Topic 5&6

Question 1

External Reward Positioning

Answer 1

how rewards compare to those in other orgs

Question 2

External Equity

Answer 2

employee perceptions about worth of their work conditions and rewards compared to those of individuals outside the company

Question 3

Reward Surveys

Answer 3

aggregations of reward information gathered from other market orgs

Question 4

public market survey sources

Answer 4

Government - BLS, broad rarely specific enough to provide data on benchmark jobs
Self report - qualifications and motives can be suspect. additional source, used by candidates to define expectations
popular press - same pros cons as self report

Question 5

other survey sources

Answer 5

Subscription - standardized, industry specific

Custom - costly, time consuming

Question 6

concerns with integrating survey data into org

Answer 6

Pay forms - total compensation vs cash compensation vs variable vs benefits; merge only if same pay form
Matching benchmark jobs - compare job descriptions
Aging the data - adjust for shifts in market over time

Question 7

maslow hierarchy

Answer 7

physiological
safety/security
social
ego/esteem
self actualization

Question 8

reinforcement theory

Answer 8

BF Skinner

behavior is a function of its consequences

Question 9

reinforcement principle

Answer 9

when positive consequenses follow a behavior that behavior is more likely to be seen in the future
negative consequenses discourage a behavior

Question 10

timing principle

Answer 10

the sooner the reward/punishment after a behavior, the greater the impact of the action on the behavior

Question 11

variability principle

Answer 11

new behaviors are more quickly acquired when reward/punishment is more frequent

Question 12

BF Skinner

Answer 12

reinforcement theory

Question 13

Victor Vroom

Answer 13

Expectancy Theory

Question 14

Expectancy Theory

Answer 14

relationships between effort, performance and rewards/outcomes
motivation is also function of how much employee values a reward

Question 15

expectancy perception

Answer 15

can I perform at the level required for the reward?

those who believe they can perform at a level to earn a reward are more motivated

Question 16

instrumentality reward

Answer 16

if I perform will I receive the reward?

odds of getting a reward

Question 17

valence perception

Answer 17

do I value the reward?

Question 18

Law of unintended consequenses

Answer 18

not all consequences of a reward system are foreseeable

less desirable behaviors may be the outcome

Question 19

Tournament theory

Answer 19

people are highly motivated to receive extremely valuable rewards

Question 20

Distributive Justice

Answer 20

Equity theory

comparison of ratio of an employees inputs/rewards to ration of inputs/rewards of others

Question 21

Three types of justice theory

Answer 21

Distributive (equity)
Procedural
Interactional

Question 22

Procedural Justice

Answer 22

focuses on the process by which the reward distribution system was determined

Question 23

ways to enhance procedural justice

Answer 23

employees have voice in design of system
employees receive explanation for reward decision
multiple sources of information used whenever possible
every system needs a correcting mechanism (ie grievance system)

Question 24

Interactional justice

Answer 24

perceptions of the degree that employees are treated with respect
grow out of whether managers act professionally

Question 25

Intrinsic motivation theory

Answer 25

self determination theory

employees attribute behavior to internal and external causes

Question 26

Job Performance Model

Answer 26

defines performance and outlines its causes

Question 27

Motivational preferences

Answer 27

not all employees motivated by the same rewards

systems should be flexible enough to accommodate this

Question 28

Motivational judgement

Answer 28

different views of motivation may be useful at different times