Chapter 4-6

Job rotation

Moving employees from job to job at regular intervals, relieving monotonous aspects of job specialization. helps staff acquire new skills which helps with staffing flexibility

Structural empowerment

The aspects of the work environment that give employees discretion and autonomy, and enable them to do their jobs effectively.

MBO (management by objectives)

Setting companywide goals derived from corporate strategy, determining team-and department-level goals, collaboratively setting individual-level goals that are aligned with corporate strategy, developing an action plan, and periodically reviewing performance and revising goals

Task Identity

The degree to which a person is in charge of completing an identifiable piece of work from start to finish

Autonomy

The degree to which people have the freedom to decide how to perform their tasks

Feedback

The degree to which people learn how effective they are being at work.

Instrumentality

The degree to which the person believes that performance is related to secondary outcomes such as rewards (2nd question: will performance lead to outcomes?)

Motivation

The desire to achieve a goal or a certain performance level, leading to goal-directed behavior. One of the forces that leads to performance

Skill variety

The extent to which the job requires a person to utilize multiple high-level skills.

Felt Empowerment

The idea is that the presence of certain structural factors helps empower people, but in the end empowerment is a perception.

Psychological Contract Breach

Violation of the unwritten understanding between the employee and the organization regarding expectations.

Organizational Citizenship Behavior

Voluntary behaviors employees perform to help others and benefit the organization.

Task Significance

Whether a person's job substantially affects other people's work, health, or well-being.

Expectancy

Whether the person believes that high levels of effort will lead to outcomes of interest such as performance or success (1st question: will my effort lead to high performance?)

Why do SMART goals motivate?

energize, give direction, provide challenge, think outside the box

Influencing Valence

-Get to know employees and their needs by talking to them and surveying them -Provide a choice between multiple awards

Influencing Instrumentality Perceptions

-Reward performance -Connect pay and other rewards to performance using bonuses, award systems, and merit pay -Publicizing any contests or award programs -Highlight what is being rewarded to eliminate non-performance influences

Influencing Expectancy Perceptions

-Train employees -Hire qualified employees -Create optimal working environment -Provide the tools -Provide positive feedback and encouragement

3 types of job crafting

1. Task Crafting (changing the content of the job) 2. Relational Crafting (changing the quality and amount of interactions involved with other people) 3. Cognitive Crafting (changing the way the person thinks about the job)

SMART goal

A goal that is specific, measurable, aggressive, realistic, and time-bound.

Job enrichment

A job redesign technique allowing workers more control over how they perform their own tasks. May reduce turnover, increase productivity, and reduce absences with some types of employees. Others may expect increased compensation for the additional autonomy, while others may prefer more structure.

Two-Factor Theory

A theory on performance that Frederick Herzberg created, where he approached the question of motivation by asking individuals what satisfies them on the job and what dissatisfies them. Came to the conclusion that the aspects of the work environment affect each question differently. Criticism includes that some people may attribute negative causes to external factors while causes of satisfaction to their own selves. Classification is overly simple.

Job Performance Equation

According to this equation, motivation, ability, and environment are the major influences over employee performance.

MPS formula

According to this formula, autonomy and feedback are the more important elements in deciding motivating potential compared to skill variety, task identity, or task significance

Expectancy Theory

Argues that individual motivation to put forth more or less effort is determined by a rational calculation in which individuals evaluate their situation. Individuals ask themselves three questions: 1) will my effort lead to high performance? 2) will performance lead to outcomes? 3) do I find the outcomes desirable?

Environmental

External factors that affect performance, such as having the resources, information, and support to perform the task One of the forces that leads to performance

Ability

Having the skills and knowledge required to perform the job One of the forces that leads to performance

Job Engagement

Investment of one's mental, emotional, and physical energies at work Reflects employees' enthusiasm, involvement, and satisfaction with their work, and it has implications for workplace behavior.

positive reinforcement

Making sure that behavior is met with positive consequences. A method of increasing the desired behavior praising an employee for treating a customer respectfully

Hygiene Factors

Part of the two-factor theory. Are factors that eliminate job dissatisfaction but don't motivate. Extrinsic. Create contentment These include company policies, supervision, working conditions, salary, safety, and security on the job.

Motivators

Part of the two-factor theory. Factors that increase job satisfaction and motivation. Intrinsic. Creates high levels of engagement These include achievement, recognition, interesting work, increased responsibilities, advancement, and growth opportunities

Punishment

Presenting negative consequences following unwanted behaviors. Used to reduce the frequency of undesirable behaviors. Giving an employee a warning for consistently being late to work

Job crafting

Proactive changes employees make in their own job descriptions—expanding certain elements that are a better fit to their own personality, or reducing the scope of the job to achieve better work-life balance, all in the service of better meeting the employee's career and life goals.

negative reinforcement

Removal of unpleasant outcomes once desired behavior is demonstrated. Also used to increase the desired behavior Nagging an employee to complete a report

Empowerment

The removal of conditions that make a person powerless. The idea behind this theory is that employees have the ability to make decisions and perform their jobs effectively if management removes certain barriers

Extinction

The removal of rewards following negative behavior. Used to decrease the frequency of negative behaviors. if a friend is posting pictures of cute kittens, liking or commenting will keep them coming. Completely ignoring such posts may reduce their frequency

Valence

The value of the rewards awaiting the person as a result of performance. (3rd question: do I find the outcomes desirable?)

Benefits of empowerment

This tends to be beneficial for organizations, because it is related to outcomes such as employee innovativeness, managerial effectiveness, employee commitment to the organization, customer satisfaction, job performance, and behaviors that benefit everyone Also better able to cope with negative and unavoidable aspects of their work lives

factors that affect citizenship behaviors

motivation, organizational justice and interpersonal relationships, personality, job attitudes, and age.