Flashcards
ch 6: applied performance practices
Cards in this deck (18)
- 1financial rewards can be organised into four specific objectives1. membership- and seniority-based
2. job status-based (promotion-based pay increase & status-based benefits)
3. competency-based (pay range depends on competencies and skill-based pay)
4. performance-based - 2performance-based rewards, three types1. individual
2. team (based on what the team has accomplished or gainsharing plan)
3. organisational (gainsharing, employee stock ownership plan, stock options, profit-sharing plan) - 3explanation of gainsharing plan and profit-sharing plangainsharing plan: bonuses are calculated from the work unit's cost savings and productivity improvement
profit-sharing plan: employees receive a percentage of the previous year's company profits - 4merit pay (task performance-based reward)an additional sum paid to an employee whose work is superior and whose services are valued
- 5consequences of performance rewardsit's proven effective BUT it discourages creativity and distracts employees from the meaningfulness of the work itself. it's best if you reward those with better performance more and you ensure that rewards are relevant + valued
- 6job design definitionthe process of assigning tasks to a job, including the interdependency of those tasks with other jobs
- 7scientific management meaningthe practice of systematically partitioning work into its smallest elements and standardising tasks to achieve maximum efficiency.
associated with high levels of job specialisation and standardisation of tasks to achieve maximum efficiency. - 8consequences of job specialisationpro: people master their work faster so output quality is positively influenced.
cons: adverse effects on attitudes and motivation, can become tedious, trivial, and socially isolating, lower attentiveness + motivation, & employees will have a harder time visualising/understanding the overall product or service - 9job characteristics model explanation (without specifying yet)identifies five our job characteristics, if they are met then they produce three psychological states (--> more motivation, higher satisfaction, more work effectiveness)
- 10the five characteristics of the job characteristics model (+ explanation)- skill variety
- task identity (degree to which a job requires completion of a whole/identifiable piece of work)
- task significance (degree to which the job affects the organisation/larger society)
- autonomy
- job feedback (being able to tell how well you're doing) - 11the three psychological states + which characteristics have to be met- experienced meaningfulness (determined by skill variety, task identity, task significance)
- experienced responsibility (determined by autonomy)
- knowledge of results (determined by job feedback) - 12three main strategies to increase the motivational potential of jobs + explanation1. frequent job rotation (moving employees from one job to another for improving motivational & physiological conditions)
2. job enlargement (more tasks requiring different skills)
3. job enrichment (giving employees more responsibility for scheduling, coordinating, and planning their own work) - 13two types of job enrichment + explanation1. natural grouping (combining highly interdependent tasks into one job)
2. establishing client relationships (putting employees in direct contact with their clients) - 14psychological empowerment meaninga perceptual and emotional state in which people experience more self-determination (freedom, independence), meaning, competence, and impact regarding their role in the organisation
possible when the job offers high autonomy, resources are easily accessible, the culture encourages learning & discovery, and the person has the necessary competencies - 15self-leadership meaningspecific cognitive and behavioural strategies to achieve personal goals and standards through self-direction and self-motivation
- 16self-leadership consists of these five processes + explanation1. personal goal setting
2. constructive thought strategies (engaging in positive thought strategies about their work and its accomplishments)
3. designing natural rewards (e.g. expanding tasks they enjoy, offloading tasks they don't enjoy)
4. self-monitoring (keeping track of progress at regular intervals)
5. self-reinforcement - 17two constructive thought strategies1. positive self-talk
2. mental imagery (mentally practicing a task and visualising its successful completion; by mentally practicing you encounter potential problems and think of solutions) - 18which characteristics are frequently found in people with self-leadership?high levels of conscientiousness, high levels of extraversion and a positive self-concept
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- university w&o Flashcards on ch 6: applied performance practices, created by Sabine - on 19/02/2021.
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