Module 5

Explain the difference between job enlargement and job enrichment. What are the four work-scheduling options that can enhance employee performance? Are all employees motivated by the same economic incentives? Explain.

1. The horizontal expansion of a job, increasing the number and variety of tasks that a person performs, is called job enlargement. Job enrichment is the vertical expansion of an employee's job. 2. Flextime, Leisure hours, telecommuting, job-sharing 3. All employees have unique needs that they seek to fulfill through their jobs. Organizations must devise a wide array of incentives to ensure that a broad spectrum of employee needs can be addressed in the work environment, thus increasing the likelihood of motivated employees. A sampling of these motivational tools is discussed here.

Describe several types of on-the-job training. What are the advantages of simulation training? How is technology impacting off-the-job training?

1. orientation, which entails getting the new employee ready to perform on the job;Job rotation is the reassignment of workers to several different jobs over time;Two other forms of on-the-job training are apprenticeship and mentoring. An apprenticeship usually combines specific on-the-job instruction with classroom training;Mentoring involves a senior manager or other experienced employee providing job- and career-related information to a mentee. 2. mentee. Inexpensive and providing instantaneous feedback, mentoring is becoming increasingly popular with many firms, including FedEx, Merrill Lynch, Dow Chemical, and Bank of America. Whereas 3. Union Pacific Railroad has tens of thousands of its employees widely dispersed across much of the United States, so it delivers training materials online to save time and travel costs.

What is Herzberg's theory, and how does it relate to an understanding of motivation? How can a manager use an understanding of Herzberg's theory to motivate employees? What are the limitations of Herzberg's theory?

5

Discuss the three relationships central to expectancy theory. Explain the comparison process that is a part of equity theory. How does goal-setting theory contribute to our understanding of motivation? What are the main elements of reinforcement theory?

6

What benefits can an organization derive from training and educational opportunities and stock ownership programs? Why are sabbaticals growing in popularity as work-life balance tools? How are knowledge workers different from traditional employees? Why are absenteeism and turnover rates increasing, and what is the impact on companies?

8

How can employee diversity give a company a competitive advantage? Explain the concept of hiring for fit. Why does the service industry provide an opportunity for labor union growth?

Chapter 8 - (Unit 1) 1.

How does a firm establish a pay scale for its employees? What is the difference between direct and indirect pay? Why are health insurance and benefits so important to employees?

Chapter 8 - (Unit 1) 1. (1)Pay structure and internal influences. Wages, salaries, and benefits are based on skills, experience, and the level of the job. (2)Pay level and external influences. In deciding how much to pay workers, the firm must also be concerned with the salaries paid by competitors. 2. There are two basic types of compensation: direct and indirect. Direct pay is the wage or salary received by the employee; indirect pay consists of various employee benefits and services. 3. Worker's compensation pays employees for lost work time caused by work-related injuries and may also cover rehabilitation after a serious injury. Social Security is mainly a government pension plan, but it also provides disability and survivor benefits and benefits for people undergoing kidney dialysis and transplants.

What are the two sources of job applicants? What are some methods firms use to recruit applicants? What is meant by recruitment branding?

Chapter 8 - (Unit 1) 1. Promotions and job transfers are the most common results of internal recruiting. 2. A job fair, or corporate open house, is usually a one- or two-day event at which applicants are briefed about job opportunities, given tours, and encouraged to apply for jobs. 3. Recruitment branding involves presenting an accurate and positive image of the firm to those being recruited.

Describe the employee selection process. What are some of the ways that prospective employees are tested?

Chapter 8 - (Unit 1) 1. Selection is the process of determining which people in the applicant pool possess the qualifications necessary to be successful on the job. 2. Initial screening, employment testing, selective interview, background and reference check, physical exams and drug test, and decision to hire

Discuss the laws that govern wages, pensions, and employee compensation. Describe the Americans with Disabilities Act. How do the Wagner and Taft-Hartley Acts impact labor-management relations?

Chapter 8 - (Unit 1) 1. Several laws govern wages, pensions, and unemployment compensation. For instance, the Fair Labor Standards Act sets the federal minimum wage, which is periodically raised by Congress. Many minimum-wage jobs are found in service firms, such as fast-food chains and retail stores. The Pension Reform Act protects the retirement income of employees and retirees. 2. Prohibits employment discrimination based on mental or physical disabilities 3. The Wagner and Taft-Hartley Acts govern the relationship between an employer and union. Employees have the right to unionize and bargain collectively with the company.

Describe the grievance procedure. In what ways do arbitrators act like judges? What are some tactics for pressuring for a contract settlement?

Chapter 8 - (Unit 1) 1. A grievance is a formal complaint by an employee or the union that management has violated some part of the contract. Under a typical contract, the employee starts by presenting the grievance to the supervisor, either in person or in writing. 2. The arbitrator reviews the grievance at a hearing and then makes the decision, which is presented in a document called the award. 3. Union Stategies: Strike, Boycott, Picketting, and Corporate Campaign Employer Strategies: Lockout, Stike replace, Mutual-aid act, and Shift production

What are the steps in the performance planning and appraisal process? What purposes do performance appraisals serve? Describe some sources of information for the performance appraisal.

