Personal Management III Flashcards
ANG : Basic Forms of Work Structuring
Basic Forms of Work Structuring
Job Rotation: Systematic rotation through different positions.
Job Enrichment: Increasing the depth of a job by adding responsibilities.
Job Enlargement: Increasing the breadth of a job by adding different tasks at the same level.
Semi-Autonomous Work Groups: Small groups working with a degree of autonomy.
Innovative Time Management Solutions: Flexible handling of working hours.
Innovative Location Solutions: Flexible approaches to work locations, including mobile work and home office options.
Job Characteristics Model (JCM) Dimensions
Skill Variety: How much a job requires different activities and skills.
Task Identity: The extent a job involves completing an entire piece of work from start to finish.
Task Significance: The impact of a job on the lives or work of other people.
Autonomy: The freedom in scheduling work and deciding on the methods to perform tasks.
Feedback: The clarity and directness of performance effectiveness information received from job activities.
Job Enrichment: Key Points
Purpose: Enhances job quality by adding more valuable, skilled tasks.
Expansion: Mainly vertical, sometimes horizontal, increasing job requirements to a higher level.
Difference: Unlike job rotation/enlargement (horizontal expansion), enriches decision-making and control scope.
Focus: Varies in activity time/content and impact on action scope.
Job Enrichment vs. Job Enlargement
Job Enrichment:
A vertical restructuring technique.
Increases job satisfaction by adding levels of responsibility.
Gives employees more authority, autonomy, and control.
Job Enlargement:
A horizontal restructuring method.
Expands job scope without necessarily increasing responsibility or authority.
Semi-Autonomous Groups: Key Points
Assignment: Groups handle extensive, complex tasks collectively.
Authority: Expanded activity and decision-making scope.
Autonomy Level: Depends on task scope and quality.
Differentiation: Based on decision content and self-responsibility areas.
Implications: New supervisor roles and team compensation.
Autonomous Teamwork: Définition
Autonomous Teamwork: Independent groups self-managing tasks, choosing and training members, setting work pace, supervising activities, and trading jobs among themselves.
Flexible Time Options
Flexitime: Varying start and finish times, with possible core hours.
Time Off in Lieu (TOIL): Compensating extra work hours with time off.
Annualised Hours: Set annual hours, worked flexibly across the year.
Compressed Working Weeks: Full-time hours in fewer days.
Term-time Working: Work aligned with school terms for parents.
Part-time Working: Reduced hours with pro-rata pay/benefits.
Jobshare: Two or more people sharing one full-time job.
Self-rostering: Teams manage their own shifts and cover.
Career Breaks: Taking a break for personal or professional development.
Seasonal Working: Hours adjusted to seasonal demand.
Total ‘Time Worked’ Account: Contracted hours over a long period, completed flexibly.
Phased Retirement: Gradually reducing hours until retirement.
Voluntary Reduced Time: Extra unpaid leave
Alternative Work Arrangements
Flextime/Flexitime: Flexible start and finish times for employees.
Job Sharing: Two or more individuals sharing the responsibilities of one full-time position.
Telecommuting or Telework: Working remotely using computers and telecommunications, including home-based work, site-to-site, and mobile working.
Flexible Workplace Options
Mobile Working: Work from anywhere, supported by technology.
Other Offices: Work from various company or co-working spaces.
Virtual Teams: Collaborate online without needing to travel.
Shared Spaces: Non-assigned, task-based office seating.
Home Working: Regular or occasional work from home, full or part-time.
Defining Motivation
Motivation arises from the interplay between an individual and their environment. It involves the processes that explain the intensity, direction, and persistence of a person’s effort towards achieving a goal, especially within an organizational context.
Key Elements of Motivation:
Intensity: The level of effort put forth by an individual.
Direction: The alignment of effort with organizational objectives.
Persistence: The duration of effort maintained by an individual.
Content vs. Process Theories of Motivation
Content Theories: Identify specific needs and motives driving behavior to address deficits (e.g., hunger, security).
Process Theories: Focus on the decision-making process behind choosing actions to meet goals, without specifying particular needs
Alderfer’s ERG Theory
Alderfer’s ERG Theory simplifies Maslow’s hierarchy into three core need categories:
Existence: Combines Maslow’s physiological and safety needs.
Relatedness: Encompasses social and status needs, akin to Maslow’s belongingness and esteem.
Growth: Reflects esteem and self-actualization needs.
Key Differences from Maslow’s Theory:
Non-Hierarchical: Alderfer doesn’t assume a strict hierarchy; multiple needs can influence behavior simultaneously.
Simultaneous Motivation: Individuals can be motivated by existence, relatedness, and growth needs at the same time.
Frustration-Regression: When higher-level needs are unmet, individuals may still be motivated by lower-level needs.
Intrinsic vs. Extrinsic Motivation
Intrinsic Motivation:
Behavior is rewarding in itself (e.g., curiosity, enjoyment, interest).
Actions are performed for their own sake.
Tends to have a long-term effect.
Extrinsic Motivation:
Behavior is driven by external rewards (e.g., recognition, positive evaluations) or the avoidance of punishments (e.g., criticism, negative evaluations).
Motivated by the consequences (positive or negative) of actions.
Generally has a short-term impact.
McClelland’s Three Needs Theory
Individuals possess three core needs:
Need for Achievement (nAch):
Motivated by the desire to excel and succeed based on personal standards.
Need for Power (nPow):
Driven by the urge to influence others’ behavior and outcomes.
Need for Affiliation (nAff):
Fueled by the longing for close and harmonious interpersonal relationships.
People exhibit different levels of each need, which shape their behaviors and motivations.
