ch 6 designing a motivating work environment Flashcards

1
Q

job specialization

A

breaking down jobs into their simplest components and assigning them to employees so that each person would perform a select number of tasks in a repetitive manner

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

job rotation

A

moving employees from job to job at regular intervals
- job monotony can be relieved

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

job enlargement

A

expanding the tasks performed by employees to add more variety
- helps reduce boredom and monotony and utilize human resources more effectively

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

job enrichment

A

allows workers more control over how they perform their own tasks
- allows employees to take on more responsibility

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

job characteristics model

A

five core job dimensions leading to three critical psychological states, resulting in work-related outcomes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

five core job characteristics

A
  • skill variety
  • task identity
  • task significance
  • autonomy
  • feedback
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

3 psychological states

A
  • meaningfulness
  • responsibility
  • knowledge of results
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

5 outcomes

A
  • motivation
  • performance
  • satisfaction
  • absenteeism
  • turnover
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

skill variety

A

the extent to which the job requires a person to utilize multiple high-level skills

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

task identity

A

the degree to which a person is in charge of completing an identifiable piece of work from start to finish

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

task significance

A

whether a person’s job substantially affects other people’s work, health, or well-being

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

autonomy

A

the degree to which a person has the freedom to decide how to perform his or her tasks

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

feedback

A

the degree to which people learn how effective they are being at work

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

formula to calculate the motivating potential of a given job

A

MPS = ((skill variety + task identity + task significance) / 3) x autonomy x feedback

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

empowerment

A

the removal of conditions that make a person powerless
- employees have the ability to make decisions and perform their jobs effectively if management removes certain barriers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

growth need strength

A

the degree to which a person has higher order needs, such as self-esteem and self-actualization

17
Q

structural empowerment

A

aspects of the work environment that give employees discretion, autonomy, and the ability to do their jobs effectively

18
Q

five aspects of structural empowerment

A
  • decision authority
  • leadership style
  • organizational structure
  • access to info
  • organizational climate
19
Q

4 aspects of felt empowerment

A
  • the work is meaningful
  • feeling confident that one can perform the job
  • having discretion and autonomy at work
  • ability to influence how the company operates
20
Q

SMART goals

A

specific
measurable
aggressive
realistic
time-bound

21
Q

4 reasons why goals motivate

A
  • energize
  • give direction
  • provide challenge
  • make you think outside the box
22
Q

three conditions that contribute to effectiveness of goals

A
  • feedback
  • ability
  • goal commitment
23
Q

downsides of goal setting

A
  • learning decreases
  • adaptability declines
  • single mindedness develops
  • ethical problems increase
24
Q

management by objectives (MBO)

A

a systematic approach to ensure that individual and organizational goals are aligned

25
Q

5 step process of MBO

A
  1. setting companywide goals derived from corporate strategy
  2. determining team- and department-level goals
  3. collaboratively setting individual-level goals that are aligned with corporate strategy
  4. developing an action plan
  5. periodically reviewing performance and revising goals
26
Q

performance appraisal

A

a formal, companywide process of providing feedback to employees
- a rater or raters evaluate the performance of an employee

27
Q

360-degree feedback system

A

feedback is gathered from supervisors, peers, subordinates, and sometimes customers, and shared with the employee for developmental purposes

28
Q

3 characteristics of an effective appraisal system

A
  • adequate notice
  • fair hearing
  • judgment based on evidence
29
Q

most important component of a performance appraisal

A

performance appraisal meeting

30
Q

biases in performance appraisals

A
  • liking
  • leniency
  • stereotypes
31
Q

piece rate incentives

A

employees are paid on the basis of individual output they produce

32
Q

bonuses

A

one-time rewards that follow specific accomplishments of employees

33
Q

merit pay

A

giving employees a permanent pay raise based on past performance

34
Q

sales commissions

A

rewarding sales employees with a percentage of sales volume or profits generated

35
Q

gainsharing

A

company wide program in which employees are rewarded for performance gains compared to past performance

36
Q

profit sharing

A

sharing a percentage of company profits with all employees

37
Q

stock options

A

gives an employee the right, but not the obligation, to purchase company stocks at a predetermined price

38
Q

performance incentives

A
  • piece rate systems
  • individual bonuses
  • merit pay
  • sales commissions
  • awards
  • team bonuses
  • gainsharing
  • profit sharing
  • stock options