Brainscape's Knowledge GenomeTM

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


See full index

1st-1st: Organizational Behavior > MIDTERM FLASHCARDS > Flashcards

MIDTERM FLASHCARDS

1
Q

Refers to the overall set of elements that can be used to configure an organization.

A

Organization structure and design

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

Job specialization

A

The degree to which the overall task of the organization is broken down and divided into smaller component parts

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

Alternatives to Specialization: Work teams

A

Allows an entire group to design the work system it will use to perform an interrelated set of tasks.

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

Alternatives to Specialization: Job rotation

A

Involves systematically moving employees from one job to another.

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

Alternatives to Specialization: Job enlargement

A

Increasing the total number of tasks that workers perform.

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

Alternatives to Specialization: Job characteristics approach

A

It suggests that jobs should be diagnosed and improved along five core dimensions, taking into account both the work system and employee preferences.

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

Five Core Dimensions of Job Characteristics Approach: Skill Variety

A

The number of things a person does in a job.

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

Five Core Dimensions of Job Characteristics Approach: Task identity

A

The extent to which the worker does a complete or identifiable portion of the total job.

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

Five Core Dimensions of Job Characteristics Approach: Task significance

A

The perceived importance of the task.

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

Five Core Dimensions of Job Characteristics Approach: Autonomy

A

The degree of control the worker has over how the work is performed .

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

Five Core Dimensions of Job Characteristics Approach: Feedback

A

The extent to which the worker knows how well the job is being performed.

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

It is the process of grouping jobs according to some logical arrangement.

A

Departmentalization

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

It is a clear and distinct line of authority among the positions in an organization.

A

Chain of command

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

The number of people who report to a particular manager.

A

Span of management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Difference of Tall and Flat Organizations

A

Having more layers results in a taller organization, whereas having fewer layers results in a flatter organization.

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

Characteristics of a tall organization

A

✔ Are more expensive because of the number of managers involved.
✔ Foster more communication problems because of the number of people through whom information must pass.

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

Characteristics of a flat organization

A

✔ Lead to higher levels of employee morale and productivity.
✔ Create more administrative responsibility for the relatively few managers.
✔ Create more supervisory responsibility for managers due to wider spans of control.

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

Authority

A

Power that has been legitimized by the organization.

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

Delegation

A

The process by which a manager assigns a portion of his or her total workload to others.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Reasons for Delegation:

A

✔ To enable the manager to get more work done by utilizing the skills and talents of subordinates.
✔ To foster development of subordinates by having them participate in decision making and problem solving.

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

Decentralization vs. Centralization

A
  • Decentralization – The process of systematically DELEGATING power and authority throughout the organization to middle and lower level managers.
  • Centralization – The process of systematically RETAINING power and authority in the hands of higher-level managers.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

The process of linking the activities of the various departments of the organization.

A

Coordination

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

The Need for Coordination:

A

✔ The primary reason for coordination is that departments and work groups are interdependent—they depend on one another for information and resources to perform their respective activities.
✔ The greater the interdependence between departments, the more coordination the organization requires if departments are to be able to perform effectivel/

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Three Major Forms of Interdependence

A
  • Pooled interdependence – When units operate with little interaction; their output is pooled at the organizational level
  • Sequential interdependence – When the output of one unit becomes the input for another in a sequential fashion
  • Reciprocal interdependence – When activities flow both ways between units
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

A model of organization design based on a legitimate and formal system of authority.

A

Bureaucracy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

According to Weber, the ideal bureaucracy exhibits five basic characteristics:

A

✔ The organization should adopt a distinct division of labor, and each position should be filled by an expert.
✔ The organization should develop a consistent set of rules to ensure that task performance is uniform.
✔ The organization should establish a hierarchy of positions or offices that creates a chain of command from the top of the organization to the bottom.
✔ Managers should conduct business in an impersonal way and maintain an appropriate social distance between themselves and their subordinates.
✔ Employment and advancement in the organization should be based on technical expertise, and employees should be protected from arbitrary dismissal.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

It is based on the assumption that the optimal design for any given organization depends on a set of relevant situational factors.

A

Situational view of organization design

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Technology

A

Conversion process used to transform inputs into outputs.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Three basic forms of technology that were identified by Joan Woodward.

