CHAPTER 8- Applied Motivation

Question 1

Who developed the Job Characteristics Model

Answer 1

J. Richard Hackman and Greg Old Ham

Question 2

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

Answer 2

Skill Variety

Question 3

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

Answer 3

Task Identity

Question 4

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

Answer 4

Task significance

Question 5

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

Answer 5

Autonomy

Question 6

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

Answer 6

Feedback

Question 7

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

Answer 7

Skill variety
Task Identity
Task significance

Question 8

Give employees a feeling of personal responsibility for the result

Answer 8

High Autonomy

Question 9

Show employee how effectively they are performing

Answer 9

Feedback

Question 10

Individuals obtain internal rewards when they learn

Answer 10

Knowledge Results

Question 11

Personally have performed well

Answer 11

Experienced Resposibility

Question 12

Task they care about

Answer 12

Experienced Meaningfulness

Question 13

Three psychological states

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

Answer 13

• Knowledge of results
• Experienced responsibility
• Experienced meaningfulness

Question 14

How can Job Redesigned?

Answer 14

• Job Rotation
• Job Enrichment
• Relational Job design

Question 15

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

Answer 15

Job enrichment

Question 16

Reduces Boredom

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

Answer 16

Job Rotation

Question 17

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

Answer 17

Relational Job Design

Question 18

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

Answer 18

Relational Job Design

Question 19

ALTERNATIVE WORK ARRANGEMENTS

Answer 19

• Flextime
• Job Sharing
• Telecommuting

Question 20

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

Answer 20

Job enrichment

Question 21

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

Answer 21

Job enrichment

Question 22

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

Answer 22

Job enrichment

Question 23

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

Answer 23

Job enrichment

Question 24

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

Answer 24

Job enrichment

Question 25

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

Answer 25

Job enrichment

Question 26

Some discretion over when worker starts and leaves

Answer 26

Flextime

Question 27

Two or more individuals split a traditional job

Answer 27

Job sharing

Question 28

Work remotely at least two days per work

Answer 28

Telecommuting

Question 29

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

Answer 29

Employee Involvement

Question 30

Two types of employee involvement

Answer 30

* Participative management | * Representative participation

Question 31

Subordinates share a significant degree of decision making power with superiors

Answer 31

Participative Management

Question 32

To be effective: Participative management

Answer 32

• Followers must have confidence

Question 33

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

Answer 33

Representative Participation

Question 34

EMPLOYEE INVOLVEMENT PROGRAMS AND MOTIVATION THEORIES

Answer 34

Theory x Theory Y Two-factor theory

Question 35

Consistent with participative manangement

Answer 35

Theory Y

Question 36

Consistent with the more autocratic style of managing

Answer 36

Theory x

Question 37

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

Answer 37

Two-Factor Theory

Question 38

Major strategic rewards decision

Answer 38

* What to pay employees * How to pay individual employees * what benefits to offer * how to construct employee recognition programs

Question 39

• WHAT TO PAY | Establishing a pay structure

Answer 39

Balance between Internal and external equity

Question 40

The worth of the job to the organization

Answer 40

Internal Equity

Question 41

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

Answer 41

External Equity

Question 42

HOW TO PAY | • Base a portion of the pay on a given measure of performance

Answer 42

Variable-Pay Programs

Question 43

SEVEN TYPES OF VARIABLE- PAY PROGRAMS

Answer 43

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)

Question 44

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

Answer 44

Piece- Rate Programs

Question 45

Pay is based on individual performance appraisal ratings

Answer 45

Merit- Based Pay

Question 46

Rewards employees for recent performance

Answer 46

Bonuses

Question 47

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

Answer 47

Skill- Based Pay

Question 48

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

Answer 48

Profit- Sharing Plans

Question 49

Compensation based on sharing of gains from improved productivity

Answer 49

Gainsharing

Question 50

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

Answer 50

Employees Stock Ownership Plans ( ESOPs)

Question 51

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

Answer 51

TRUE

Question 52

Benefits are both an employee provision and an employee motivator

Answer 52

TRUE

Question 53

Individual employees value the components of benefits packages differently

Answer 53

TRUE

Question 54

A flexible benefits program turns the benefits package into motivational tool

Answer 54

TRUE

Question 55

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

Answer 55

TRUE