MPO Test 2

When employees perceive organizational support this results in: •___________ organizational commitment •Job satisfaction •______________ __________ behavior •Task performance •Lower _________

Increased, organizational citizenship, turnover

____________________: A broad category used to collectively describe the vast number of attributes (for example, traits and behaviors) that describe you as a person.

Individual Differences (IDs)

___________________: Reward individual performance but payments are not rolled into base pay. Performance is measured as physical output rather than by subjective ratings.

Individual incentives

___________ development can be damaged by organic factors (drugs, alcohol, poor nutrition).

Intellectual

____________: An individual's capacity for: •Constructive thinking •Reasoning •Problem-solving

Intelligence

Managers have little or no impact on fixed IDs: 1. ___________ 2. __________

Intelligence, personality

____________: administrative procedure used to measure internal job worth.

Job evaluation

______________: An affective or emotional response toward various facets of one's job, the extent to which an individual likes his or her job.

Job satisfaction

___________: Relative pay of jobs. (range of pay often expressed by salary grades)

Job structure

___________: relative worth of various jobs based on internal comparisons.

Job structure

________________: benchmark jobs that are relatively stable content and are common to many organizations so that market-pay survey data can be obtained.

Key jobs

_________=Average cost per employee+Staffing level

Labor Costs

The _____________ is the availability and quality of potential employees affected by economic conditions, government regulations and policies, and the presence of unions.

Labor Market Conditions

_____________: Amount an organization must pay to compete against other organizations that hire similar employees.

Labor-market competition

_______________: Relatively stable personality characteristic that describes how much personal responsibility someone takes for their behavior and its consequences.

Locus of Control

_____________ and ____________ influence whether a pay program fits the situation

Management style, type of work

_______________ Approach: emphasizes external comparisons. It bases pay on market surveys that cover as many key jobs as possible.

Market Survey

Increase employee engagement by: ____________, Tracking, and _____________ to employee surveys.

Measuring, responding

____________: Merit pay paid in the form of a bonus, instead of a salary increase.

Merit Bonus

____________ programs: Link performance-appraisal ratings to annual pay increases.

Merit pay

The Causes of Job Satisfaction ______________: Meet expectations of employees about what they will receive from job.

Met expectations

_________ ___________ can result from achieving a goal that also includes negative consequences

Mixed emotions

________________: •Linguistic •Logical-Mathematical •Musical •Bodily-Kinesthetic •Spatial •Interpersonal •Intrapersonal •Naturalist

Multiple Intelligences (MIs)

The Causes of Job Satisfaction _________________: Understand and meet employees' needs.

Needs fulfillment

_________ __________, such as fright, anger, anxiety, guilt, sadness, envy, and disgust are triggered by frustration and/or failure when pursuing goals.

Negative emotions

____________: Tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others.

Neuroticism

People with __________ personality trait are more likely to experience __________ and are not the best performers, and are less likely to engage in ___________.

Neuroticism, burnout, citizenship behaviors (OCBs)

____________: are unique to organizations and cannot be directly valued or compared through the use of market surveys.

Non-key jobs

People with this trait are more likely to benefit from training.

Openness to Experience

______________: Tendency to be original, have broad interests, be open to a wide range of stimuli, be daring, and take risks.

Openness to Experience

________________: The extent to which an individual identifies with an organization and commits to its goals.

Organizational Commitment

_____________: Encourages employees to focus on organization's success, but may be less motivational the larger the organization.

Ownership

____________: Grouping jobs of similar worth or content together for pay administration purposes.

Pay Grades

____________ Line: mathematical expression that describes the relationship between a job's pay and its job evaluation points.

Pay Policy

___________: Average pay, including wages, salaries and bonuses.

Pay level

___________ are important HR tools for encouraging desired employee behaviors and discouraging undesired behaviors.

Pay policies (and programs)

Relative pay of different jobs (job structure) and how much they are paid (pay level) make up __________.

Pay structure

__________________: Reflects the extent to which employees believe that the organization.

Perceived Organizational Support

Managers have more influence on relatively flexible IDs that influence individual-level work outcomes: 1. ___________ 2. ______ ____________

Performance, job satisfaction

______________ and _________ raise Self-Esteem.

Personal achievement, praise

____________: Evaluations, feelings or opinions about people, places, and objects.

Personal attitudes

Key Components of Emotional Intelligence (EI): 1. ________ Competence 2. ________ Competence

Personal, Social

_______________: Combination of stable physical, behavioral, and mental characteristics that give individuals their unique identities.

