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mgmt 2103 > exam 2 > Flashcards

exam 2 Flashcards

1
Q

Cash: salary, merit increases, bonuses, stock options
Benefits: health insurance, paid vacation, unemployment compensation

A

Total compensation includes 2 main categories

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2
Q

focuses on what employees in other organizations are paid for doing the same general job

A

External equity:

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3
Q

focuses on what employees within the same organization but different job, are paid

A

Internal equity

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4
Q

Two competitive market challenges exist for a company when determining what to pay its employees

A

How do product and labor market competition relate to employee pay

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5
Q

labor costs are a larger share of total costs and demand for the product is affected by changes in price

A

Product market competition

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6
Q

reflects the number of workers available relative to the number of jobs available

A

Labor market competition

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7
Q

Employees paid more than they would receive elsewhere will put forth effort to retain good jobs

A

What is efficiency wage theory

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8
Q

Comparing an organization’s practices against those of the competition (market pay survey)

A

What is benchmarking

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9
Q

Permit companies to recognize differences in employee performance seniority and training in setting individual pay
May be single rate for all employees within in same job

A

What is the purpose of rate ranges

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10
Q

composed of composable factors and a weighting scheme.
are the characteristics of jobs that an organization values and chooses to pay for
May include things like complexity, working conditions, required education, required experience, and responsibility

A

In a job evaluation, what are compensable factors referring to

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11
Q

frequently used index of the correspondence between actual and intended pay
Grade compa-ratio= actual pay for grade/ pay midpoint for grade

A

What is compa-ratio and what is it used for

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12
Q

a response followed by a reward is more likely to recur in the future
Assumes high employee performance followed by monetary rewards will influence future high performance

A

List and describe the three theories related to compensation effects on employees
Reinforcement theory:

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13
Q

emphasizes expected (not experienced) rewards
Perceived link between behaviors and pay

A

List and describe the three theories related to compensation effects on employees
Expectancy theory

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14
Q

focuses on interests and goals of the organization’s stakeholders and the ways compensation can be used to align these interests and goals

A

List and describe the three theories related to compensation effects on employees
Agency theory

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15
Q

a person (generally and owner) who seeks to direct another person’s behavior

A

Principal

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16
Q

a person (generally manager) who is expected to act on behalf of a principal

A

Agent

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17
Q

link performance appraisal ratings to annual pay increases

A

What is a merit program and what is it used for

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18
Q

combines an employee’s performance rating with employees position in pay range to determine size and frequency of pay increases

A

merit increase

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19
Q

Used to identify individual differences in performance
information on individual performance is collected from the immediate supervisor
There is a policy of linking pay increases to performance appraisal results
The feedback tends to occur infrequently
Flow of feedback tends to be unidirectional (supervisors to subordinate)

A

Understand the characteristics of merit pay

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20
Q

Abstract ideals that guide one’s thinking and behavior across all situations

A

Describe personal values

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21
Q

evaluations, feelings, or opinions about people, places, and objects

A

Personal attitudes

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22
Q

psychological discomfort experienced when simultaneously holding two or more conflicting cognitions (ideas, beliefs, values, or emotions)

A

Cognitive dissonance:

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23
Q

changing attitudes, behaviors, or both
Belittling the importance of inconsistent behavior
Find consonant elements that outweigh dissonant ones

A

Cognitive dissonance is reduced by:

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24
Q

The extent to which employees give it their all to their work roles includes the feeling of urgency, being focused, intensity, and enthusiasm

A

Describe employee engagement

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25
Q

An affective or emotional response towards various facets of one’s job

A

What is job satisfaction

26
Q

Motivation, job involvement
Withdrawal cognitions, perceived stress

A

How do attitudes impact job satisfaction

27
Q

job satisfaction is positively associated with the organizational-level outcomes
accounting/financial performance
Customer service/ satisfaction

A

organizational citizenship behavior

28
Q

Managers have little or no impact on fixed IDs (intelligence and personality) but they have more influence on relatively flexible IDs that influence individual-level work outcomes (performance and job satisfaction)

A

To what extent can managers influence individual differences

29
Q

tendency to experience positive emotions and moods and feel good about oneself and the rest of the world, social, talkative, energetic.
good at social interaction, and excitement-seeking, is a stronger predictor of job performance than agreeableness

A

List and describe the 5 types of personality dimensions
Extraversion

30
Q

tendency to get along well with others
Good in groups
High agreeableness- not top managers

A

List and describe the 5 types of personality dimensions
Agreeableness

31
Q

tendency to be careful, scrupulous, and persevering
Has the strongest effect on job performance and job satisfaction, achievement-oriented, desire status, may be overly detail-oriented

