week 6 Flashcards
1
Q
job characteristics model
A
- any job may be described by 5 core job dimensions
- > skill variety
- -> requires different activities and skills
- > task identity
- -> degree to which a task requires completion
- > task significance
- -> degree to which it has a substantial impact on the lives of other ppl
- > autonomy
- -> degree to which job provides freedom, independence and discretion in scheduling work and procedures
- > feedback
- -> clear information abt effectiveness of performance
- first 3, are important to meaningful work
- core dimensions can be conbined into motivating potential score (mps)
jcm = higher and more satisfying job experience
- not consistent in different cultures
2
Q
job rotation
A
- cross training
- strengths
- > reduce boredom
- > increase motivation
- weakness
- > disruption
- > reduce efficiencies
- > requires extra time
3
Q
relational job design
A
- make jobs more pro-socially motivationg
- > connect employees with the beneficiaries of work
- > meet beneficiaries
4
Q
job sharing
A
- 2 or more people splitting a 40 hour job
- > declining in use
- > difficult to find compatible pairs
- > increase flexibility can increase motivation and satisfaction where 40 week job is not practical
5
Q
telecommuting
A
- working at home atleast 2 days a week
- is popular in some, discouraged in others
- advantage
- > large labour pool
- > high productivity
- > improved morale
- > reduce office space costs
- disadvantage
- > less supervision of employees
- > hard for teamwork
- > difficult to evaluate non-quantitative performance
- > employee not noticed for efforts
6
Q
participative management
A
- employee involvement program
- > joint decision making
- > acts as a solution for poor morale and low productivity
- > trust and confidence must exist
- > yielded mixed results
7
Q
representative participation
A
- employee involvement program
- > workers are represented by a small group of employees
- almost every country in western europe requires representative participation
- 2 most common
- > work councils
- > board representatives
8
Q
how important is pay
A
- complex process that entails balancing
- internal equity
- > worth of the job to org.
- external equity
- > competitiveness of an organisations pay relative to another org.
- higher pay = better qualified and highly motivated who may stay with firm for longer
9
Q
variable pay programs
A
- piece rate plan
- merit based pay
- bonuses
- profit sharing
- employee stock ownership plans
10
Q
piece rate plan
A
- no base salary
- only pay for what he she produces
-> financial risk
11
Q
merit based pay
A
- pay for individual performance based on performance appraisal ratings
- > merit pool fluctuates
- > union resistance
- > annual performance appraisals
12
Q
bonuses
A
- annual bonus is a significant component of total compensation for jobs
- downside
- > employee pay is more vulnerable to cuts
- > takes bonuses for granted
- adv.
- > bonsues reward employees for recent perf. rather than historical performance
13
Q
profit sharing
A
- distribute compensation based on some formula centered around profit.
- employees have a feeling of psychological ownership
14
Q
employee stock ownership plans
A
- benefit plan in which employees acquire stock, at below market prices
- as part of benefit
- positive
- > increase employee satisfaction
- > can reduce unethical behaviour
15
Q
flexible benefits
A
- turns into motivators
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