Organizational Ch 8 (W4-a)

Question 1

Psychological contract

Answer 1

perception of employees relationship with organization. Input that employee promised to organization and outcome that organization promised
- psychological contracts are subjective therefor are influenced by bias and mistakes

Question 2

Sources that influence psychological contract

Answer 2

1) Direct communication
2) Observations of how other employees are treated
3) Written documents

Question 3

RPJ 9 realistic job preview

Answer 3

An honest assessment of the advantages and disadvantages of a particular job and working in a particular organization.

Question 4

Types of psychological contract

Answer 4

Transactional contract

Relational contract

Question 5

Transactional contract

Answer 5

short term contract, very specific and flexible. Employees focus on extrinsic motivation such as salary. Those are temporary employees

Question 6

Relational contract

Answer 6

Long term contract that develops gradually. Employees, These employees are more motivated and organization care about their wellbeing

Question 7

Performance appraisal

Answer 7

Evaluating performance to encourage employee motivation and performance and to provide information to be used in managerial decision making.

Question 8

Assessment if performance appraisal gives emploees?

Answer 8

Information about

1) level to which they contribute to input of organization
2) level to which they focus on right things towards achieving goal

Question 9

Positive/ negative performance appraisal

Answer 9

positive- make employees fell valued and competent –> they will put more effort
Negative- inform that performance is unacceptable and that
1) they are not motivated to contribute sufficient inputs to the job
(2) they cannot contribute certain inputs that are required, or (3) they are misdirecting their inputs, which are at an adequate level.

Question 10

performance appraisal can be used to

Answer 10

• decide on salary
• ensure that employees use their talents and group them into high-performing teams
• to point problems with a job design
• provide supervision in career planning
• to point to areas of improvement and skills that employees still need to develop

Question 11

Choice 1 for effective performance appraisal

Answer 11

Mixture of formal and informal appraisal.
Formal appraisal the employees get a feedback as it was formally set up like once in 6m.
For informal- informal meetings. Theses help with receiving feedback right after doing something.
Ideally, these two both performed

Question 12

Choice 2 for effective performance appraisal

Answer 12

Evaluating content.
Like traits in performance, but the drawback not taking situational factors into account. also motivation can not be improved in that case because traits are fairly stable.
They can also evaluate behaviors directly which is better They should focus on results of behavior. However, the drawback is that sometimes employees can focus on outcomes too much that will lead them to be prone to unethical behavior

Question 13

Choice 3 for effective performance appraisal

Answer 13

Objective and subjective measure can be performed to evaluate performance.
Objectives: reports in numbers.
Subjective: like rating scales such as Graphic rating scale, BARS, BOS

Question 14

Graphic rating scale

Answer 14

evaluates performance along a continuum. There might be difference in interpreting scores

Question 15

BARS

Answer 15

indicates work-related behaviors,

Question 16

BOS

Answer 16

Indicates specific behavior and it’s frequency

Needs a lot of time to take it

Question 17

Choice 4 for effective performance appraisal

Answer 17

Who evaluates performance?

sometimes managers do, but it is better if it can also come from other sources like customers

Question 18

360-degree appraisal

Answer 18

All of the sources for feedback are combined
This is bad because:
-can become popularity context
-people can force and bribe one another to give good evaluations
- angry coworkers can perform revenge

Question 19

Merit Pay Plans

Answer 19

A plan that bases pay on performance. Can be based on performance of individual, group, or organization. Powerful motivator and also unites people towards one goal

Question 20

Merit Pay Plans when it should be used?

Answer 20

1. When individual performance can be accurately assessed (for example, the number of cars a salesperson sells)
2. When employees are highly interdependent ( depend on one another)
3. When organizational effectiveness depends on individuals working together, cooperating with each other, and helping each other out

Question 21

Merit Pay Plans types

Answer 21

Salary 
Bonus (more effective) 
-they directly linked to performance 
- they independent of other factors 
- they depend strongly on performance

Question 22

piece-rate pay plan

Answer 22

piece-rate pay plan, an employee is paid for each unit he or she produces, as in the case of a tailor who is paid for each piece of clothing he sews or alters,

Question 23

full commission plans

.

Answer 23

fluctuate directly in proportion to sales that are made

Question 24

partial commission plan

Answer 24

consist of fixed salaries plus an amount that varies with sales levels
-these employees are unlikely to develop team spirit

Question 25

comparable worth

Answer 25

suggests that jobs of equivalent value to an organization should carry the same pay rates regardless of differences in the nature of the work itself and the personal characteristics of the people performing the work
- rarley implemented

Question 26

Career

Answer 26

The sum of work-related experiences throughout a person’s lifetime.

Question 27

steady-state career

Answer 27

reflects a one-time com- mitment to a certain kind of job that is maintained throughout one’s working life.

Question 28

linear career

Answer 28

person progresses through a sequence of jobs, and each job entails progress over the prior one in terms of responsibility, skills needed, level in the hierarchy of an organization, and so on.

Question 29

spiral career

Answer 29

a person holds different types of jobs that build on each other but tend to be fundamentally different

Question 30

transitory career

Answer 30

changes jobs frequently, and each job is different from the one before it.