Personality

The _________________: A handbook that contains a descriptions of the compensable factors and the degrees to which these factors may exist within the jobs.

Point Manual

_______________: A quantitative job evaluation procedure that determines the relative value of a job by the total points assigned to it.

Point System

___________ ____________, such as joy, contentment, relief, and gratitude result from the satisfactory achievement of goals.

Positive emotions

_______________: The ability to solve every-day problems by utilizing knowledge gained from experience in order to purposefully adapt to, shape, and select environments.

Practical Intelligence

_____________: Sell goods and services at a quantity and price that will bring a return on investment.

Product-market competition

_______________ and _______________ lower Self-Esteem.

Prolonged Unemployment, Destructive Feedback

______________: distance between minimum and maximum amounts in a pay grade.

Range Spread

_____________: different employees in same job that may have different pay rates

Rate ranges

________________: A person's belief about his or her chances of successfully accomplishing a specific task.

Self-Efficacy

________________: General belief about self-worth.

Self-Esteem

___________: Stock given to employee as compensation/part of compensation.

Stock Grants

____________: Right to buy company stock at discounted price (not obligatory).

Stock Options

_________: Abstract ideals that guide one's thinking and behavior across all situations.

Values

Can self-efficacy be developed?

Yes

How might Katherine have provided an adequate explanation to employees regarding the bonuses to executives? a. By explaining why the pay structure is designed the way it is, and be open to listening to their concerns b. By outlining the compensation structure in the annual employee handbook c. By reinforcing that employees compensation is unrelated to executive compensation d. By reminding them that the company offers opportunities for promotion, improving their chances to receive bonuses

a. By explaining why the pay structure is designed the way it is, and be open to listening to their concerns

When designing a pay structure, Tom needs to consider the total compensation for his employees. Total compensation consists of all of the following EXCEPT ________. a. Development opportunities b. Stock c. Bonuses d. Merit increases e. Benefits

a. Development opportunities

What will happen to the cost of a merit pay plan if Compu-Globo's business suffers? a. He will still have to increase salaries if individual performance is good b. It depends on the value of the company at that time c. Payments will be reduced along with sales

a. He will still have to increase salaries if individual performance is good

Which of these is a reason that Compu-Globo's employees might not be motivated by a profit-sharing plan? a. If they feel that they have no impact on the overall results b. If they pay out during the current time period, instead of being deferred c. If it requires them to behave like owners, by doing what it takes to make the organization more effective

a. If they feel that they have no impact on the overall results

Because Andrew's contribution to the stock's performance is less than it would be at a smaller company, what effect will stock options have on employee motiviation? a. It likely will decrease b. It likely will increase c. It depends on Andrew's intrinsic motivation d. It will have no effect

a. It likely will decrease

What would be a likely disadvantage of emphasizing the external evaluation? a. It will be difficult to get salespeople to rotate to logistics b. Employees in logistics will increase their productivity c. Employees in logistics may feel they will lose their jobs to the former sales people and look for jobs elsewhere

a. It will be difficult to get salespeople to rotate to logisitics

One reason why Titan might be less likely to grant employees like Andrew stock options in the future is that a. New accounting standards require companies to expense those options, reducing net income b. Customers are upset at executive pay and stock options will cause Titan to lose business c. Academic research suggests that stock options are ineffective motivators for executive employees d. Stock options are taxed more heavily now than was the case in the 1990s

a. New accounting standards require companies to expense those options, reducing net income

What is the most likely consequence of emphasizing the internal evaluation? a. Salespeople will be paid under the market rate b. Sales will increase c. Nothing much would happen d. Logistics employees will be paid under the market rate

a. Salespeople will be paid under the market rate

Liu has a goal to work hard and eventually apply for a promotion at the Great Grain Company. Liu is most likely to exhibit positive emotions if: a. The emotions are congruent with his goal b. He has emotional intelligence c. The emotions are incongruent with his goal d. He feels inadequate e. He had a bad experience being promoted at his former company

a. The emotions are congruent with his goal

What is the most likely reason that people in logistics are paid less for similar work than salespeople? a. The supply of trained logistics professionals is comparatively high b. The founder of the company was biased against logistics c. The performance of the logistics department is low