Chapter 8 - (Unit 1) 1. The manager establishes performance standards. The employee works to meet the standards and expectations. The employee's supervisor evaluates the employee's work in terms of quality and quantity of output and various characteristics such as job knowledge, initiative, relationships with others, and attendance and punctuality. Following the performance evaluation, reward (pay raise) and job change (promotion) decisions can be made. If work is unsatisfactory, the employee may be put on a performance improvement plan, which outlines the behaviors or performance that must be improved, the milestones and time periods to improve performance, and what will occur if performance is not improved. Rewards are positive feedback and provide reinforcement, or encouragement, for the employee to continue improving their performance. 2. Regardless of the source, performance information should be accurate and a record of the employee's job behavior and efforts. 3. Information for performance appraisals can be assembled using rating scales, supervisor logs of employee job incidents, and reports of sales and production statistics.

Define human resource management. Distinguish between job analysis, job description, and the job specification. Describe the human resource management process.

Chapter 8 - (Unit 2) 1.Human resource (HR) management is the process of hiring, developing, motivating, and evaluating employees to achieve organizational goals. 2.require. Information about a specific job typically begins with a job analysis, which is a study of the tasks required to do a job well. This information is used to specify the essential skills, knowledge, and abilities required for the job;The tasks and responsibilities of a job are listed in a job description. The skills, knowledge, and abilities a person must have to fill a job are spelled out in a job specification. These two documents help human resource planners find the right people for specific jobs. 3. This process involves two forecasts: (1) determining the number of people needed by some future time (in one year, for example) and (2) estimating the number of people currently employed by the organization who will be available to fill various jobs at some future time; this is an internal supply forecast.

Discuss the modern labor movement. What are the various topics that may be covered during collective bargaining? Explain the differences among a union shop, agency shop, and an open shop.

Chapter 8 - (Unit 7) 1. The basic structure of the modern labor movement consists of three parts: local unions, national and international unions, and union federations. There are approximately 60,000 local unions, 75 national and international unions, and two federations. 2. The three main functions of the local union are collective bargaining, worker relations and membership services, and community and political activities. 3. clause. The most common union security arrangement is the union shop, whereby nonunion workers can be hired by the firm, but then they must join the union, normally within 30 to 60 days. An agency shop does not require employees to join the union, but to remain employees, workers must pay the union a fee(known as the agency fee) to cover the union's expenses in representing them; Under the Taft-Hartley Act of 1947, a state can make any and all forms of union security illegal by enacting a right-to-work law. In the 28 states that have these laws, employees can work at a unionized company without having to join the union. This arrangement is commonly known as an open shop.

How did Frederic Taylor's studies contribute to the early understanding of human motivation? How are Taylor's insights still seen in today's management practices?

Chapter 9 - (Unit 1) 1. His pioneering work vastly increased production efficiency and contributed to the specialization of labor and the assembly-line method of production. 2. Taylor's approach is still being used nearly a century later in companies such as UPS, where industrial engineers maximize efficiency by carefully studying every step of the delivery process looking for the quickest possible way to deliver packages to customers

What is Maslow's hierarchy of needs, and how does it help in understanding human motivation? What are some criticisms of Maslow's hierarchy?

Chapter 9 - (Unit 2) 1. Maslow's hierarchy of needs, the most basic human needs are physiological needs, that is, the needs for food, shelter, and clothing. In large part, it is the physiological needs that motivate a person to find a job. People need to earn money to provide food, shelter, and clothing for themselves and their families. 2. Maslow claimed that a higher-level need was not activated until a lower-level need was met. He also claimed that a satisfied need is not a motivator.

How did Mayo's studies at the Hawthorne plant contribute to the understanding of human motivation? What is the Hawthorne effect? Was the practice of dimming and brightening the lights ethical?

Chapter 9 - (Unit 2) 1. The studies also provided evidence that informal work groups (the social relationships of employees) and the resulting group pressure have positive effects on group productivity. 2. These findings gave rise to what is now known as the Hawthorne effect, which suggests that employees will perform better when they feel singled out for special attention or feel that management is concerned about employee welfare. 3.

How do the Theory X, Theory Y, and Theory Z management styles differ?

Chapter 9 - (Unit 2) ​​The Theory X management style is based on a pessimistic view of human nature and assumes the following: The average person dislikes work and will avoid it if possible. Because people don't like to work, they must be controlled, directed, or threatened with punishment to get them to make an effort. The average person prefers to be directed, avoids responsibility, is relatively unambitious, and wants security above all else. In contrast, a Theory Y management style is based on a more optimistic view of human nature and assumes the following: Work is as natural as play or rest. People want to and can be self-directed and self-controlled and will try to achieve organizational goals they believe in. Workers can be motivated using positive incentives and will try hard to accomplish organizational goals if they believe they will be rewarded for doing so. Under proper conditions, the average person not only accepts responsibility but seeks it out. Most workers have a relatively high degree of imagination and creativity and are willing to help solve problems. Theory Zemphasizes long-term employment, slow career development, moderate specialization, group decision-making, individual responsibility, relatively informal control over the employee, and concern for workers.