A
  1. Unit or small batch technology – the product is custom made to customer specifications and produced in small quantities.
  2. Large batch or mass production technology – the product is manufactured in assembly line fashion by combining components parts into another part or finished product.
  3. Continuous process technology - raw materials are transformed to a finished product by a series of machine
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Mechanistic organization vs. Organic organization

A

➝ Mechanistic organization – Similar to the bureaucratic model, most frequently found in stable environments
➝ Organic organization – Very flexible and informal model of organization design, most often found in unstable and unpredictable environments

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Differentiation vs. Integration

A

➝ Differentiation – Extent to which the organization is broken down into subunits
➝ Integration – Degree to which the various subunits must work together in a coordinated fashion

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Total number of full-time or full-time equivalent employees.

A

Organizational size

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

Progression through which organizations evolve as they grow and mature.

A

Organizational life cycle

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

Organization design based on the functional approach to departmentalization

A

Functional (U-Form) Design

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

5 Characteristics of a Functional (U-Form) Design

A

 Requires coordination across all departments.
 Resembles functional departmentalization in its advantages and disadvantages.
 Promotes a narrowing functional rather than broader organizational focus
 Tends to promoter centralization
 Is common in smaller organizations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

Organization design used by an organization made up of a set of unrelated businesses.

A

Conglomerate (H-Form) Design

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

4 Characteristics of a Conglomerate (H-Form) Design

A

 Organization consists of a set of unrelated businesses with a general manager for each business.
 Holding-company design is similar to product departmentalization.
 Coordination is based on the allocation of resources across companies in the portfolio.
 Design has produced only average to weak financial performance; has been abandoned for other approaches

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

Organization design based on multiple businesses in related areas operating within a larger organizational framework.

A

Divisional (M-Form) Design

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

3 Characteristics of a Divisional (M-Form) Design

A

 Is based on multiple businesses in related areas operating within a larger organizational framework; following a strategy of related diversification.
 Activities are decentralized down to the divisional level; others are centralized at the corporate level.
 The largest advantages of the M-form design are the opportunities for coordination and sharing of resources

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

Organization design based on two overlapping bases of departmentalization.

A

Matrix Design

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

3 Characteristics of a Matrix Design

A

 A set of product groups or temporary departments are superimposed across the functional departments.
 Employees in the matrix become members of both their departments and a project team under a project manager.
 The matrix creates a multiple command structure in which an employee reports to both departmental and project managers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

Organization design based on two or more organization design forms such as a mixture of related divisions and a single unrelated division.

A

Hybrid Design

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

An approach to organization design that relies almost exclusively on project-type teams, with little or no underlying hierarchy.

A

Team organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

An approach to organization design that has little or no formal structure.

A

Virtual organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
45
Q

An approach to organization design that works to facilitate the lifelong learning and personal development of all its employees while continually transforming itself to respond to changing demands and needs.

A

Learning organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
46
Q

The overall set of expectations held by an individual with respect to what he or she will contribute to the organization and what the organization will provide in return.

A

Psychological contract

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
47
Q

Contributions vs. Inducements

A
  • Contributions – What the individual provides to the organization
  • Inducements – What the organization provides to the individual
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
48
Q

The Person-Job Fit

A

The extent to which the contributions made by the individual match the inducements offered by the organization.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
49
Q

These are personal attributes that vary from one person to another.

A

Individual differences

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
50
Q

These are relatively stable set of psychological and behavioral attributes that distinguish one person from another.

A

Personality

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
51
Q

A popular personality framework based on five key traits.

A

The “Big Five” Model of Personality

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
52
Q

The “Big Five” Personality Traits

A
  • Agreeableness ➝ A person’s ability to get along with others
  • Conscientiousness ➝ A person’s ability to manage multiple tasks and consistently meet deadlines
  • Neuroticism ➝ Extent to which a person experiences anxiety or is poised, calm, resilient, and secure
  • Extraversion ➝ A person’s comfort level with relationships
  • Openness ➝ A person’s rigidity of beliefs and range of interests
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
53
Q

This framework, based on the classic work of Carl Jung, differentiates people in terms of four general dimensions.

A

The Myers-Briggs Framework

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
54
Q

It is one popular questionnaire that some organizations use to assess personality types. Is a useful method for determining communication styles and interaction preferences.

A

The Myers–Briggs Type Indicator (MBTI)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
55
Q

Extraversion (E) versus introversion (I)

A

Extraverts get their energy from being around other people, whereas introverts are worn out by others and need solitude to recharge their energy.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
56
Q

Sensing (S) versus intuition (N)

A

The sensing type prefers concrete things, whereas intuitives prefer abstract concepts.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
57
Q

Thinking (T) versus feeling (F)

A

Thinking individuals base their decisions more on logic and reason, whereas feeling individuals base their decisions more on feelings and emotions.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
58
Q

Judging (J) versus perceiving (P)

A

People who are the judging type enjoy completion or being finished, whereas perceiving types enjoy the process and open-ended situations.

