Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

HRM > CHAPTER 8- Applied Motivation > Flashcards

CHAPTER 8- Applied Motivation Flashcards

1
Q

Who developed the Job Characteristics Model

A

J. Richard Hackman and Greg Old Ham

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Is the degree to which a job requires different activities using specialized skills and talents

A

Skill Variety

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Is the degree to which a job requires completion of a whole and identifiable piece of work

A

Task Identity

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Is the degree to which job affects the lives or work of other people

A

Task significance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Is the degree to which a job provides the worker freedom, independence, and discretion in scheduling work and determining the procedures for carrying it out

A

Autonomy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Is the degree to which carrying out work activities generates direct and clear information about your own performance

A

Feedback

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Combine to create meaningful work the employee will view as important, valuable and worthwhile

A

Skill variety
Task Identity
Task significance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Give employees a feeling of personal responsibility for the result

A

High Autonomy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Show employee how effectively they are performing

A

Feedback

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Individuals obtain internal rewards when they learn

A

Knowledge Results

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Personally have performed well

A

Experienced Resposibility

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Task they care about

A

Experienced Meaningfulness

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Three psychological states

•The greater will be the employees motivation, performance, satisfaction and lower absenteeism and likelihood of leaving

A
  • Knowledge of results
  • Experienced responsibility
  • Experienced meaningfulness
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

How can Job Redesigned?

A
  • Job Rotation
  • Job Enrichment
  • Relational Job design
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Increasing the degree to which the worker controls the planning, execution, and evaluation of the work

A

Job enrichment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Reduces Boredom

Increases motivation and helps employees understand how their work contributes to the organization

A

Job Rotation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Designing work employees so employees are motivated to promote the well-being of the organization’s beneficiaries

A

Relational Job Design

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Relate stories from customers who have benefited from the company’s products and services
• connect employees directly with beneficiaries

A

Relational Job Design

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

ALTERNATIVE WORK ARRANGEMENTS

A
  • Flextime
  • Job Sharing
  • Telecommuting
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Increasing the degree to which the worker controls the planning, execution, and evaluation of the work

A

Job enrichment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Increasing the degree to which the worker controls the planning, execution, and evaluation of the work

A

Job enrichment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Increasing the degree to which the worker controls the planning, execution, and evaluation of the work

A

Job enrichment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Increasing the degree to which the worker controls the planning, execution, and evaluation of the work

A

Job enrichment

24
Q

Increasing the degree to which the worker controls the planning, execution, and evaluation of the work

A

Job enrichment

25
Q

Increasing the degree to which the worker controls the planning, execution, and evaluation of the work

A

Job enrichment

26
Q

Some discretion over when worker starts and leaves

A

Flextime

27
Q

Two or more individuals split a traditional job

A

Job sharing

28
Q

Work remotely at least two days per work

A

Telecommuting

29
Q

A participative process that uses the input of the employees to increase their commitment to the organizations success

A

Employee Involvement

30
Q

Two types of employee involvement

A
  • Participative management

* Representative participation

31
Q

Subordinates share a significant degree of decision making power with superiors

A

Participative Management

32
Q

To be effective: Participative management

A

• Followers must have confidence

33
Q

Workers are represented by a small group of employees who participate in decision affecting personnel: •work councils •board membership
> redistribute power to org.
> does not appear to be very motivational

A

Representative Participation

34
Q

EMPLOYEE INVOLVEMENT PROGRAMS AND MOTIVATION THEORIES

A

Theory x
Theory Y
Two-factor theory

35
Q

Consistent with participative manangement

A

Theory Y

36
Q

Consistent with the more autocratic style of managing

A

Theory x

37
Q

Employee involvement programs could provide intrinsic motivation by increasing opportunities for growth, responsibility, and involvement in the work itself

A

Two-Factor Theory

38
Q

Major strategic rewards decision

A
  • What to pay employees
  • How to pay individual employees
  • what benefits to offer
  • how to construct employee recognition programs
39
Q

• WHAT TO PAY

Establishing a pay structure

A

Balance between Internal and external equity

40
Q

The worth of the job to the organization

A

Internal Equity

41
Q

The external competitiveness of an organization’s pay relative to pay elsewhere in its industry

A

External Equity

42
Q

HOW TO PAY

• Base a portion of the pay on a given measure of performance

A

Variable-Pay Programs

43
Q

SEVEN TYPES OF VARIABLE- PAY PROGRAMS

A
  1. Piece-rate pay plan
  2. Merit- based pay
  3. Bonuses
  4. Skill- based pay
  5. Profit- Sharing plans
  6. Gainsharing
  7. Employee- stock ownership plan (ESOP)
44
Q

Workers are paid a fixed sum for each unit of production completed

A

Piece- Rate Programs

45
Q

Pay is based on individual performance appraisal ratings

A

Merit- Based Pay

46
Q

Rewards employees for recent performance

A

Bonuses

47
Q

Pay is based on skills acquired instead of job title or rank- doesn’t address the level of performance

A

Skill- Based Pay

48
Q

Organization- wide programs that distribute compensation based on established formula designed around profitability

A

Profit- Sharing Plans

49
Q

Compensation based on sharing of gains from improved productivity

A

Gainsharing

50
Q

Plans in which employees acquire stock, often at below- market prices

A

Employees Stock Ownership Plans ( ESOPs)

51
Q

While it appears that pay does increase productivity, it seems that not everyone responds positively to variable- pay plans

A

TRUE

52
Q

Benefits are both an employee provision and an employee motivator

A

TRUE

53
Q

Individual employees value the components of benefits packages differently

A

TRUE

54
Q

A flexible benefits program turns the benefits package into motivational tool

A

TRUE

55
Q

USING INTRINSIC REWARDS TO MOTIVATE
• Can be as simple as a spontaneous comment

  • Can be formalized in a program
  • Recognition is the most powerful workplace motivator- and the least expensive- but fairness is important
A

TRUE

HRM (1 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions