OB Week 4 - Motivation behaviour w/work & rewards

Job enrichment

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

Job enlargement

Involves giving workers more tasks to perform

Job specialization

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

Job design

How organizations define and structure jobs

Job rotation

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

Job characteristic theory

Use five motivational properties of tasks and three critical psychological states to improve outcomes

Job sharing

2 or more part-time employees sharing full-time job

Participation

Entails giving employees a voice in making decisions about their own work

Compressed work schedule

Work schedule in which employees work a full forty-hour week in fewer than the traditional five days

Empowerment

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

Extended work schedule

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

Flexible work schedules

Give 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 difficulty

The extent to which a goal is challenging and requires effort

Goal

A desirable objective

Goal specificity

The clarity and precision of a goal

Management by objectives (MBO)

A collaborative goal-setting process through which organizational goals cascade down throughout the organization

Goal acceptance

The extent to which a person accepts a goal as his or her own

Goal commitment

The extent to which a person is personally interested in reaching a goal

Performance appraisal

The process of assessing and evaluating an employees work behaviours by measurement

Balanced scorecard or BSC

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

360-degree feedback

A performance appraisal method in which employees recieve performance feedback from those on all sides of them in the organization

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 contributions to the organization

Surface value

Objective meaning or worth of a reward

Incentive systems

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

Compensation package

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

Symbolic value

Subjective and personal meaning or worth of a reward

Indirect compensation

Employee benefits provided as a form of compensation

Flexible reward system

Allows employees to choose the combination of benefits that best suit their needs

Perquisites

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

Human resource approach

Assumes that people want to contribute and are able to make genuine contributions to an organization

Motivation

The set forces that leads people to behave in particular ways

Need

Anything an individual requires or wants

Scientific management

Approach motivation that assumes that employees are motivated by money

Task-specific self-efficacy

A persons beliefs in his or her capabilities to do what is required to accomplish a specific task

ERG theory

Describes existence, relatedness and growth needs

Two-factor theory

Identifies motivation factors, which affect satisfaction, and hygiene factors, which determine dissatisfaction

Need-based theories

Assume that need deficiencies cause behaviour

Hierarchy of needs

Assumes that human needs are arranged in a hierachy of importance

Motivation factors

Are intrinsic to the work itself and include factors such as acheivement and recognition

Acquired needs framework

Centers on needs for achievement, affiliation and power

Hygiene factors

Are extrinsic to work itself and include factors such as pay and job security

Need for achievement

The desire to accomplish a task or goal more effectively than was done in the past

Need for affiliation

The need for human companionship

Need for power

The desire to control the resources in ones environment

Process-based perspectives

Focus on how people behave in their efforts to satisfy their needs

Equity theory

Focuses on peoples desires to be treated with what they percieve as equity and avoid percieved inequity

Effort-to-performance expectancy

A persons perception of the probability that effort will lead to performance

Expectancy theory

Suggests that people are motivated by how they want something and the liklihood they percieve of getting it

Equity

The belief that we are being treated fairly in relation to others; inquity is unfairly.

Outcome

Anything that results from performing a particular behaviour

performance-to-outcome expectancy

The individuals perception of the probability that performance will lead to certain outcomes

Valence

The degree of attractiveness or unattractiveness a particular outcome has for a person

Learning

A relatively permanent change in behaviour or behavioural potential resulting from direct or indirect experience

Reinforcement theory

Based on idea that behaviour is a function of its consequences

Social learning

When people observe behaviours of others, recognize the consequences, and alter their own behaviour as a result

Classical conditioning

A simple form of learning that links a conditioned response with an unconditioned stimulus

Behaviour modification

The application of reinforcement theory to infleunce the behaviours of people in organizational settings