chapter 8 - motivation from concepts to applications Flashcards
job design defined (on exam)
Job design suggests that the way elements in a job are organized can influence employee effort, and the job characteristics model discussed next can serve as a framework to identify opportunities for changes to those elements.
(on exam fs) the job characteristics model and the five core job dimensions
Scoring high in each is very good
Skill variety is the degree to which a job requires a variety of activities using different skills or talents.
Task identity is the degree to which a job requires completion of a whole and identifiable piece of work.
Task significance is the degree to which a job affects the lives or work of other people.
Autonomy is the degree to which a job provides the worker freedom, independence, and discretion in scheduling work and determining the procedures for carrying it out.
Feedback is the degree to which carrying out work activities generates direct and clear information about your own performance.
the core job dimensions lead to three critical psychological states which are.. (on exam)
- meaningfulness of work
- responsibility for outcomes of the work
- knowledge of the actual results of the work activities
outcomes from the critical psychological states from the core job dimensions are… (on exam)
high internal work motivation
high quality work performance
high satisfaction with the work
low absenteeism and turnover
(probably not on exam) motivating potential score (mps)
mps is if we combine the core dimensions of the jcm into a single predictive index
mps = (skill variety + task identity + task significane/3) x autonomy x feedback
why do we redesign jobs?
reduce turnover and increase job satisfaction
job rotation and its problems (job redesign on exam)
to solve for: employees suffering from over-routinization of their work
job rotation: the periodic shifting of an employee from one task to another with similar skill requirements at the same organizational level (also called cross-training)
drawbacks:
training costs
reduces overall productivity when constantly moving
disruption when work group gets new employees
supervisors spend more time looking over new employees
job enrichment
job enrichment, high-level responsibilities are added to the job to increase a sense of purpose, direction, meaning, and intrinsic motivation.
relational job design (on exam)
relational job design shifts the spotlight from the employee to those whose lives are affected by the job that the employee performs.
Meeting beneficiaries firsthand—or even just seeing pictures of them—allows employees to see that their actions affect a real person and have tangible consequences.
flextime (job redesign on exam)
“flexible work time” policy.
EX: compressed workweeks” (e.g., working longer each day for a shorter number of days each week)”
The often flexible nature of gig work enabled many “frontline” workers to manage home demands while at the same time working when it was convenient for them”
although flextime is weakly effective at reducing the extent to which work interferes with family, it does not affect situations in which family interferes with work
job sharing (job redesign on exam)
Job sharing allows two or more individuals to split a traditional full-time job. One employee might perform the job from 8:00 a.m. to noon and the other from 1:00 p.m. to 5:00 p.m., or the two could work full but alternate days
telecommuting (job redesign on exam)
Telecommuting refers to working at home or anywhere else the employee chooses that is outside the physical workplace
benefits:
increases performance and job satisfaction; to a lesser degree, it reduces role stress and turnover intentions.
reductions in work–family conflict more intensely than those who are in the office the majority of their workweek
disadvantages:
may lead to social loafing (i.e., employees shirking responsibility in a team setting), especially when the employees have many family responsibilities but their teammates do not
telecommuting can increase feelings of isolation as well as reduce job satisfaction and coworker relationship quality.
vulnerable to the “out of sight, out of mind” effect
employee involvement and participation (eip) (on exam)
is a process that uses employees’ input to increase their commitment to organizational success. If workers are engaged in decisions that increase their autonomy and control over their work lives, they will become more motivated, more committed to the organization, more productive, and more satisfied with their jobs.
EX: participative management (subordinates share some decision making power) and representative participation (labor’s interest equal to interest of management/shareholders)
to be successful eip programs should:
be tailored to local and national norms
internal and external equity
internal equity—the worth of the job to the organization (sometimes established through a technical process called job evaluation)
external equity—the competitiveness of an organization’s pay relative to pay in its industry (usually established through benchmarking surveys).
variable wage programs
Piece-rate, merit-based, bonus, profit-sharing, and employee stock ownership plans are all forms of a variable-pay program (also known as pay for performance), which bases a portion of an employee’s pay on some individual and/or organizational measure of performance.
