Chapter 6 Flashcards
(19 cards)
How linking pay to performance in production jobs?
1) Wage incentive plans: Various schemes that link pay to performance on production jobs. The introduction of wage incentives usually leads to substantial increases in productivity.
2) Piece-rate: Individual workers are paid a certain sum of money for each unit of production completed
What are the 5 challenges with wage incentive plans?
1) Lowered quality: Lowered expenses at the cost of quality
2) Differential opportunity: Not all workers have the same skills or abilities to produce
3) Reduced cooperation
4) Incompatible job design: Some jobs are not compatible with wage incentives
5) Restriction of productivity: The artificial limitation of work output to establish a fair day’s work
How linking pay to performance in white-collar jobs?
1) Motivating Individuals- Merit pay plans: Salary/ Wages based on performance (annual reviews with associated ratings linked to pay increase). pb= low discrimination, small increases, pay secrecy
2) Motivating Teamwork
- Skill-Based Pay: Employees are paid based on job skills they acquire
- training costs many be high
-Gain sharing plans: employees in a gainsharing program earn bonuses, too, but those bonuses require specific improvements in performance, such as increased productivity, higher sales or reduced expenses
-Profit sharing & Employee Stock Ownership Plans (ESOPs) Employees receive avarying annual bonus based on corporate profit
ESOPs lose their motivational potential in a week economy
What is job design ?
It refers to the structure, content, and configuration of a person’s work tasks and roles. The goal is to identify and capture the characteristics that make some tasks more motivating than others.
Job Scope refers to the breadth & depth of a job.
What is job scope ?
Job Scope refers to the breadth & depth of a job.
Breadth is the number of different activities performed on a job
Depth is the degree of discretion or control a worker has over how the job tasks are performed
High-scope jobs =Jobs that have a great bredth & Depth
What is the traditional view of job design ?
1) Job simplification for non- managerial jobs
2) Organizations recognized specialization as key to efficient productivity.
What is the job characteristics Model?
Job Characteristic Model proposes that there are several “core” characteristics which have psychological impact upon workers
Which are the outcomes that psychological states induced by job nature lead to?
1) High Internal Work Motivation
2) High”Growth” Satisfaction
3) High General Job Satisfaction
4) High Work Effectiveness
which are the Critical psychological states?
1) Experienced Meaningfulness of the work (from Skill Variety, Task Identity, Significance)
2) Experienced Responsibility for outcomes of the work (from Autonomy)
3) Knowledge of the actual Results of the Work Activities( from Feedback from job)
What are the Core Job Characteristics?
1) Skill Variety: The opportunity to do a variety of job activities using various skills and talents ( Correspond to job breadth)
2) Autonomy: Freedom to schedule one’s own work activities and decide work procedures ( Corresponds to job depth)
3) Task Significance: The Impact that a job has on other people
4) Task Identity: The extent to which a job involves doing a complete piece of work, from beginning to end
5) Feedback: Information about the effectiveness of one’s work performance. People are not motivated for long if they do know how well they are doing
What is the Motivating Potential Score?
It’s an overall measure of the motivating potential of a job can be calculated from scores on the core job characteristics. The motivating potential score (MPS) of a job is calculated using
What are the Critical Psychological states that lead to relevant Outcomes for organizations or individuals?
1) Relevant to Individuals:
- High Intrinsic motivation
- Satisfaction with highher-order needs
- General Satisfaction with the job
2)Relevant to Organization
- High-quality productivity
- Reduced absenteeism and Turnover
How can Job Characteristic Model can be put into practice?
By increasing the motivating potential of jobs vias the arrangement of their core characteristics, or enriching the job
What are the attempts to enhance motivation?
1) Combining tasks (Increasing Job Variety)
2) Establishing external/internal client relationships (Increases job feedback)
3) Reducing supervision (Increases autonomy)
4) Forming work teams (Task variety and task identity)
5) Making feedback more direct (ownership of a process/product increases task identity)
What are the problems with job enrichment ?
1) Enrichment schemes can be implemented without a careful diagnosis of the needs of the organization and the particular jobs in question
2) Workers may lack desire ( resistance to change) or required skills/competence necessary to perform enriched jobs effectively
3) Demand for extrinsic rewards to accompany newly enriched jobs
4) Unions have not been supportive in the past
What is the MBO Process Cycle?
Set Corporate Objectives > Set and Align Employee Objectives > Monitor Performance > Evaluate Performance > Reward Employee
What are the 4 Alternative Working Schedules?
1) Compressed Workweek is when employees work the same amount of weekly hours in less days
2) Flex-time enables individualized working schedules around core work hours
3) Job Sharing is when 2 part-time workers divide the schedule and work associated with a full-time worker
4) Telecommuting enables employees to be home-based either part-time and full-time by equipping them at home with computers, high-speed internet access, phones, fax machines, etc.
Give 4 examples that show motivation theories are culture-bound.
1) Canadian and US rely more on extrinsic rewards than other countries
2) Japanese and German firms rarely use individual incentives
3) Chinese firms are more likely to give bonus to everyone
4) Mexican employees prefer immediate feedback on their work( daily incentive)