a. The supply of trained logisitics professionals is comparatively high

Samantha is terminated from her job. She believes that her termination is a layoff due to poor market conditions. This belief displays which the following components of core self-evaluations? a. external locus of control b. high self-efficacy c. internal locus of control d. high self-esteem e. inner locus of control

a. external locus of control

Jeremiah works at a marketing firm and is assigned a client that is known for being difficult to work with. Jeremiah is confident that he can produce a quality product but is often very worried and stressed when working on it. Jeremiah displays a. low emotional stability and high self-efficacy. b. high emotional stability and low self-efficacy. c. low emotional stability and low self-efficacy. d. All of these choices are correct.

a. low emotional stability and high self-efficacy.

To an employer, pay impacts employee ______________ and ____________.

attitudes, behaviors

But what is more important at work is recognizing the many __________ that make us who were are, regardless of whether these characteristics are due to genetics or how we are raised.

attributes

When designing a pay structure, Tom should keep in mind that all of the following are benefits of developing a pay structure within an organization EXCEPT ________. a. Standardizing treatment of employees with similar jobs makes compensation operations more manageable. b. Attaching pay structure to specific jobs makes compensation less equitable. d. Expanding businesses require more and more HR decisions, so pay structure is key. d. Pay policies are often attached to particular jobs, rather than to individual employees.

b. Attaching pay structure to specific jobs makes compensation less equitable.

What is the administrative tool of Job Structure? a. Broadbanding b. Job evaluations c. Market pay surveys d. Benchmarking

b. Job evaluations

Jose is considering volunteering to help his company with its annual food drive. Which of the following is NOT an indicator of whether he will do so? a. Jose thinks the food bank is a great way to help his community. b. Jose is already volunteering at the animal shelter. c. Jose's boss expects him to volunteer. d. Jose's company gives employees a day off to volunteer. e. The food bank is located close to Jose's home.

b. Jose is already volunteering at the animal shelter.

A key role in explaining JBL's new bonus system will be played by a. The CFO b. Managers c. Pay consultants d. The CEO

b. Managers

Which of these policies is most likely to lead to individual competition among Compu-Globo's new hires? a. Profit sharing b. Merit pay c. Skill based d. Gainsharing

b. Merit pay

Why is it important for Nick to have a well-developed performance appraisal system if merit pay is a substantial component of compensation? a. Federal law has enacted legislation that requires employers to provide it b. Merit pay increases are based on assessments of individual performance; the stakes of the appraisal are high with this system c. Because individual appraisals and merit increases determine profit sharing outcomes

b. Merit pay increases are based on assessments of individual performance; the stakes of the appraisal are high with this system

George does not score particularly well on standard IQ tests, yet he has a unique ability to deal with complex interpersonal situations. What would explain this phenomenon? a. Practical Intelligence b. Multiple Intelligences c. Reasoning ability d. Emotions and attitude e. All of the above

b. Multiple Intelligences

What are the two important competitive market challenges WMS will face when deciding what to pay its employees? a. Competence and formal training b. Product market competition and labor market competition c. Labor and education d. Geographic and skill level

b. Product market competition and labor market competition

According to efficiency wage theory, what should WMS do when determining what to pay its employees? a. WMS should emphasize centralized decision making. b. WMS should offer an above-market pay rate to ensure its employees have the incentive to put forth maximum effort. c. WMS should pay its employees at market rate or below since it is hiring several employees at once. d. WMS should keep wages low to encourage higher productivity.

b. WMS should offer an above-market pay rate to ensure its employees have the incentive to put forth maximum effort.

If top executive bonuses seem unrelated to organization performance, JBL employees: a. Probably won't care b. Will wonder why they don't get increases c. Will blame their union d. Will think they performed poorly

b. Will wonder why they don't get increases

If Ray decides to implement less-defined job responsibilities, what challenge will he have to manage carefully with regard to performance evaluation? a. A more informal culture will make evaluation more difficult b. With less defined responsibilities, he will have to make sure that everyone understands what's expected of them c. Having fewer managers will make that process more difficult d. He will need to handle more paperwork for more complex evaluations

b. With less defined responsibilities, he will have to make sure that everyone understands what's expected of them