59
Q

The degree to which an individual believes that his or her behavior has a direct impact on the consequences of that behaviour.

A

Locus of control

60
Q

Internal locus of control vs. External locus of control

A

 Internal locus of control – individuals who believe they are in control of their lives.
 External locus of control – individuals believe that external forces dictate what happens to them.

61
Q

Self-efficacy

A

An individual’s beliefs about his or her capabilities to perform a task.

62
Q

Authoritarianism

A

The extent to which an individual believes that power and status differences are appropriate within hierarchical social systems like organizations.

63
Q

Machiavellianism

A

This is the behavior directed at gaining power and controlling the behavior of others.

64
Q

Self-esteem

A

The extent to which a person believes that he or she is a worthwhile and deserving individual

65
Q

Risk propensity

A

The degree to which an individual is willing to take chances and make risky decisions.

66
Q

The extent to which people are self aware, manage their emotions, motivate themselves, express empathy for others, and possess social skills

A

Emotional Intelligence (EQ)

67
Q

EQ various dimensions can be described as follows:

A

 Self-awareness. It refers to a person’s capacity for being aware of how they are feeling.
 Managing emotions. This refers to a person’s capacities to balance anxiety, fear, and anger so those emotions do not overly interfere with getting things accomplished.
 Motivating oneself. This refers to a person’s ability to remain optimistic and to continue striving in the face of setbacks, barriers, and failure.
 Empathy. This refers to a person’s ability to understand how others are feeling, even without being explicitly told.
 Social skill. This refers to a person’s ability to get along with others and to establish positive relationships

68
Q

Complexes of beliefs and feelings that people have about specific ideas, situations, or other people.

A

Attitudes

69
Q

This is when an individual has conflicting attitudes.

A

Cognitive Dissonance

70
Q

An attitude that reflects the extent to which an individual is gratified by or fulfilled in his or her work.

A

Job satisfaction or dissatisfaction

71
Q

An attitude that reflects an individual’s identification with and attachment to the organization itself.

A

Organizational commitment

72
Q

Positive affectivity vs. Negative affectivity

A

 Positive affectivity – A tendency to be relatively upbeat and optimistic, have an overall sense of well-being, see things in a positive light, and seem to be in a good mood
 Negative affectivity – A tendency to be generally downbeat and pessimistic, see things in a negative way, and seem to be in a bad mood.

73
Q

The set of processes by which an individual becomes aware of and interprets information about the environment.

A

Perception

74
Q

Selective perception

A

The process of screening out information that we are uncomfortable with or that contradicts our beliefs

75
Q

The process of categorizing or labelling people on the basis of a single attribute

A

Stereotyping

76
Q

The process of observing behavior and attributing causes to it.

A

Attribution

77
Q

The basic framework around which we form attributions is:

A

 Consensus (the extent to which other people in the same situation behave the same way)
✔ Consistency (the extent to which the same person behaves in the same way at different times)
✔ Distinctiveness (the extent to which the same person behaves in the same way in other situations)

78
Q

An individual’s response to a strong stimulus, which is called a stressor.

A

Stress

79
Q

General cycle of the stress process

A

General Adaptation Syndrome (GAS)

80
Q

Stages of General Adaptation Syndrome (GAS)

A

Stage 1: alarm—we feel panic and alarm, and our level of resistance to stress drops.
Stage 2: resistance—represents our efforts to confront and control the stressful circumstance.
Stage 3: exhaustion—and just give up or quit.

81
Q

Type A vs. Type B personality types

A
  • Type A – Individuals who are extremely competitive, are very devoted to work, and have a strong sense of time urgency
  • Type B – Individuals who are less competitive, are less devoted to work, and have a weaker sense of time urgency
82
Q

Organization Stressor: Task Demands

A
  • Quick decisions
  • Incomplete information for decisions
  • Critical decisions
83
Q

Organization Stressor: Physical Demands

A
  • Temperature extremes
  • Poorly designed office
    Threats to health
84
Q

Organization Stressor: Role Demands

A
  • Role conflict
  • Role ambiguity
85
Q

Organization Stressor: Interpersonal Demands

A
  • Group pressures
  • Leadership styles
  • Conflicting personalities
86
Q

Negative personal consequences of stress

A

✔ Behavioral—smoking, alcoholism, overeating, drug abuse.
✔ Psychological—sleep disturbances, depression.
✔ Medical—heart disease, stroke, backaches, ulcers, skin conditions.

