ch 6 designing a motivating work environment Flashcards

(38 cards)

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

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2
Q

job rotation

A

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

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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

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4
Q

job enrichment

A

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

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5
Q

job characteristics model

A

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

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6
Q

five core job characteristics

A
  • skill variety
  • task identity
  • task significance
  • autonomy
  • feedback
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7
Q

3 psychological states

A
  • meaningfulness
  • responsibility
  • knowledge of results
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8
Q

5 outcomes

A
  • motivation
  • performance
  • satisfaction
  • absenteeism
  • turnover
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9
Q

skill variety

A

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

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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

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11
Q

task significance

A

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

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12
Q

autonomy

A

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

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13
Q

feedback

A

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

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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

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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

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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
5 step process of MBO
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
performance appraisal
a formal, companywide process of providing feedback to employees - a rater or raters evaluate the performance of an employee
27
360-degree feedback system
feedback is gathered from supervisors, peers, subordinates, and sometimes customers, and shared with the employee for developmental purposes
28
3 characteristics of an effective appraisal system
- adequate notice - fair hearing - judgment based on evidence
29
most important component of a performance appraisal
performance appraisal meeting
30
biases in performance appraisals
- liking - leniency - stereotypes
31
piece rate incentives
employees are paid on the basis of individual output they produce
32
bonuses
one-time rewards that follow specific accomplishments of employees
33
merit pay
giving employees a permanent pay raise based on past performance
34
sales commissions
rewarding sales employees with a percentage of sales volume or profits generated
35
gainsharing
company wide program in which employees are rewarded for performance gains compared to past performance
36
profit sharing
sharing a percentage of company profits with all employees
37
stock options
gives an employee the right, but not the obligation, to purchase company stocks at a predetermined price
38
performance incentives
- piece rate systems - individual bonuses - merit pay - sales commissions - awards - team bonuses - gainsharing - profit sharing - stock options