Martha would like to hire employees who will be strong performers in her organization. Which of the Big Five personality dimensions should she try to make sure the new employees score high on? a. Extraversion b. Agreeableness c. Conscientiousness d. Emotional Stability e. Openness to Experience

c. Conscientiousness

When growth is high, extending stock options to lower levels of the organization is likely to: a. Garner favorable tax treatment for the organization b. Be highly motivating to lower-level employees as they will perceive that they have a great effect on the organization's results c. Enable employees at all levels to share in the organization's growth, increasing attachment to the organization d. Make lower-level employees think like owners

c. Enable employees at all levels to share in the organization's growth, increasing attachment to the organization

Which of these is most amenable to incentive pay, if Nick decides to go that route? a. Jobs with significant interdependence on other employees b. Jobs that are peripheral to the mission of the organization c. Jobs in which performance can be measured as individual output, productivity, and sales

c. Jobs in which performance can be measured as individual output, productivity, and sales

What would be an advantage of emphasizing the internal evaluation? a. Customer satisfaction would improve b. Logistics professionals would feel pressure to perform c. Logistics professionals would probably feel that they are being treated more fairly

c. Logistics professionals would probably feel that they are being treated more fairly

What is the administrative tool of Pay Level? a. Broadbanding b. Job evaluations c. Market pay surveys d. Benchmarking

c. Market pay surveys

All other things being equal, which of these positions should be paid more? a. Positions that are peripheral to the mission b. Positions with fewer job evaluation points c. Positions that are central to the organization's goals

c. Positions that are central to the organization's goals

Some differences are relatively stable over time and across situations and are difficult to _________, other differences are relatively __________.

change, flexible

Employee Engagement: Where people employ and express themselves physically, __________, and __________ during role performance.

cognitively, emotionally

The Point System permits jobs to be evaluated quantitatively on the basis of factors or elements-______________- that constitute the job.

compensable factors

The job evaluation process is composed of ________________, which are characteristics of jobs that an organization values and chooses to pay.

compensable factors

Inflation can require that _________________ be adjusted upward periodically to help employees maintain their purchasing power.

compensation rates

Employer's compensation strategy sets organization compensation policy to lead, lag, or match ______________.

competitors' pay

Local housing and environmental conditions can cause wide variations in the ____________ for employees

cost of living

To reduce voluntary turnover: -Hire people who "fit" with the organization's _________ -Spend time fostering employee ___________ -Provide effective onboarding -Recognize and reward ______ ____________

culture, engagement, high performers

Joe was terminated from his job and believed it was because his boss did not like him and his hard work was therefore not appreciated. Joe likely has: a. High emotional stability b. An internal locus of control c. Low self-efficacy d. An external locus of control e. Low self-esteem

d. An external locus of control

Sandra manages the Marketing Department for the Greener Grass Corporation. In an effort to increase employee engagement, Sandra could try all the following EXCEPT: a. Redesign jobs so that workers have variety and feedback b. Take a class to learn how to be a charismatic leader c. Try to limit the stressors in the workplace d. As staff leave, replace them with new hires who score high in pessimism on a personality test e. Provide recognition to employees who perform well

d. As staff leave, replace them with new hires who score high in pessimism on a personality test

The fact that Andrew cannot sell his shares until he leaves the organization is likely to a. Have little effect on his motivation b. Make the program more motivating c. Enable him to better plan his retirement d. Decrease the motivation potential of the program for him

d. Decrease the motivation potential of the program for him

Maria is a manager for Greens and Grits. Maria would like to improve job satisfaction for her employees; she can accomplish this by implementing different policies dealing with: a. Personality b. Intelligence c. Cognitive ability d. Emotions and attitudes e. All of the above

d. Emotions and attitudes

How will broad-banding help Ray with the fact that his employees are reluctant to step outside their roles? a. The possibility of getting paid more motivates employees b. He can be a more "hands-on" manager c. The broadbanding will make the employees feel more comfortable d. Having fewer, broader job descriptions and less emphasis on jobs makes the roles more flexible

d. Having fewer, broader job descriptions and less emphasis on jobs makes the roles more flexible

