Chapter 6- Applied Performance Flashcards
(35 cards)
Systematically rating the worth of jobs within an organization by measuring their required skill, effort, responsibility, and working conditions.
Job evaluation
A team-based reward that calculates bonuses from the work unit’s cost savings and productivity improvement.
Gainsharing plan
A reward system that encourages employees to by company shares.
Employee share ownership plans (ESOPs)
A reward system that gives employees the right to purchase company shares at a future date at a predetermined price.
Share options
A reward system that pays bonuses to employees to the basis of the previous year’s level of corporate profits.
Profit-sharing plan
The process of assigning task to job, including the interdependency of those task with other jobs.
Job design
The result of division of labours in which work os subdivided into separate jobs assigned to different people.
Job specialization
The practice of systematically partitioning work into its smallest elements and standardizing tasks to achieve maximum efficiency.
Scientific management
Herzberg’s theory skating that employees are primarily motivated by growth and esteem needs, not by lower-level needs.
Job characteristics model
The extent to which employees must use different skills and talents to perform tasks within their jobs.
Skill variety
The degree to which a job requires completion of a whole or an identifiable piece of work.
Task identity
The degree to which job has a substantial impact on the organization and/or larger society.
Task significance
The degree to which a job gives employees the freedom, independence, and discretion to schedule their work and determine the procedures used completing it.
Autonomy
The practice of adding more task to an existing job.
Job enlargement
The practice of giving employees more responsibility for scheduling coordinating, and planning their own work.
Job enrichment
The process of talking to ourselves about our own thoughts or actions.
Self-talk
The process of mentally practising a task and visualizing its successful completion.
Mental imagery
4 Categories of Financial Reward
Pay for pulse represent the largest part of the most pay check. May attract job applicants who desire a predictable income but do not directly motivate job performance. “golden handcuffs” (keep employees from leaving) discourage employees from quitting because of the benefits of the job. Generate continuance commitments not affective commitment.
Membership and seniority based rewards
4 Categories of Financial Reward
Reward employees based on status or worth of job. Job evaluation- gives higher value to jobs that require more skill, effort, more responsibility, more difficult working conditions. More pay, bigger offices, parking, company vehicles ect.. Motivates individuals to compete for promotions, may not be cost effective for organization. Reinforce status discrepancies. May not lead to team work.
Job-status based rewards
How do you improve reward effectiveness?
- Link Rewards to Performance
- Ensure that Rewards are Relevant
- Use Team Rewards for Interdependent Jobs
- Ensure that Rewards are Valued
- Watch put for Unintended Consequences
- reward employees with better performance
- reasonable line/quotas for, which employees can control.
- reward the whole team at group project
- ask employees what they value
- sometime employees get a little too excited for the reward and show undesirable behaviour.
How do design jobs that lead to performance?
Job specialization increase work efficiency because…
- improves work efficiency, since employees will have less variety of task juggle, they can focus less stuff and work more effectively.
- less tome to train and possibly develop higher performance with their specific skills.
- can master the jobs quickly as there will be more time to practice more frequent.
- also, because ones skill can be match on specific position that they are suited for.
Problem with job specialization
Problem with job specialization is that some people might find it repetitive, tedious, trivial and socially isolating. Employee turnover and absenteeism tend to be high at job specialization. Mostly organization offer higher pay for this kind of jobs.
Job design practices that motivates potential of jobs.
Job rotation- moving employees around different jobs.
- minimizes health risk from repetitive strain and heavy lifting because employees use different muscles and physical positions in various job.
- supports multi-skilling, which increases workforce flexibility in staffing the production process and in finding replacements for employees on vacation.
- potentially reduces the boredom of highly specialized.
Job design practices that motivates potential of jobs.
Job enlargement- add task to an existing job
-improves work efficiency and flexibility. How ever it wont affect motivation, performance, or job satisfaction.
