Mgmt Ch. 7 pt. 2 - 9

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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.


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