Chapter 6 Applied Performance Practices

1) Experienced Meaningfulness 2) Experienced responsibility 3) Knowledge of results

3 Critical Psychological States

1) Individual 2) Team 3) Organizational

3 Most Popular Performance Rewards

1) Self-determination 2) Meaning 3) Competence 4) Impact

4 Dimensions of Empowerment

1) Membership/ Seniority 2) Job Status 3) Competency 4) Performance

4 Types of Financial Reward Practices

1) Skill Variety 2) Task identity 3) Task Significance 4) Autonomy 5) Job Feedback

5 Core Job Characteristics

1) Link Rewards to Performance 2) Relevant 3) Team Awards for Interdependent Jobs 4) Ensure rewards are valued 5) Watch for Unintended consequences

5 Strategies for Improving Reward Effectiveness

1) Personal Goal Setting 2) Constructive Thought Patterns 3) Designing Natural Rewards 4) Self-Monitoring 4) Self-Reinforcement

5 Strategies of Self-Leadership

Job Specialization

Dividing work into separate jobs, each with a subset of tasks required to complete the product/service, bu can reduce employee motivation, quality, and increase absenteeism, turnover, and wage cost

Motivator Hygeine Theory

Frederick Hertzberg's theory stating that employees are primarily motivated by growth and esteem needs (motivators), not by lower-level needs (hygienes)

Commisions

Individual Performance Reward in which pay increases with sale volume

Piece rate systems

Individual Performance Reward which rewards employees based on # of units produced

Employee share ownership plans (ESOPs)

OBJECTIVE reward system that encourage employees to buy company shares usually at a discounted price or through a no-interest loan

reate jobs that can be performed efficiently yet employees are motivated and engaged (good combo of complexity and simplicity)

Organization's goal for job design

False, there is a low P-to-O expectancy because there is a weak connection between individual effort and corporate profits

T or F there is a high performance to outcome (P-to-O) expectancy associated with Financial reward practices

Frederick Winslow Taylor

Who was the champ of specialization?

Golden handcuffs

a disadvantage of Seniority rewards as it creates continuance commitment because people only stay because of the bonuses and benefits

Job characteristics model

a job design model that relates the motivational properties of jobs to specific personal and organizational consequences of those properties

Empowerment

a psychological concept in which can lead to high performance especially in customer facing roles

Profit-sharing plans

a reward system that pays bonuses to employees on the basis of the previous year's level of corporate profits

Membership/ Seniority

aka "pay for pulse" and is defined as Pay raises, bonuses etc. based on how long you've worked rather than your job performance

Job status

almost every organization rewards employees to some extent on the basis of the status or worth of the jobs they occupy via Pay and perks

Experienced Meaninfulness

belief that one's work is worthwhile or important and is linked to skill variety, task identity and task significance

Competency

can be specific or core (broad) and produce superior performance

Job Feedback

degree to which employees can tell how well they are doing based on the direct sensory information from the job itself (Road crews can see how well they prepped the roadbed and laid asphalt

Knowledge of Results

employees want info about the consequences of their work effort; focus is on the job itself, but can also be provided by supervisors, co-workers etc.

Competence

empowered employees are confident about their ability to perform the work well and have a capacity to grow with new challenges

Meaning

empowered employees care about their work and believe what they do is important

Self-determination

empowered employees feel that they have the freedom, independence, and discretion over work activities

Impact

empowered employees view themselves as active participants in the organization; that is, their decision and actions have an influence of company's success

Skill based pay

form of competency reward in which there is a reward based on mastery of a specific skill block (pay increase when you learn how to use another machine)

Self-talk

process of talking to ourselves about our own thoughts or actions

Share options

reward systems that give employees the right to purchase company shares at a future date or predetermined price

Job evaluation

systematically rating the worth of jobs w/I an organization by measuring their required skill, effort, responsibility and working conditions

Gainsharing plans

team based rewards that OBJECTIVELY calculate bonuses from the work unit's cost savings and productivity improvement and causes strong link between effort and performance

Autonomy

the degree to which a job gives employees the freedom, independence and discretion to schedule their work to determine the procedures used in completing it

Task Significance

the degree to which a job has a substantial impact on the organization and or larger society, it is observable and perceptual

Task identity

the degree to which a job requires completion of a whole or an identifiable piece of work

Skill variety

the extent to which employees must use different skills and talents to perform tasks within their jobs

Job Enlargement

the practice of adding more tasks to an existing job and is effective when skill variety is combined with autonomy

Job enrichment

the practice of giving employees more responsibility for scheduling, coordinating, and planning one's own work

Job Rotation

the practice of moving employees from one job to another

Scientific Management

the practice of systematically partitioning work into its smallest elements and standardizing tasks to achieve maximum efficiency

Job design

the process of assigning tasks to a job, including the interdependency of those tasks with other jobs

Self Leadership

the process of influencing oneself to establish the self-direction and self-motivation needed to perform a task

Mental Imagery

the process of mentally practicing a task and visualizing its successful completion

Cycle time

time required to complete before starting over with a new work unit

Natural groups

way of increasing job enrichment by Stitching highly interdependent tasks into one job

Client Relationships

way of increasing job enrichment by having employee ○ Directly responsible for specific clients rather than using the supervisor as a go-between

Money

what men value more and, and China and Japan have a High power distance value for this

Experienced REsponsibility

work motivation and performance increase when employee feel personally accountable for the outcomes of their efforts