Chapter 8: Applied Motivation Flashcards
Designed jobs give internal rewards
Job Characteristics Model
The periodic shifting of an employee from one task to another
Job Rotation
Increasing the degree to which the worker controls the planning, execution, and evaluation of the work
Job Enrichment
Designing work so employees are motivated to promote the well-being of the organization’s beneficiaries
Relational Job Design
Alternative Work Arrangements
- Flextime
- Job Sharing
- Telecommuting
A participative process that uses the input of employees to increase their commitment to the organization’s success
Employee Involvement
Two types of Employee Involvement
- Participative Management
- Representative Participation
Subordinates share a significant degree of decision-making power with superiors
Participative Management
Workers are represented by a small group of employees who participate in decisions affecting personnel
Representative Participation
Consistent with participative management
Theory Y
Consistent with the more autocratic style of managing
Theory X
Employee involvement programs could provide intrinsic motivation by increasing opportunities for growth, responsibility, and involvement in the work itself
Two-factor theory
Major strategic rewards decisions
-What to pay employees
-How to pay individual employees
-What benefits to offer
-How to construct employee
recognition programs
The worth of the job to the organization
Internal Equity
The external competitiveness of an organization’s pay relative to pay elsewhere in its industry
External Equity
Base a portion of the pay on a given measure of performance
Variable-Pay Programs
Seven types of Variable-Pay Programs
- Piece-rate pay plan
- Merit-based pay
- Bonuses
- Skill-based pay
- Profit-sharing plans
- Gainsharing
- Employee-stock ownership plan (ESOP)
Workers are paid a fixed sum for each unit of production completed
Piece-Rate Pay
Pay is based on individual performance appraisal ratings
Merit-Based Pay
Rewards employees for recent performance
Bonuses
Pay is based on skills acquired instead of job title or rank – doesn’t address the level of performance
Skill-Based Pay
Organization-wide programs that distribute compensation based on an established formula designed around profitability
Profit-Sharing Plans
Compensation based on sharing of gains from improved productivity
Gainsharing
Plans in which employees acquire stock, often at below-market prices
Employee Stock Ownership Plans (ESOPs)
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
Employee recognition programs
Job Characteristics Model
- Skill variety
- Task identity
- Task significance
- Autonomy
- Feedback
Is the degree to which a job requires different activities using specialized skill and talents
Skill Variety
Is the degree to which a job requires completion of a whole and identifiable piece of work
Task Identity
Is the degree to which a job affects the lives or work of other people
Task Significance
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
Autonomy
Is the degree to which carrying out work activities generates direct and clear information about your own performance
Feedback
