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Organisational behaviour > Week 5 Applied Performance Practices > Flashcards

Week 5 Applied Performance Practices Flashcards

1
Q

_____ (and other Financial rewards) are a fundamental part of _____ relationship

A

Money, employment

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2
Q

Financial rewards are also associated with our

A

needs, emotions and self-concepts.

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3
Q

Money is widely viewed as a symbol of

A

Power
Status
Prestige

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4
Q

Money is widely viewed as a source of

A

Security
Evil
Anxiety and feelings of inadequacy

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5
Q

Pay has multiple meanings

A

Symbol of success
Reinforcer and motivator
Reflection of performance
Can reduce anxiety

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6
Q

Types of Rewards in the Workplace

A

Membership and seniority
Job status
Competencies
Task performance

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7
Q

Membership/Seniority Based Rewards advantages

A

Attract job applicants

Reduce turnover

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8
Q

Membership/Seniority Based Rewards disadvantages

A

Do not motivate high performance

Discourage poor performers from leaving

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9
Q

Job Status-Based Rewards Advantages:

A

Includes job evaluation and status perks
Job evaluation tries to maintain fairness (pay equity)
Motivates competition for promotions

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10
Q

Job Status-Based Rewards Disadvantages:

A

Encourages bureaucratic hierarchy
Might undermine cost-efficiency and responsiveness
Reinforces status mentality
Encourages competition, not collaboration

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11
Q

Pay increases with acquired and demonstrated competencies

A

Competency-Based Rewards

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12
Q

Competency-Based Rewards - Skill-based pay increases with

A

mastery of measurable skills (modules/training)

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13
Q

What is 1 Competency-Based Rewards advantage, and 1 disadvantage?

A

Advantages
More flexible workforce, better quality, consistent with employability
Disadvantages
Potentially subjective, higher training costs

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14
Q

Systematically rating the worth of jobs within an organisation by measuring their effort, responsibility and working conditions.

A

Job evaluation.

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15
Q

Performance-Based Rewards

A

Individual rewards
Team rewards
Organisational rewards

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16
Q

Bonuses, commissions and piece rates are all typical

A

Individual rewards

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17
Q

Bonuses and gainsharing are both

A

Team rewards

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18
Q

Profit sharing, share ownership, stock options and balanced scorecards (BSC) are all types of

A

Organisational rewards

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19
Q

Team-based rewards that calculate bonuses from the cost savings of the work unit and productivity improvement.

A

Gainsharing plans:

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20
Q

Employee share ownership plan (eSOp):

A

an organisational reward system that encourages employees to buy company shares.

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21
Q

An organisational reward system that pays bonuses to employees on the basis of the previous year’s level of corporate profits.

A

Profit-sharing plan:

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22
Q

An organisational reward system that gives employees the right to purchase company shares at a future date at a predetermined price.

A

Share options:

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23
Q

Positive effects of Organisational Rewards

A

Creates an ‘ownership culture’

Adjusts pay with firm’s prosperity

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24
Q

Concerns with performance pay - Organisational Rewards

A

Weak connections between individual effort and rewards

Reward amounts affected by external forces

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25
Q

Keys to improving Reward Effectiveness

A 
Link rewards to performance
Ensure rewards are relevant
Team rewards for interdependent jobs
Ensure rewards are valued
Watch out for unintended consequences
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26
Q

Th process of assigning tasks to a job, including the interdependency of those tasks with other jobs

A

Job Design

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27
Q

Organisation’s goal—

A

to create jobs that can be performed efficiently, yet employees are motivated and engaged

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28
Q

The result of a division of labour where work is subdivided into separate jobs and assigned to different people

A

Job specialisation

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29
Q

The practice of systematically partitioning work into its smallest elements and standardising tasks to achieve maximum efficiency.

A

Scientific management

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30
Q

Examples of Scientific management

A

Frederick Winslow Taylor
Advocated job specialisation
Taylor also emphasised person-job matching, training, goal setting, work incentives

31
Q

Job Specialisation advantages

A

Less time changing activities
Lower training costs
Job mastered quickly
Better person-job matching

32
Q

Job Specialisation disadvantages

A 
Job boredom
Discontentment pay
Higher costs
Lower quality
Lower motivation
33
Q

_____ is now the central focus of many job _____ changes

A

Motivation, design

34
Q

Interventions popularised by Frederick Winslow Taylor

A

Training
Goal setting
Work incentives

35
Q

Herzberg’s theory stating that employees are primarily motivated by growth and esteem needs, not by lower level needs.

A

Motivator-Hygiene Theory

36
Q

According to Herzberg, the opposite of _____ is “No satisfaction” and the opposite of _____ is “No Dissatisfaction”.

A

“Satisfaction” , “Dissatisfaction”

37
Q

This theory proposes that employees experience job satisfaction when they fulfil growth and esteem needs (motivators), and experience dissatisfaction when they have poor working conditions (hygienes)

A

Motivator-Hygiene Theory

38
Q

Herzberg argues that only characteristics of the job itself _____ employees, whereas _____ factors, whereas the motivators merely prevent _____..