Why might having broader bands help Ray attract better talent? a. More detailed job descriptions give applicants a better idea of what they are doing b. Good applicants feel comfortable in a hierarchical structure c. Increased emphasis on promotions will attract ambitious applicants d. He will have more flexibility to meet market pay demands

d. He will have more flexibility to meet market pay demands

Under what circumstances will Andrew's stock options generate any gain for him? (Stock purchased for $22) a. If the company adopts a gainsharing plan b. If his individual performance exceeds expectations c. If the stock price goes up from $15 d. If the stock price goes above $22

d. If the stock price goes above $22

A major advantage of the delayering approach at North-West will be a. Better clarity around job tasks b. Better budgetary control over labor costs c. Increased opportunity for promotion d. More discretion to reward top performers

d. More discretion to reward top performers

If Ray decided to delayer his organization, what would he be doing? a. Listening to his people more b. Broadening everyone's job descriptions c. Taking more of an active role in managing his people d. Reducing the number of job levels to achieve flexibility in assignments

d. Reducing the number of job levels to achieve flexibility in assignments

According to equity theory, when would executive bonuses be a problem for JBL employees? a. When bonuses are outrageous b. When employees know the bonus amounts c. When there's a government bail out d. When comparing their salaries with executives' pay

d. When comparing their salaries with executives' pay

Juanita receives a difficult work assignment that will require her to spend many hours organizing and deciphering information. She successfully completed a similar task last year and her supervisor is confident that she can do the same again this year. Which of the following best describes how Sarah is likely to feel in relation to the task? a. low self-esteem b. high emotional stability c. high self-esteem d. high self-efficacy e. low self-efficacy

d. high self-efficacy

Which component of core self-evaluations reflects an individual's belief that s/he controls the events and consequences in life? a. emotional stability b. self-esteem c. external locus of control d. internal locus of control e. self-efficacy

d. internal locus of control

Organizations have __________ in deciding how to pay.

discretion

Executives have a _____________ ability to influence organization performance.

disproportionate

Catherine is walking through the employee parking lot on her way to her office; she notices that someone left an empty fast food bag in the parking lot. Catherine goes out of her way to pick it up and dispose of it. What behavior is Catherine exhibiting? a. Psychological contract b. Green behavior c. Withdrawal cognitions d. CWB e. OCB

e. OCB

Organizations have _____________________________, or rules that dictate which types of emotions are expected and appropriate for their members to show.

emotion display norms

Individuals with high ____________ tend to be relaxed, secure, unworried, less likely to experience negative emotions under pressure

emotional stability

Intelligence is not purely __________.

genetic

Personality is a product of interacting _________ and __________ influences

genetic, environmental

Agency costs can arise from two factors: 1.Principals and agents may have different goals (____________________). 2.Principals may have less than perfect information on the degree to which the agent is pursuing and achieving the principal's goals (________________).

goal incongruence, information assymmetry

Personal attitudes are important because they ______________.

impact behavior

To an employee, policies regarding wages, salaries, and other earnings affect their overall _________ and __________.

income, standard of living

Positive effects of OCB on the ___________. -Job satisfaction -Performance appraisal ratings -Intention to quit -Absenteeism -Turnover Positive effects of OCB on the ____________. -Productivity/efficiency -Lower costs -Customer satisfaction -Unit-level satisfaction -Turnover

individual, organization

A steady rise in average ____________ has been observed over the last 70 years.

intelligence

Attitudes affect behavior via ____________.

intentions

Individuals with high emotional stability have higher ________ ____________, more OCBs, fewer CWBs.

job performance

Pay policies are attached to _________, not __________.

jobs, individuals

Under profit sharing, ___________ are automatically reduced during difficult economic times, and wealth is shared during good times.

labor costs

To an employee, both _________ and fairness compared with others' pay are important.

level of pay

The FLSA requires that employees be paid at a rate _____________ their hourly rate for each hour of overtime worked beyond 40 hours in a week.

one and a half times

To an employer, employee compensation is a significant __________ _________.

organizational cost

Each employee's ______ is based upon individual performance, profits, seniority, or other factors.

pay

Deciding ______________ is discretionary and is based on a broad range

pay levels

Gainsharing improves __________.

performance

Increase organizational commitment by: -Hiring people whose ____________ align with the organization -Making sure management does not breach _____________ -Enhancing the level of ________

personal values, psychological contracts, trust

Individual incentives are rare because most jobs have no _____________ measure.

physical output

Gainshairing offers a means of sharing _______________ with employees.

productivity gains

Regardless of cost differences, different pay programs can have different consequences for ____________ and ________________.

productivity, return on investment

Disadvantage of ____________: Workers may perceive their performance has less to do with profit than top management decisions over which they have little control.