87
Q

Negative work-related consequences of stress

A

✔ Poor quality work output and lower productivity.
✔ Job dissatisfaction, low morale, and a lack of commitment.
✔ Withdrawal through indifference and absenteeism

88
Q

A feeling of exhaustion that may develop when someone experiences too much stress for an extended period of time.

A

Burnout

89
Q

The ability of an individual to generate new ideas or to conceive of new perspectives on existing ideas.

A

Creativity

90
Q

Creative attributes generally fall into three categories:

A

✔ Background Experiences and Creativity ➝ creative individuals were raised in environments in which creativity was nurtured.
✔ Personal Traits and Creativity ➝ traits shared by most creative people are openness, an attraction to complexity, high levels of energy, independence and autonomy, strong self-confidence, and a strong belief that one is, in fact, creative
✔ Cognitive Abilities and Creativity ➝ are an individual’s power to think intelligently and to analyze situations and data effectively

91
Q

Divergent vs. Convergent thinking

A
  • Divergent thinking is a skill that allows people to see differences among situations, phenomena, or events.
  • Convergent thinking is a skill that allows people to see similarities among situations, phenomena, or events.
92
Q

A pattern of action by the members of an organization that directly or indirectly influences organizational effectiveness.

A

Workplace behavior

93
Q

The total set of work-related behaviors that the organization expects the individual to display.

A

Performance behaviors

94
Q

Withdrawal Behaviors

A
  • Absenteeism – When an individual does not show up for work
  • Turnover – When people quit their jobs
95
Q

The behavior of individuals that makes a positive overall contribution to the organization.

A

Organizational Citizenship

96
Q

Determinants of Organizational Citizenship

A

 Individual’s personality, attitudes and needs
 Social context of the workplace
 Organizations capacity to reward citizenship

97
Q

Those that detract from, rather than contribute to, organizational performance.

A

Dysfunctional Behaviors

98
Q

Dysfunctional Behaviors

A

 Absenteeism and turnover
 Theft and sabotage
 Sexual and racial harassment
 Politicized behavior
 Intentionally misleading others
 Spreading malicious rumors
 Workplace violence

99
Q

Motivation

A

The set of forces that cause people to behave in certain ways.

100
Q

Individual performance is generally determined by three things:

A

✔ Motivation (the desire to do the job),
✔ Ability (the capability to do the job),
✔ The work environment (the resources needed to do the job). If an employee lacks ability, the manager can provide training or replace the worker.

101
Q

Approaches to motivation that tries to answer the question “What factors motivate people?”

A

Content Perspectives

102
Q

Content Perspectives: The Needs of Hierarchy Approach

A

Maslow’s hierarchy of needs Suggests that people must satisfy five groups of needs in order— physiological, security, belongingness, esteem, and self-actualization

103
Q

Content Perspectives: The Two-Factor Theory

A

Suggests that people’s satisfaction and dissatisfaction are influenced by two independent sets of factors—motivation factors and hygiene factors.

104
Q

Content Perspectives: The Individual Human Needs

A
  • Need for Achievement – The desire to accomplish a goal or task more effectively than in the past
  • Need for Affiliation – The desire for human companionship and acceptance
  • Need for Power – The desire to be influential in a group and to control one’s environment
105
Q

Approaches to motivation that focus on why people choose certain behavioral options to satisfy their needs and how they evaluate their satisfaction after they have attained those goals.

A

Process Perspectives

106
Q

Process Perspectives: Expectancy Theory

A

Suggests that motivation depends on two things—how much we want something and how likely we think we are to get it.

107
Q

The Expectancy Model of Motivation

A

o Effort-to-Performance Expectancy – The individual’s perception of the probability that effort will lead to high performance
o Performance-to-Outcome Expectancy – The individual’s perception that performance will lead to a specific outcome
o Outcomes Consequences – of behaviors in an organizational setting, usually rewards
o Valence – An index of how much an individual values a particular outcome; the attractiveness of the outcome to the individual

108
Q

Process Perspectives: The Porter–Lawler Extension of Expectancy Theory

A

Suggests that if performance results in equitable rewards, people will be more satisfied. Thus, performance can lead to satisfaction. Managers must therefore be sure that any system of motivation includes rewards that are fair, or equitable, for all.

109
Q

Process Perspectives: The Equity Theory

A

Contends that people are motivated to seek social equity in the rewards they receive for performance.

110
Q

It is a result of conscious goals and intentions.

A

Behavior

111
Q

It influences behavior in organizations.

