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50 Cards in this Set
- Front
- Back
MEANING OF MONEY IN THE WORKPLACE |
1. Symbol of success 2. Reinforcer and motivator 3. Reflection of performance 4. Source of less/more anxiety
*differences in meaning for gender and cultures *important external motivator |
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4 MICRO-LEVEL REWARDS SYSTEMS |
1. Membership/Seniority based rewards 2. Job Status based rewards 3. Competency based rewards 4. Performance based rewards |
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MEMBERSHIP/SENIORITY BASED REWARDS |
Fixed wages, increases with seniority |
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ADVANTAGES OF MEMBERSHIP/SENIORITY BASED REWARDS |
1. Guaranteed wages may attract job applicants 2. Reduces turnover |
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DISADVANTAGES OF MEMBERSHIP/SENIORITY BASED REWARDS |
1. Doesn't motivate job performance 2. Discourages poor performers from leaving 3. May act as golden handcuffs (tie people to the job) |
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JOB STATUS BASED REWARDS |
The more your job is worth to the company the higher your reward.
Includes job evaluation and status perks
Applies the equity theory |
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ADVANTAGES OF JOB STATUS BASED REWARDS |
1. Job evaluation tries to maintain fairness 2. Motivates competitors for promotions (establishes a career path within org) |
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DISADVANTAGES OF JOB STATUS BASED REWARDS |
1. Employees exaggerate duties, hoard resources 2. Reinforce status 3. Encourages hierarchy (high power distance) 4. Might undermine cost-efficiency, responsiveness, and communication |
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COMPETENCY BASED REWARDS |
Pay increases with competencies acquired and demonstrated; Evaluating the skill set of the employee rather than the job itself |
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ADVANTAGES OF COMPETENCY BASED REWARDS |
1. More flexible work force 2. Better quality of work 3. Consistent with employability 4. More negotiating power for employees |
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DISADVANTAGES OF COMPETENCY BASED REWARDS |
1. Potentially subjective 2. Higher training costs |
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MACRO-LEVEL ORGANIZATIONAL REWARDS |
1. Organizational bonuses (company trips) 2. Employee stock ownership plans (ESOPS) 3. Stock options 4. Profit-sharing plans |
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ADVANTAGES OF ORGANIZATIONAL REWARDS |
1. Creates an 'ownership culture' 2. Increases employee commitment 3. Adjusts pay with firm's prosperity (both advantage and disadvantage?) |
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DISADVANTAGES OF ORGANIZATIONAL REWARDS |
1. Adjusts pay with firm's prosperity (both advantage and disadvantage?) 2. Weak link between individual effort and rewards 3. Rewards affectd by external forces |
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IMPROVING REWARD EFFECTIVENESS |
1. Link rewards to performance 2. Ensure rewards are relevant to employees 3. Team rewards for team jobs; individual rewards for individual jobs 4. Ensure rewards are valued 5. Watch out for unintended consequences |
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JOB DESIGN |
Assigning tasks to a job, including the interdependency of those tasks with other jobs |
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ORGANIZATION'S GOAL OF JOB DESIGN |
To create jobs that can be performed efficiently yet employees are motivated and engaged |
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JOB SPECIALIZATION |
The result of division of labor in which work is subdivided into separate jobs assigned to different people. Each resulting job includes a narrow subset of tasks, usually completed in a short cycle time |
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ADVANTAGES OF JOB SPECIALIZATION |
1. Less time changing activities 2. Lower training costs 3. Job mastered quickly 4. Better person-job matching |
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DISADVANTAGES OF JOB SPECIALIZATION |
1. Job boredom 2. Discontentment pay 3. Higher costs 4. Lower quality work 5. Lower motivation |
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SCIENTIFIC MANAGEMENT |
The practice of systematically partitioning work into its smallest elements and standardizing tasks to achieve maximum efficiency |
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JOB CHARACTERISTICS MODEL |
A job design model that relates the motivational properties of jobs to specific personal and organizational consequences of those properties; it maximizes person-job fit |
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CORE JOB CHARACTERISTICS |
