Week 5 Applied Performance Practices Flashcards
_____ (and other Financial rewards) are a fundamental part of _____ relationship
Money, employment
Financial rewards are also associated with our
needs, emotions and self-concepts.
Money is widely viewed as a symbol of
Power
Status
Prestige
Money is widely viewed as a source of
Security
Evil
Anxiety and feelings of inadequacy
Pay has multiple meanings
Symbol of success
Reinforcer and motivator
Reflection of performance
Can reduce anxiety
Types of Rewards in the Workplace
Membership and seniority
Job status
Competencies
Task performance
Membership/Seniority Based Rewards advantages
Attract job applicants
Reduce turnover
Membership/Seniority Based Rewards disadvantages
Do not motivate high performance
Discourage poor performers from leaving
Job Status-Based Rewards Advantages:
Includes job evaluation and status perks
Job evaluation tries to maintain fairness (pay equity)
Motivates competition for promotions
Job Status-Based Rewards Disadvantages:
Encourages bureaucratic hierarchy
Might undermine cost-efficiency and responsiveness
Reinforces status mentality
Encourages competition, not collaboration
Pay increases with acquired and demonstrated competencies
Competency-Based Rewards
Competency-Based Rewards - Skill-based pay increases with
mastery of measurable skills (modules/training)
What is 1 Competency-Based Rewards advantage, and 1 disadvantage?
Advantages
More flexible workforce, better quality, consistent with employability
Disadvantages
Potentially subjective, higher training costs
Systematically rating the worth of jobs within an organisation by measuring their effort, responsibility and working conditions.
Job evaluation.
Performance-Based Rewards
Individual rewards
Team rewards
Organisational rewards
Bonuses, commissions and piece rates are all typical
Individual rewards
Bonuses and gainsharing are both
Team rewards
Profit sharing, share ownership, stock options and balanced scorecards (BSC) are all types of
Organisational rewards
Team-based rewards that calculate bonuses from the cost savings of the work unit and productivity improvement.
Gainsharing plans:
Employee share ownership plan (eSOp):
an organisational reward system that encourages employees to buy company shares.
An organisational reward system that pays bonuses to employees on the basis of the previous year’s level of corporate profits.
Profit-sharing plan:
An organisational reward system that gives employees the right to purchase company shares at a future date at a predetermined price.
Share options:
Positive effects of Organisational Rewards
Creates an ‘ownership culture’
Adjusts pay with firm’s prosperity
Concerns with performance pay - Organisational Rewards
Weak connections between individual effort and rewards
Reward amounts affected by external forces
Keys to improving Reward Effectiveness
Link rewards to performance Ensure rewards are relevant Team rewards for interdependent jobs Ensure rewards are valued Watch out for unintended consequences
Th process of assigning tasks to a job, including the interdependency of those tasks with other jobs
Job Design
Organisation’s goal—
to create jobs that can be performed efficiently, yet employees are motivated and engaged
The result of a division of labour where work is subdivided into separate jobs and assigned to different people
Job specialisation
The practice of systematically partitioning work into its smallest elements and standardising tasks to achieve maximum efficiency.
Scientific management
Examples of Scientific management
Frederick Winslow Taylor
Advocated job specialisation
Taylor also emphasised person-job matching, training, goal setting, work incentives
Job Specialisation advantages
Less time changing activities
Lower training costs
Job mastered quickly
Better person-job matching
Job Specialisation disadvantages
Job boredom Discontentment pay Higher costs Lower quality Lower motivation
_____ is now the central focus of many job _____ changes
Motivation, design
Interventions popularised by Frederick Winslow Taylor
Training
Goal setting
Work incentives
Herzberg’s theory stating that employees are primarily motivated by growth and esteem needs, not by lower level needs.
Motivator-Hygiene Theory
According to Herzberg, the opposite of _____ is “No satisfaction” and the opposite of _____ is “No Dissatisfaction”.
“Satisfaction” , “Dissatisfaction”
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)
Motivator-Hygiene Theory
Herzberg argues that only characteristics of the job itself _____ employees, whereas _____ factors, whereas the motivators merely prevent _____..
motivate, hygiene, dissatisfaction
the Job Characteristics Model identifies five core job dimensions that produce three psychological states
Skill variety Task identity Task significance Autonomy Job Feedback
The three psychological states are
experienced Meaningfulness
experienced of Responsibility
and Knowledge of results
____ ____ refers to the use of different skills and talents to complete a variety of work activities.
Skill variety
_____ _____ 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.
Task identity
_____ _____ is the degree to which the job affects the organisation and/or greater society.
Task significance
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.
Autonomy, independence
The degree to which employees can tell how well they are doing on the basis of direct sensory information from the job itself.
Job feedback
Individual differences included in the Job characteristics model
Knowledge and skill
Context satisfaction
Growth-need strength
The ___ ____ ___ is a template for job _____ that specifies ____ job dimensions, _______ states and ______ differences
Job Characteristics Model, redesign, core, psychological, individual.
Contemporary job design strategies that attempt to motivate employees
Job rotation
Job enlargement
Job enrichment
Job rotation reduces _____ and develops a more _____ workforce, and reduces the incident of _____ strain injuries.
boredom, flexible, repetitive
Job enlargement
Increases the number of tasks within the job
Jobs can be enriched by
clustering tasks into natural groups and establishing client relationships.
The practice of giving employees more responsibility for scheduling, coordinating and planning their own work.
Job enrichment.
Empowerment is a psychological concept represented by these four dimensions
Self-determinations
Meaning
Competence
Impact
Employees feel they have freedom and discretion -
Empowerment Practices - Self-determinations
Empowerment Practices - Meaning
Employees believe their work is important
Empowerment Practices - Competence
Employees have feelings of self-efficacy
Empowerment Practices - Impact
Employees feel their actions influence success
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
Supporting Empowerment
The process of influencing oneself to establish the self-direction and self-motivation needed to perform a task
Self-Leadership
Self-Leadership includes concepts and practices from:
Goal setting
Social learning theory
Sports psychology
Elements of Self-Leadership
Personal goal setting Constructive thought patterns Designing natural rewards Self-monitoring Self-reinforcement
Personal goal setting:
Employees set their own goals
Apply effective goal setting practices
Positive self-talk:
Talking to ourselves about thoughts and actions
Potentially increases self-efficacy
Mental imagery:
Mentally practising a task
Visualising successful task completion
Finding ways to make the job itself more motivating
E.g. altering the way the task is accomplished
Keeping track of your progress toward the self-set goal
Looking for naturally-occurring feedback
Designing artificial feedback
‘Taking’ a reinforcer only after completing a self-set goal
(examples)
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
Self-Leadership Contingencies - Individual factors
Higher levels of conscientiousness and extroversion
Positive self-evaluation (self-esteem, self-efficacy, internal locus)
Self-Leadership Contingencies - Organisational factors
Job autonomy
Participative leadership
Measurement-oriented culture
_____ _____ relate to our needs, emotions and self-concepts
Financial rewards
Organisations reward for membership and seniority, job status, competencies and performance
membership, seniority
Job design (e.g. job specialisation, enlargement and enrichment) is the process of assigning tasks to a job in ways that can _____ _____ and _____
increase performance and motivation
Empowered people experience more _____-_____, meaning, competence and _____ regarding their role in the organisation
self- determination, impact
_____-_____ is the process of influencing oneself to establish the _____-_____ and _____-_____ needed to perform a task
Self-leadership, self-direction, self-motivation.