A

Setting goals

112
Q

Process Perspectives: Goal-Setting Theory

A

✔ Goal difficulty is the extent to which a goal is challenging and requires effort.
✔ Goal specificity is the clarity and precision of the goal.
✔ Goal acceptance is the extent to which a person accepts a goal as his or her own.
✔ Goal commitment is the extent to which he or she is personally interested in reaching the goal.

113
Q

Approaches to motivation that argues that behavior that results in rewarding consequences is likely to be repeated, whereas behavior that results in punishing consequences is less likely to be repeated

A

Reinforcement Theory

114
Q

Reinforcement Theory assumes that:

A

✔ Behavior that is rewarded is likely to be repeated.
✔ Behavior that is punished is less likely to be repeated.

115
Q

Positive Reinforcement

A

A method of strengthening behavior with rewards or positive outcomes after a desired behavior is performed.

116
Q

Avoidance

A

Used to strengthen behavior by avoiding unpleasant consequences that would result if the behavior were not performed.

117
Q

Punishment

A

Used to weaken undesired behaviors by using negative outcomes or unpleasant consequences when the behavior is performed.

118
Q

Extinction

A

Used to weaken undesired behaviors by simply ignoring or not reinforcing them.

119
Q

Provides reinforcement at fixed intervals of time, such as regular weekly pay-checks

A

Fixed-Interval Schedule

120
Q

Provides reinforcement at varying intervals of time, such as occasional visits by the supervisor

A

Variable-Interval Schedule

121
Q

Provides reinforcement after a fixed number of behaviors regardless of the time interval involved, such as a bonus for every fifth sale

A

Fixed-Ratio Schedule

122
Q

Provides reinforcement after varying numbers of behaviors are performed, such as the use of compliments by a supervisor on an irregular basis

A

Variable-Ratio Schedule

123
Q

Method for applying the basic elements of reinforcement theory in an organizational setting.

A

Organizational Behavior Modification (OB Mod)

124
Q

The process of enabling workers to set their own work goals, make decisions, and solve problems within their sphere of responsibility and authority.

A

Empowerment

125
Q

The process of giving employees a voice in making decisions about their own work.

A

Participation

126
Q

Areas of Participation for Employees

A

✔ Making decisions about their jobs.
✔ Making decisions about administrative matters.
✔ Participating in decision making about broader issues of product quality.

127
Q

Working a full forty-hour week in fewer than the traditional five days.

A

Compressed Work Schedule

128
Q

Work schedules that allow employees to select, within broad parameters, the hours they work.

A

Flexible-Work Schedules

129
Q

When two part-time employees share one full-time job.

A

Job Sharing

130
Q

Allowing employees to spend part of their time working offsite, usually at home.

A

Telecommuting

131
Q

The formal and informal mechanisms by which employee performance is defined, evaluated, and rewarded.

A

Reward system

132
Q

3 Effects of Organizational Rewards

A

✔ Higher-level performance-based rewards motivate employees to work harder.
✔ Rewards help align employee self-interest with organizational goals.
✔ Rewards foster increased retention and citizenship.

133
Q

Pay awarded to employees on the basis of the relative value of their contributions to the organization.

A

Merit Pay

134
Q

Compensation plan that formally bases at least some meaningful portion of compensation on merit.

A

Merit Pay Plan

135
Q

Monetary Incentives

A

✔ Incentive plan
✔ Employee is paid a certain amount of money for every unit the employee produces.
✔ Sales commissions plan
✔ Employee is paid a percentage of the employee’s sales to customers for selling the firm’s products or services.

136
Q

Nonmonetary Incentives

A

✔ Immediate, and one-time rewards
✔ Days off, additional paid vacation time, and special perks

137
Q

It is designed to share the cost savings from productivity improvements with employees.

A

Gainsharing Programs

138
Q

Similar to gainsharing, but it is the distribution of gains is tilted much more heavily toward employees.

A

Scanlon Plan

139
Q

It is an annual bonus to all employees based on corporate profits.

A

Profit Sharing Plans Provide

140
Q

Standard Forms of Executive Compensation

A

✔ Base salary
✔ Incentive pay (bonuses)

141
Q

Special Forms of Executive Compensation

A

✔ Stock option plans
✔ Executive perks

142
Q

Allowing employee participation in the deciding the distribution of rewards.

A

Employee Participation

143
Q

Innovation in Incentive Programs

A

✔ Offering stock options to all employees.
✔ Individualizing reward systems

1st-1st: Organizational Behavior (3 decks)

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