buy the stuff you want

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2
Q

what type of motivator is money? (the type)

A

it is extrinsic motivation

it is controlled

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3
Q

how can job design be a motivator?

what does it represent?

A

job design as a motivator represents an attempt to capitalize on intrinsic motivation

includes job scope

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4
Q

what is the goal of job design so that it would be an intrinsic motivator?

A

to identify the characteristics that make some tasks more motivating than others

to capture these characteristics in the design of jobs

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5
Q

what is job scope?

A

the breadth and d epth of a job

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6
Q

breadth of a job

A

the number of different activities performed on a job

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7
Q

Depth of a job

A

the degree of control a worker has over how work tasks are

performed

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8
Q

what is the Job Characteristics Model

A

model conducting job enrichment to analyze what needs to be improved

STTAF

VISAF

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9
Q

what are the characteristics of the Job Characteristics Model

A

Skill Variety

Task Identity

task significance

autonomy

feedback

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10
Q

Skill Variety

A

degree of opportunity to do a variety of different activities using various skills and talents

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11
Q

task identity

A

job involves doing a complete piece of work

Beginning → End

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12
Q

task significance

A

job has a substantial impact on other people

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13
Q

autonomy in the job

A

degree of freedom to schedule one’s own work activities and decide work procedures.

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14
Q

feedback

A

information about the effectiveness o f one’s work performance

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15
Q

core job characteristics lead to what? (1)

A

psychological states (2)

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16
Q

psychological states lead to what? (2)

A

outcomes (3)

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17
Q

what is job enrichment?

A

design of jobs to enhance intrinsic motivation

enhance the quality of working life

enhance job involvement

manipulating one or more of the five job characteristics model to make the job more interesting to the employee

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18
Q

how can you enrich your job?

A

Combining tasks

Establishing external client relationships and internal client relationships

Reducing supervision or reliance on others

Forming working teams

Making feedback more direct

19
Q

what are the negative effects of job enrichment?

A

Demand for rewards

Union resistance

supervisory resistance

Lack of desire or skill

20
Q

management by objectives (MBO) (goal setting theory)

whats the use

A

to faciliate :

  1. Goal establishment and Goal accomplishment
  2. Employee development
21
Q

how does well designed MBO program function?

A

objectives for the organization as a whole are developed by top management

these are diffused down through the organization with the MBO process

22
Q

what are the steps of the process of MBO?

A
  1. Objectives for the organization as a whole are developed by top management and diffused down through the organization.
  2. Organizational objectives are translated into specific behavioural objectives for individual members.
  3. The nature of the interaction between managers and individual workers in an MBO program is important
  4. after the interactions finish, the cycle is repeated
23
Q

what are the steps to the MBO manger-employye interactions?

A
  1. The manager meets with individual workers to develop and agree on employee objectivescan include job performance and personal development objectives.
  2. There are periodic meetings to monitor employee progress in achieving objectives.
  3. An appraisal meeting is held to evaluate the extent to which the agreed upon objectives
    have been achieved
  4. The MBO cycle is repeated
24
Q

what does research show about MBO programs?

A

result in productivity gains

25
Q

what are the factors associated with the failure of MBO programs?

A

Lack of commitment from top management

Overemphasis on measurable objectives at the expense of more qualitative objectives

Excessive short-term orientation

Performance review becomes focuses more on punishing employees who messed up

26
Q

Alternative working schedules (AWS) as motivators for a diverse workforce

what is this?

A

purpose is to meet diverse workforce needs and promote job satisfaction

can also facilitate recruitment and reduce absenteeism and turnover

27
Q

what are the most common alternative working schedules?

A

flex time

compressed workweek

job and work sharing

telecommuting

28
Q

what is flex time?

A

arrival and quitting times are flexible

Intended to meet the needs of a diverse work-force

29
Q

when is flex time mostly implemented?

A

in the gym after chest day

nah but fr

most frequently implemented in office environments

30
Q

what does the research show about flex time

A

Employees prefer it compared to fixed hours

Work attitudes are more positive

A positive effect on productivity, job satisfaction, and satisfaction with work schedule

lower employee absenteeism

31
Q

what is compressed workweek

A

employees work fewer than the normal five days a week

still put in a normal number of hours per week

32
Q

what are negative consequences of compressed workweek?

A

reduce customer service

negative effects of fatigue

33
Q

what does the research show about compressed workweek?

A

People who have experienced it tend to like it

+ effect on job satisfaction & satisfaction with work schedule

no effect on absenteeism or
productivity

34
Q

what is job and work sharing?

A

two part-time employees divide the work of a full-time job

involves reducing the number of hours employees work avoid layoffs/dismissal when there is a reduction in normal business activity

35
Q

what is the goal of job and work sharing?

A

avoid layoffs/dismissal when there is a reduction in normal business activity

36
Q

what does research show about job and work sharing?

A

cuts costs, saves jobs, avoids layoffs & allows organizations to retain skilled
workers

37
Q

how can job sharing result in coordination problems?

A

if communication is not adequate

38
Q

what is telecommuting

A

employees are able to work at home/remotely but stay in touch with their offices through the use of communications technology

39
Q

what are the effects of telecommuting

A

small but positive effect on perceived autonomy and lower work-family conflict

The more frequency of telecommuting exits the less work-family conflict

positive effect on job satisfaction and job performance

results in lower stress and turnover intentions

40
Q

can telecommuting affect in negative way work relationships or even careers?

A

nah boy

it does not have detrimental effects on the quality of workplace relationships or one’s career prospects

41
Q

what are the potential problems of telecommuting?

A

Negative consequences can result due to a lack of informal communication.

Distractions in the home environment

Feelings of isolation and overwork

Concerns about trust and control

42
Q

what must exist before implementing telecommuting

A

strong perception of trust between employees and management

43
Q

what must precede a telecommuting program?

A

careful planning

clear guidelines

comm 222: organizational behavior (13 decks)

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