Motivating Behavior with Work and Rewards Flashcards

Extended Chapter 6

Job Design

How organizations define and structure jobs.

Job Specialization

Breaking jobs down into small component tasks and standardizing them across all workers doing those jobs.

Job Rotation

Systematically moving workers from one job to another in an attempt to minimize monotony and boredom.

Job Enlargement

Involves giving workers more tasks to perform.

Job Enrichment

Entails giving workers more tasks to perform and more control over how to perform them.

Participation

Giving employees a voice in making decisions about their own work.

Empowerment

Enabling workers to set their own work goals, make decisions, and solve problems within their sphere of responsibility and authority.

Compressed Work Schedule

Employees work a full 40-hour week in fewer than the traditional five days.

Job Sharing

Two or more part-time employees share one full-time job.

Extended Work Schedule

Work schedule that requires relatively long periods of work followed by relatively long periods of paid time off.

Flexible Work Schedule (Flextime)

Gives employees more personal control over the hours they work each day.

Telecommuting

Work arrangement in which employees spend part of their time working off-site.

Goal

A desirable objective.

Goal Difficulty

Extent to which a goal is challenging and requires effort.

Goal Specificity

Clarity and precision of a goal.

Goal Acceptance

Extent to which a person accepts a goal as their own.

Goal Commitment

Extent to which a person is personally interested in reaching a goal.

Management by Objectives (MBO)

Collaborative goal-setting process through which organizational goals cascade down throughout the organization.

Performance Appraisal

Process by which a supervisor measures and evaluates an employee’s work behaviors by measurement and comparison with previously established standards, documents the results, and communicates the results to the employee.

Performance Management

Ongoing process that includes the processes and activities involved in performance appraisal as well as recognizing, coaching, and training the employees.

360-Degree Feedback

Performance appraisal method in which employees receive performance feedback from those on all sides of them in the organization.

Balanced Scorecard (BSC)

A relatively structured performance management technique that identifies financial and nonfinancial performance measures and organizes them into a single model.

Reward System

All organizational components, including people, processes, rules and procedures, and decision-making activities, involved in allocating compensation and benefits to employees in exchange for their contribution to the organization.

Surface Value

Objective meaning or worth of a reward.

Symbolic Value

Subjective and personal meaning or worth of a reward.

Compensation Package

The total array of money (wages, salary, commission), incentives, benefits, perquisites, and awards provided by the organization to an individual.

Incentive Systems

Plans in which employees can earn additional compensation in return for certain types of performance.

Indirect Compensation

Employee benefits provided as a form of compensation.

Perquisites

Special privileges awarded to selected members of an organization, usually top managers.

Employee Recognition

Explicit, financial or nonfinancial acknowledgment and praise for desired employee behaviors and outcomes.

Flexible Reward Systems

Allow employees to choose the combination of benefits that best suits their needs.

Participative Pay Systems

Employees are involved in the design and/or administration of their compensation system.

Pay Transparency

With a policy of open salary information, exact salary amounts for employees are public knowledge.

Secrecy Policy

Employers make no information available to employees regarding other employees’ compensation.

Thriving at Work

A positive psychological state of vitality and learning

Sustainable Organization

An organization that is able to endure, be creative, and be efficient over time.

Goal-Setting Theory

The theory that behavior is a result of conscious goals and intentions, and goals influence behavior.

Profit

The triple bottom line balances people, planet, and:

Scientifically Studied

Frederick Taylor believed jobs should be:

Division of Labor

Adam Smith's concept related to job specialization:

Job Rotation and Job Enlargement

Alternatives to job specialization:

Job Rotation

Can be an effective method for training, but doesn't always address monotony:

Work Teams and Decentralization

Empowerment can be achieved through:

Organizational behavior motivation

Managers use goal setting, job design, flexible work arrangements, performance management, rewards, and to enhance performance.

Articulate a clear vision, foster personal mastery, model successful behavior

Name 3 practical ways to empower others:

Feedback

Give effective _, display competency, honesty, fairness

Core time

Flexible work schedules are an important new work arrangement used in some organizations today. All employees must be at work during

Telecommuting

Benefits of which flexible workplace includes reduced absenteeism and turnover and reduced indirect expenses for facilities?

Social Learning Theory

Feelings of pride or shame about performance are largely related to how well people achieve their goals.