profit sharing

Under _____________, payments are based on a measure of organization performance (profits), and payments do not become a part of base pay.

profit sharing

Some individual incentive plans reward output over ________ or service.

quality

Values are relatively _________.

stable

CEO pay varies with performance of __________.

stock market

To an employer, pay is critical in attaining ______________.

strategic goals

Overtime pay is required for any hours beyond 40 in a week that an employer "_______ or _______" the employee to perform.

suffers, permits

Focus on merit pay discourages ___________, while putting too much emphasis on ______________.

teamwork, individual performance

Ratio of executive pay to average worker pay creates a "______________": workers do not trust executives' intentions and resent their pay.

trust gap

A criticism of merit pay is that measurement of performance is ________ and __________.

unfair, inaccurate

When employees perceive organizational support: they are willing to ______________ and __________ to the organization.

work hard, commit

Federal minimum wage is ______/ hour.

$7.25

Big Five Personality Dimensions

1. Extraversion 2. Agreeableness 3. Conscientiousness 4. Neuroticism/Emotional Stability 5. Openness to Experience

_____________: collapses many traditional salary grades into a few wide salary bands.

Broadbanding

What has the strongest effect on job performance and job satisfaction?

Conscientiousness

___________ __________ theory: wages influence worker productivity

Efficiency wage

____________ change psychological and /or physiological states.

Emotions

What contributes to engagement? -_____________ characteristics -Organization level factors -_____________ factors

Environmental, person

The Causes of Job Satisfaction ______________: Monitor employees' perceptions of fairness and interact with them so they feel fairly treated.

Equity

_____________ is a stronger predictor of job performance than agreeableness.

Extraversion

_____________ can be altered or modified.

Intelligence

____________ may encourage employees to think more like owners.

Profit sharing

The Causes of Job Satisfaction ______________: Structure the job and its rewards to match employee values.

Value attainment

In order to be competitive in his industry, Tom may want to compare his company's pay structure to those of its competition. This is called ________. a. Gainsharing b. Benchmarking c. Crowdsourcing d. Trendspotting

b. Benchmarking

Davinia, an accountant with Brighter Future Corporation, is experiencing job dissatisfaction due to comparing how hard she works and how much she gets paid versus her perception of a co-worker's effort and rewards. Davinia's dissatisfaction can be explained by: a. Disposition/genetic components model b. Equity model c. Need fulfillment model d. Value attainment model e. Met expectations model

b. Equity model

A large gap between executive and employee pay, as seen here, can lead to a. Decreased interest in training b. Increased turnover c. Low customer satisfaction d. Apathy

c. Low customer satisfaction

3 issues to consider before using pay surveys: 1. Which __________ should be included in the survey? 2. Which ________ should be included in the survey? 3. If multiple surveys are used, how are all the ___________ weighted and combined?

employers, jobs, rates of pay

Outcomes of organizational commitment: continued ___________, greater ___________.

employment, motivation

Self-Esteem remains_________ over the course of a person's life.

fairly stable

The organization has to decide whether to pay at, below, or above the __________ ___________.

market average

A _______________ grid: Combines an employee's performance rating with employee's position in a pay range to determine size and frequency of his or her pay increases.

merit increase

Controlling costs through ________________ can result in low employee productivity and quality.

noncompetitive pay

ESOPs can carry significant ___________ for employees

risks

Behavioral outcomes of job satisfaction: 1. ________________: Moderately related to job satisfaction. 2. ________________: Individual behavior that is discretionary, promotes effective functioning of the organization. 3. ________________: Behavior that harms other employees, the organization as a whole, or organizational stakeholders such as customers and shareholders. 4. ________________: Can be positive if poor performers are leaving and negative if good employees leave.

1. Job performance 2. Organizational citizenship behavior (OCB) 3. Counterproductive work behavior (CWB) 4. Turnover

What are the 3 Pay-Setting Approaches?

1. Market Survey Approach 2. Pay Policy Line 3. Pay Grades

Attitudinal outcomes of job satisfaction: 1. _____________: Psychological process that arouses interest in doing something, and it directs and guides behavior. 2. ____________: The extent to which an individual is personally involved with his or her work role. 3. ____________: An individual's overall thoughts and feelings about quitting. 4. ____________: Negative effects on many different OB-related outcomes.

