Mgmt Ch. 7 pt. 2 - 9
Innovative Reward Systems
>Skill-based Pay: paid at a rate based on their ability to develop and apply personal skills. >Broadbanding: involves reducing numerous pay grades to relatively few broadband grades. >Concierge Services >Team-Based rewards >Part-Time Benefits >Gain-Sharing >Employee Stock Ownership Plans
Performance Outcome Expectancy
A worker may believe that, by behaving in a certain way, he or she will get certain things.
Model of Organizational Misbehavior
Antecedents to Misbehavior: individual, job, group, and organizational Mediators: "intention to misbehave" -normative and instrumental forces Outcomes -Interpersonal MB: sexual harassment, violence, discrimination, bullying -Intrapersonal MB: substance abuse, fraud -Performance MB: cyber slacking, social loafing, absenteeism -Property MB: theft, sabotage, espionage -Political MB: impression management, favoritism Costs -Financial: reduced productivity, lawsuits, loss of image -Social: mental and physical injuries, job dissatisfaction Assumes that all misbehaviors (outcomes) are voluntarily committed. Pg208 Fig. 8.2
Organizational Citizenship Behavior
Concept of OCB (organizational citizenship behavior) positive OCB will take an employee a long way in: (obtaining cooperation) (receiving the benefit of the doubt) (being kept informed) (promotion/pay decisions) (layoff) our lives (inside/outside work) are stressful enough...no one wants to deal with people who cannot practice/maintain some minimal level of civility
Sexual Harassment Tests
Family IQ Test Public Forum Test Dual Treatment Test
Extrinsic Rewards
Initiated from outside the person. Receiving praise from a supervisor is extrinsic or initiated by someone other than the person. - Financial Rewards: Salary and Wages - Employee Benefits - Interpersonal Rewards (status & recognition) - Promotions
Normative force
Organizational pressure and expectations
Cognitive Model of Feedback
People who possess high self-efficacy are candidates for wanting feedback. - Feedback can result in greater effort, a desire to make corrective adjustments, and persistence. Improved performance. - another possible consequence of feedback is disregarding it or simply not accepting it as valid. See exhibit 7.1 pg 175
Instrumental force
Personal interests and beliefs
The STEAL Model
Refers to the four motives behind theft behavior S - Support T - Thwart E - Even the score A - ApprovaL Pg223 fig. 8.6
Intrinsic Rewards
Self-administered by the person. Provides satisfaction or gratification and a a feeling of a job well done. - Completion (Task Completion) - Achievement - Autonomy - Personal Growth
Cyber slacking
The use of the Internet during office or work hours for personal reasons.
Types of Sexual Harassment
Unwelcome advances, request for sexual favors, and other types of verbal, psychological or physical abuses.
