MGT291

Groupthink

a mode of thinking that people engage in when they are deeply involved in a cohesive in-group unity, when the members' strivings for unanimity override their motivation to realistically appraise alternative courses of action

Merit Pay

a salary increase, usually permanent, given because of an individual's past performance

Spot awards

most consistent with reinfrocement theory. Given "on the spot" as soon as desired behavior is seen

Risky Shift

people who tend to make more risky decisions as individuals will make even riskier decisions in a group

Pay for performance

programs pay employees based on some specific measure of their performance

Group Polarization (group decision making errors)

the tendency of people to make more extreme decisions in a group than when alone

Gainsharing

when the firm shares the value of productivity gains with the workforce Ex: if workers come up with a way to increase productivity 10% by lowering costs or increasing productivity, they receive some of the value of the 10% productivity gain

Employee Engagement

A heightened emotional and intellectual connection that an employee has for his/her job, organization, manager, or coworkers that, in turn, influences him/her to apply additional discretionary effort to his/her work

Nominal Group technique

A structured variation of a small-group discussion to reach consensus

Cognitive Dissonance

An incompatibility between behavior and an attitude

Alderfer's Existence-Relatedness-Growth (ERG)

Alderfer believed that it was better to think in terms of a continuum rather than a hierarchy and he argues that people can move along the continuum in either direction Existence: desires for physical and material well-being, including nutritional and material requirements (pay, benefits, and working conditions) Relatedness: Desires for respect from and relationships with others Growth: A desire to make useful and productive contributions and to have opportunities for personal development

Instant Poll Capabilities

Allows teams to quickly assess member opinions

Stock options

An incentive most often given to executives. It is assumed that managers offered the stock options will be motivated to increase the company's profitability and therefore its stock price

Theory X

Belief that most people dislike work and will try to avoid it whenever possible

Theory Y

Belief that people can enjoy responsibility and work, and are able to make good decisions and exercise self-direction

Autocratic Leadership Style (U of I Leadership Styles)

Centralized Authority, making decisions, alone, and expecting followers or subordinates simply to follow instructions

Maslow's Hierarchy of Needs

Internal Motivation factor that says Maslow proposed that once one need in the hierarchy is satisfied, it ceases to motivate behavior and the need at the next level up the hierarchy becomes our motivation`

Organizational Commitment

Degree to which an employee identifies with the organization and its goals and wants to stay with the organization Effective Commitment - positive emotional attachment to the organization and strong identification with its values and goals Normative Commitment - feeling obliged to stay with an organization for moral or ethical reasons Continuance Commitment - staying with an organization because of perceived high economic and/or social costs involved with leaving

Alternative Performance Rewards

Employees also value recognition, appreciation, and help in balancing their work and family lives

Laissez-faire style

Employees are given discretion to make decisions

Organizational Fairness

Employees perceptions of organizational events, policies, ad practices as being fair or not fair

Virtue

Ethical standard that says the ethical decision is consistent with certain ideal virtues, including honesty, courage, compassion, fairness, and generosity

Rights

Ethical standard that says the ethical decision is the one that best respects and protects the moral rights of all those affected by the decision

Utilitarian

Ethical standard that says the ethical decision is the one that strikes the best balance of good over harm

Common Good

Ethical standard that says the ethical decision shows respect and compassion for all others especially the most vulnerable

Fairness

Ethical standard that says the ethical decision treats all people equally, or at least fairly based on some defensible standard

Delphi Method

Experts' judgments gathered through successive iterations of a questionnaire result in a decision by consensus -Created to bring together the opinions of experts without having to bring them face-to-face -Protects the anonymity

Cross Training

External Motivational Factor Training employees in more than one job or in multiple skills to enable them to do different jobs

Job Enlargement

External motivational factor Adding more tasks at the same level of responsibility and skill related to an employee's current position

Job Enrichment

External motivational factor that is an approach to job design that increases a job's complexity to give workers greater responsibility

Participative Style

Giving employees a say in the decision

-McClelland's Need for Achievement, Affiliation, and Power

Need for affiliation: Wanting to establish and maintain friendly and warm relations with one anothers Need for Achievement: Wanting to do something better or more efficiently to solve problems, or to master complex tasks Need for Power: Wanting to control and influence others, or to be responsible for others -Socialized power - power that improves organizations and socieities -Personalized power - power that manipulates and exploits others

Skill-Based Pay

Pays employees for the range and depth of their knowledge and skills Limited ability - ability to perform simple tasks without direciton Partial Proficiency - ability to apply more advanced principles on the job Full competence - ability to analyze and solve problems associated with that job

Equity Norm

People are rewarded based on their relative level of contributions

Law of Individual Differences

People have different abilities, needs, personalities, values and self-concepts (Individual characteristics)

Moral Disengagement

Personal standards also tend to guide ethical behavior and deter misconduct that would violate standards

Job Satisfaction

Reflects our attitudes and feelings about our jobs

Herzberg's Two-Factor Theory

Said that pay and supervisory style do not strongly impact worker-satisfaction. At best, they are called hygiene factors Hygiene factors: pay, status, and working conditions that produce an aceptable work environment and whose absence leads to dissatisfaction (Ex. Working conditions, pay, supervision, status, policies and administration) Motivators: factors that are intrinsic to the job that can drive the employee to pursue excellence and whose presence increases satisfaction -The presence of motivators leads to satisfaction and motivation, but their absence does not lead to dissatisfaction -Ex: the work itself, advancement, achievement, responsibility, growth, recognition

Flextime

Scheduling option that lets employees decide when to go to work, within certain parameters

Consultative Style

Seeking input from others but making the final decision alone

Democratic Leadership Style (U of I)

Sharing decision making with others and encouraging subordinates to be involved in setting goals

Job Design: Hackman and Oldham's Job Characteristics Model

Skill Variety: the degree to which the job requires a variety of activities, enabling the worker to use different skills and talents Task Identity: the degree to which the job requires the worker to complete a whole and identifiable piece of work Task Significance: the degree to which job performance is important and affects the lives or work of others Autonomy: the degree to which the job gives the worker freedom, discretion, and independence in scheduling the work and determining how to do the work Task Feedback: the degree to which carrying out the job's require activities results in the individual's obtaining direct and clear information about the effectiveness of his or her performance

Empowerment

The degree to which an employee has the authority to make and implement at least some decisions

Halo Effect

The halo effect occurs when we form an overall impression about someone on the basis of a single (typically good) characteristic

Distributive Fairness

The perceived fairness of the outcome received - Did we get what we wanted?

Competence Based Pay

Used to evaluate the skills and knowledge of other workers

VROOM's Valence, Instrumentality, and Expectancy Theory

Valence: will the rewards I receive be things I care about? Instrumentality: if my performance is strong, will I receive any rewards? Expectancy: If I work hard and put in a good effort, will I reach my desired performance? Proposed that the perception of a link between effort and reward is crucial to work motivation

Procedural Fairness

Were the procedures used in making the decision fair?

Interactional Fairness

Were we treated with respect (interpersonal fairness) and given adequate and timely information during the decision making process (informational fairness)

Compressed Workweek

allows employees to work a forty hour work week in less than five days

Telecommuting

allows employees to work from home and link to the company's offices via computer

Job Sharing

allows two or more people to split a single job

Work environment

an organization's rules, management practices, policies, and reward systems

Job Characteristics

attributes that describe the nature of the work

Meeting Management Software

can facilitate meetings by creating a record of the ideas presented, comments made, votes taken, and action items identified