1. Motivation 2. Job involvement 3. Withdrawal cognitions 4. Perceived stress

3 Theories Explain Compensation's Effects:

1. Reinforcement Theory 2. Expectancy Theory 3. Agency Theory

3 components of executive pay

1. Salary/Bonuses 2. Stock Options 3. Stock Grants

The saying "That makes me feel upset" represents which component of an attitude?

Affective

3 Components of Attitudes: 1. ___________ "I feel" 2. ___________ "I think" 3. ___________ "I intend"

Affective, Cognitive, Behavioral

______________: May be minimized by principal choosing a contracting scheme that aligns agent's interests with principal's interests.

Agency costs

______________: Tendency to get along well with others.

Agreeableness

___________: A firm's formal wage structure of rates is influenced by those being paid by other area employers for comparable jobs

Area Wage Rates

Managers can help employees manage: 1. __________ 2. __________

Attitudes, emotions

Components of Personal Competence: 1. Self-__________ 2. Self-_________

Awareness, Management

Components of Social Competence: 1. Social __________ 2. Relationship ___________

Awareness, Management

The saying "I'm going to work to curb the impact of my own pollution" represents which component of an attitude?

Behavioral

____________: procedure by which an organization compares its own practices against the competition

Benchmarking

So what is it that makes us different? Is it our genetics or our environment?

Both

The saying "I believe that pollution is hurting the environment" represents which component of an attitude?

Cognitive

_______________: Psychological discomfort experienced when simultaneously holding two or more conflicting cognitions (ideas, values, or emotions).

Cognitive Dissonance

__________________ is reduced by changing attitude, behavior, or both belittling the importance of the inconsistent behavior.

Cognitive dissonance

______________( or pay equity) is a public policy that advocates remedies for any undervaluation of women's jobs.

Comparable worth

_________________: Tendency to be careful, scrupulous, reliable, organized, rule-following, and persevering.

Conscientiousness

_____________: A Bureau of Labor Statistics measure of the average change in prices over time in a fixed "market basket" of goods and services.

Consumer Prices Index (CPI)

_____________ can be used for: •Employee selection •Training

Core Self-Evaluations

_________________: A broad personality trait comprising four narrow and positive individual traits: •Generalized self-efficacy •Self esteem •Locus of control •Emotional stability

Core Self-Evaluations (CSEs)

________________ has a strong negative relationship with job satisfaction.

Counterproductive work behavior

______________ is the process of removing layers of hierarchy between the highest and lowest levels in order to boost operational efficiency, decrease the wage bill and remove red tape.

Delayering

The Causes of Job Satisfaction ______________/______________: Hire employees with an appropriate disposition.

Disposition/Genetic Components

_________________, a critic of merit pay, argued that it is unfair to rate individual performance. Deming's solution was to eliminate the link between individual performance and pay.

Edward W. Deming

_________________: Ability to monitor one's own emotions and those of others, to discriminate among them, and to use this information to guide one's thinking and actions.

Emotional Intelligence (EI)

_____________: Complex, relatively brief, affective responses associated with a particular target: •Person •Information •Experience •Event •Nonevent

Emotions

_____________: The harnessing of organizational members' selves to their work roles.

Employee Engagement

_____________________: Give employers certain tax and financial advantages when stock is granted to employees.

Employee stock ownership plans (ESOPs)

Rewarding individual employee performance

Employee's Relative Worth

_______________:A philosophy that considers employees to be an investment that will yield valuable returns.

Employees as a Resource

Having the resources and profits to pay employees

Employer's Ability-to-Pay

What establishes the internal wage relationship among jobs and skill levels?

Employer's compensation strategy and Worth of a job

________________ accounts for a small proportion of labor costs.

Executive pay

Pay Level= __________ equity; Job Structure = __________.

External, Internal

____________: Tendency to experience positive emotions and moods and feel good about oneself and the rest of the world. Social, gregarious, energetic.

Extraversion

_________________ of 1938 established a minimum wage and overtime pay rate.

Fair Labor Standards Act (FLSA)

________________: Form of compensation based on group or plant performance rather than organizationwide profits that does not become part of the employee's base salary.

Gainsharing

Managers need to find ways to reduce CWB: - _______________ who are less prone to engage in this behavior - Motivate __________ and not CWBs -Respond ________ and appropriately to employees engaging in CWBs

Hire individuals, desired behaviors, quickly