A

List and describe the 5 types of personality dimensions
Conscientiousness

32
Q

tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others
More likely to experience burnout, not best performers, high NA less likely to engage in citizenship behaviors

A

List and describe the 5 types of personality dimensions
Neuroticism

33
Q

tendency to be original, have broad interests, be open to a wide range of stimuli, be daring, and take risks
Nonconforming, Creative, adapt well to change, more likely to benefit from training

A

List and describe the 5 types of personality dimensions
Openness to experience:

34
Q

A broad personality trait comprised of four narrow and individual traits
Generalized self-efficacy, self esteem, locus of control, and emotional stability

A

What do core self-evaluations consist of

35
Q

Relatively stable personality characteristic that describes how much personal responsibility someone takes for their behaviors and its consequences

A

locus of control

36
Q

You make things happen, i make things happen, look what i can do, i can determine my future

A

Internal locus of control

37
Q

Things happen to you, why does everything happen to me, why bother, there is nothing i can do about my future

A

External locus of control

38
Q

A person’s belief about his or her chances of successfully accomplishing a specific task, can be developed

A

What is self-efficiency

39
Q

General belief about self-worth
^ Personal achievement and praise raise self-esteem
V prolonged unemployment and destructive feedback lower self-esteem

A

What is self-esteem

40
Q

Individuals with high levels of emotional stability tend to be relaxed, secure, unworried, less likely to experience negative emotions under pressure have higher job performance more OCB, fewer CWBs

A

What is emotional stability

41
Q

complex, relatively brief, affective responses associated with a particular target

A

emotions

42
Q

the force acting on or within a person that causes the person to behave in a specific, goal directed manner

A

Motivation

43
Q

:results from external rewards
Recognition, money, promotion

A

Extrinsic motivation

44
Q

results from internal feelings
Positive emotions, satisfaction, self-praise

A

Intrinsic motivation:

45
Q

a pessimistic view of employees: assumes they dislike work, must be monitored and can be motivated only with rewards and punishment, he felt this was typical perspective held by managers

A

What does Mcgregor’s theory x state

46
Q

a modern and positive set of assumptions about people at work, they are engaged, committed, responsible, and creative

A

What does Mcgregor’s theory y state

47
Q

Self- actualization, esteem, affiliation, security, psychological (needs high to low)
Must satisfy lower levels before higher levels become important

A

Under Maslow’s hierarchy of needs, what must occur before moving on to the next level

48
Q

maintain social relationships, be liked, and join group

A

In mcclelland’s acquired needs theory, which three needs are key drivers of employee behavior
Affiliation

49
Q

desire to excel, overcome obstacles, rival and surpass others

A

In mcclelland’s acquired needs theory, which three needs are key drivers of employee behavior
Achievement

50
Q

desire to influence, coach, teach, or encourage others to achieve

A

In mcclelland’s acquired needs theory, which three needs are key drivers of employee behavior
Power

51
Q

job satisfaction and dissatisfaction arise from two different sets of factors
Satisfaction comes from motivating factors while dissatisfaction comes from hygiene factors

Motivator factors: work itself, recognition, advancement, responsibility
Intrinsic factors
Hygiene factors: salary, working conditions, interpersonal relations, company policy
Extrinsic factors

A

What are the attributes of herzberg’s motivator-hygiene theory

52
Q

perceived fairness of how resources and rewards are distributed/allocated

A

Distributive justice

53
Q

perceived fairness of the process and procedures used to make allocation decisions

A

Procedural justice:

54
Q

quality of the interpersonal treatment people receive when procedures are implemented

A

Interactional justice:

55
Q

has a strong negative relationship with job satisfaction
Managers need to find ways to reduce _____
Hire individuals who are less prone to engage in this behavior
Motivate desired behaviors and not ______
Respond quickly and appropriately to employees engaging in ______

A

counterproductive work behavior

56
Q

merit pay paid in the form of a bonus, instead of a salary increase

A

Merit bonus:

57
Q

reinforcement theory, expectancy theory, agency theory

A

what are the three theories related to compensation effects on employees

58
Q

extraversion, agreeableness, conscientiousness, neuroticism, openness to experience

A

what are the 5 types of personality dimensions

59
Q

affiliation, achievement, power

A

in McClelland’s acquired needs what are the three needs drive employee behavior

60
Q

distributive justice, procedural justice, interactional justice

A

what are the three types of justice

61
Q

Total compensation includes 2 main categories

A

Cash: salary, merit increases, bonuses, stock options
Benefits: health insurance, paid vacation, unemployment compensation

mgmt 2103 (3 decks)

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