ANY job can be defined by 5 core characteristics 1. Skill variety 2. Task identity 3. Task significance 5. Feedback from job These characteristics influence psychological state, which influence the outcomes |
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MEANINGFULNESS IS INFLUENCED BY: |
1. Skill variety 2. Task identity 3. Task significance |
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RESPONSIBILITY IS INFLUENCED BY: |
Job Autonomy |
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KNOWLEDGE OF RESULTS IS INFLUENCED BY: |
Feedback from the job |
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OUTCOMES IN JOB CHARACTERISTIC MODEL |
1. Work motivation 2. Growth Satisfaction 3. General Satisfaction 4. Work effectiveness |
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HIGHER NEED FOR AUTONOMY= |
Higher growth needs strength (GNS). High GNS needs more job enrichment |
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LOWER NEED FOR AUTONOMY= |
Lower growth needs strength (GNS). Low GNS may work better with job specialization. |
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JOB ROTATION |
Moving from one job to another |
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BENEFITS OF JOB ROTATION |
1. Minimizes repetitive strain injury 2. Multiskills the workforce 3. Potentially reduces job boredom |
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JOB ENLARGEMENT |
Adding tasks to an existing job; a cost effective strategy for combating job boredom. But must add job enrichment as well in order to be effective. NOT effective if employee does not want more responsibility! |
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JOB ENRICHMENT |
Given more responsibility for scheduling, coordinating, and planning one's own work;
1. Clustering tasks into natural groups 2. Establishing client relationships |
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4 DIMENSIONS OF EMPOWERMENT |
1. Self-determination 2. Meaning 3. Competence 4. Impact
Must utilize these 4 in order to maximize empowerment |
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SELF-DETERMINATION |
Employees feel they have freedom and discretion |
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MEANING |
Employees believe their work is important |
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COMPETENCE |
Employees have feelings of self-efficacy |
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IMPACT |
Employees feel their actions influence success |
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SUPPORTING EMPOWERMENT |
1. Individual factors--possess required competencies, able to perform the work 2. Job design factors--autonomy, task identity, task significance, job feedback 3. Organizational factors--resources, learning orientation, trust |
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SELF-LEADERSHIP |
The process of influencing oneself to establish the self-direction and self-motivation needed to perform a task; an extension of empowerment |
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5 ELEMENTS OF SELF-LEADERSHIP |
1. Personal goal setting 2. Constructive thought pattern 3. Designing natural rewards 4. Self-monitoring 5. Self-reinforcement |
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PERSONAL GOAL SETTING |
Employees set their own goals; apply effective goal setting practices; SMARTER goals |
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CONSTRUCTIVE THOUGHT PATTERNS |
1. Positive self talk 2. Mental Imagery |
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POSITIVE SELF TALK |
Talking to ourselves about thoughts/actions; potentially increases self-efficacy |
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MENTAL IMAGERY |
Mentally practicing a task; visualizing successful task completion |
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DESIGNING NATURAL REWARDS |
Finding ways to make the job itself more motivating; ask yourself WHY is this beneficial to me? |
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SELF-MONITORING |
Keeping track of your progress toward the self-set goal; looking for naturally occurring feedback and designing artificial feedback |
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SELF-REINFORCEMENT |
Taking a reinforcer only after completing a self-set goal; if I finish this, I will reward myself with that. |
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SELF-LEADERSHIP CONTINGENCIES; THE INDIVIDUAL FACTORS |
1. Higher levels of conscientiousness and extroversion tend to do better 2. Positive self-evaluation (self-esteem, self-efficacy, internal locus) tend to do better |
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SELF-LEADERSHIP CONTINGENCIES; THE ORGANIZATIONAL FACTORS |
1. Job autonomy--if none, this interferes! 2. Participative and trustworthy leadership; no management support will interfere! 3. Measurement-oriented culture |