A

motivate, hygiene, dissatisfaction

39
Q

the Job Characteristics Model identifies five core job dimensions that produce three psychological states

A 
Skill variety
Task identity                       
Task significance
Autonomy 
Job Feedback
40
Q

The three psychological states are

A

experienced Meaningfulness
experienced of Responsibility
and Knowledge of results

41
Q

____ ____ refers to the use of different skills and talents to complete a variety of work activities.

A

Skill variety

42
Q

_____ _____ is the degree to which a job requires completion of a whole or identifiable piece of work, such as assembling an entire broadband modem rather than just soldering in the circuitry.

A

Task identity

43
Q

_____ _____ is the degree to which the job affects the organisation and/or greater society.

A

Task significance

44
Q

Jobs with high levels of _____ provide freedom, _____ and discretion in scheduling the work and determining the procedures to be used to complete the work. In autonomous jobs, employees make their own decisions rather than relying on detailed instructions from supervisors or procedure manuals.

A

Autonomy, independence

45
Q

The degree to which employees can tell how well they are doing on the basis of direct sensory information from the job itself.

A

Job feedback

46
Q

Individual differences included in the Job characteristics model

A

Knowledge and skill
Context satisfaction
Growth-need strength

47
Q

The ___ ____ ___ is a template for job _____ that specifies ____ job dimensions, _______ states and ______ differences

A

Job Characteristics Model, redesign, core, psychological, individual.

48
Q

Contemporary job design strategies that attempt to motivate employees

A

Job rotation
Job enlargement
Job enrichment

49
Q

Job rotation reduces _____ and develops a more _____ workforce, and reduces the incident of _____ strain injuries.

A

boredom, flexible, repetitive

50
Q

Job enlargement

A

Increases the number of tasks within the job

51
Q

Jobs can be enriched by

A

clustering tasks into natural groups and establishing client relationships.

52
Q

The practice of giving employees more responsibility for scheduling, coordinating and planning their own work.

A

Job enrichment.

53
Q

Empowerment is a psychological concept represented by these four dimensions

A

Self-determinations
Meaning
Competence
Impact

54
Q

Employees feel they have freedom and discretion -

A

Empowerment Practices - Self-determinations

55
Q

Empowerment Practices - Meaning

A

Employees believe their work is important

56
Q

Empowerment Practices - Competence

A

Employees have feelings of self-efficacy

57
Q

Empowerment Practices - Impact

A

Employees feel their actions influence success

58
Q 
These factors:
Individual 
Possess required competencies, able to perform the work
Job design
Autonomy, task identity, task significance, job feedback
Organisational 
Resources, learning orientation, trust
are all characteristics that
A

Supporting Empowerment

59
Q

The process of influencing oneself to establish the self-direction and self-motivation needed to perform a task

A

Self-Leadership

60
Q

Self-Leadership includes concepts and practices from:

A

Goal setting
Social learning theory
Sports psychology

61
Q

Elements of Self-Leadership

A 
Personal goal setting
Constructive thought patterns
Designing natural rewards
Self-monitoring
Self-reinforcement
62
Q

Personal goal setting:

A

Employees set their own goals

Apply effective goal setting practices

63
Q

Positive self-talk:

A

Talking to ourselves about thoughts and actions

Potentially increases self-efficacy

64
Q

Mental imagery:

A

Mentally practising a task

Visualising successful task completion

65
Q

Finding ways to make the job itself more motivating

A

E.g. altering the way the task is accomplished

66
Q

Keeping track of your progress toward the self-set goal

A

Looking for naturally-occurring feedback

Designing artificial feedback

67
Q

‘Taking’ a reinforcer only after completing a self-set goal

(examples)

A

E.g. watching a movie after writing two more sections of a report
E.g. starting a fun task after completing a task that you do not like

68
Q

Self-Leadership Contingencies - Individual factors

A

Higher levels of conscientiousness and extroversion

Positive self-evaluation (self-esteem, self-efficacy, internal locus)

69
Q

Self-Leadership Contingencies - Organisational factors

A

Job autonomy
Participative leadership
Measurement-oriented culture

70
Q

_____ _____ relate to our needs, emotions and self-concepts

A

Financial rewards

71
Q

Organisations reward for membership and seniority, job status, competencies and performance

A

membership, seniority

72
Q

Job design (e.g. job specialisation, enlargement and enrichment) is the process of assigning tasks to a job in ways that can _____ _____ and _____

A

increase performance and motivation

73
Q

Empowered people experience more _____-_____, meaning, competence and _____ regarding their role in the organisation

A

self- determination, impact

74
Q

_____-_____ is the process of influencing oneself to establish the _____-_____ and _____-_____ needed to perform a task

A

Self-leadership, self-direction, self-motivation.

Organisational behaviour (14 decks)

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