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Job Rotation
periodic shifting from one task to another; referred to as cross-training
Job Enrichment
increasing a job's high-level responsibilities to increase intrinsic motivation
Relational Job Design
to make jobs more prosocial motivating; connect employees with the beneficiaries of their work; meet beneficiaries firsthand
Job Sharing
two or more people split a traditional full-time job
Telecommuting
Working from home or anywhere else the employee chooses that is outside the physical workplace; assess-create-support framework
Telecommuting Advantages
positively related to objective performance and job satisfaction
Telecommuting Disadvantages Employer
social loafing; difficult to coordinate teamwork; difficult to evaluate non-quantitative performance
Telecommuting Disadvantages Employee
increased feelings of isolation and reduced coworker relationship quality
Employee Involvement
a participative process that uses employees' input to increase their commitment to the organization's success
Participative Management
joint decision making; acts as a panacea for poor morale and low productivity
Representative Participation
workers are represented by a small group of employees who actually participate in decision making
Variable-pay programs
piece-rate plans, merit-based pay, bonuses, profit sharing, employee stock ownership
Piece-Rate Pay
a pure piece-rate plan provides no base salary and pays the employee only for what he or she produces
Merit-Based Pay
allows employers to differentiate pay based on performance; creates perceptions of relationships between performance and rewards
Bonuses
an annual bonus is a significant component of total compensation for many jobs; increasingly include lower-ranking employees
Profit-Sharing Plans
organization-wide programs that distribute compensation based on some established formula centered around a company's profitability
Employee Stock Ownership Plan (ESOP)
a company-established benefit plan in which employees acquire stock, often at below-market prices, as part of their benefits
Flexible Benefits
individualize rewards; allow each employee to choose the compensation package that best satisfies his or her current needs and situation
Employee Recognition Programs
organizations are increasingly recognizing that recognition programs and other ways of increasing an employee's intrinsic motivation work
Group
two or more individuals, interacting and interdependent, who have come together to achieve particular objective
Formal Groups
those defined by the organization's structure
Informal Groups
alliances that are neither formally structured nor organizationally determined
Social Identity Theory
considers when and why individuals consider themselves members of groups
Ingroups and Outgroups
social categorization processes can sometimes lead people who share their social identity as the ingroup and people from different groups as outgroups
Role
a set of expected behavior patterns attributed to someone occupying a given position in a social unit
Role Perception
one's perception of how to act in a given situation
Role Expectations
how others believe one should act in a given situation
Role Conflicts
situation in which an individual faces divergent role expectations
Inter-role Conflict
when the expectations of our different, separate groups are in opposition
Norms
Acceptable standards of behavior within a group that are shared by the group's members
Norms and Emotions
Norms can dictate the experience of emotions for the individuals and for the groups—in other words, people grow to interpret their shared emotions in the same way
Norms and Behavior
A recent study found that, in a task group, individuals' emotions influenced the group's emotions and vice versa
Positive Norms and Group Outcomes
One goal of every organization with corporate social responsibility (CSR) initiatives is for its values to hold normative sway over employees; If employees aligned their thinking with positive norms, these norms would become stronger, and the probability of positive impact would grow exponentially
Norms and Culture
Do people in collectivist cultures have different norms than people in individualist cultures?
Status
a socially defined position or rank given to groups or group members by others
Status Characteristics Theory
status is derived from one of three sources
Status and Norms
high status individuals often have more freedom to deviate from norms
Status and Group Interaction
high status people are often more assertive
Status Inequity
perceived inequity creates disequilibrium and can lead to resentment and corrective behavior
Social Loafing
the tendency for individuals to expend less effort when working collectively than alone
Strengths of group Decision Making
more complete information and knowledge; increased diversity of views; increased acceptance of solutions
Weaknesses of group Decision Making
time consuming; conformity pressures; dominance of a few members; ambiguous responsibility
Effectiveness and Efficiency of Group Decisions
accuracy; speed; creativity; acceptance
Groupthink
situations in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views
Group shift
a change between a group's decision and an individual decision that a member within the group would make
Interacting Groups
members meet face-to-face and rely on both verbal and nonverbal interaction to communicate with each other
Brainstorming
can overcome pressures for conformity
Nominal Group Technique
restricts discussion or interpersonal communication during the decision-making process
Steps for a Nominal Group
each member independently writes down their ideas on the problem; after this silent period, each member presents one idea to the group; the ideas are discussed for clarity; each group member rank-orders the ideas; the idea with the highest aggregate ranking determines the final decision.
Work Groups
share information, neutral (sometimes negative), individual, random and varied
Work Teams
collective performance, positive, individual and mutual, complementary
Four Types of Teams
Problem-solving, self-managed, cross-functional, virtual
Team Context
what factors determine whether teams are successful?
Team Composition
how should teams be staffed?
Demography
cultural differences, size of teams, member preferences
Selecting
hire team players
Training
create team players
Rewarding
incentives to be a good team player
Reflexivity
a team characteristic of reflecting on and adjusting the master plan when necessary
Mental Models
team members shared knowledge about the key elements within their task environment
